2012/16 Integrated Development Plan: 2014/15 Review

City of Johannesburg 2012/16 Integrated Development Plan: 2014/15 Review

Vision:

“Johannesburg – a World Class African City of the Future – a vibrant, equitable African city, strengthened through its diversity; a city that provides real quality of life; a city that provides sustainability for all its citizens; a resilient and adaptive society.”

Joburg. My City – Our Future!

Mission:

The City of Johannesburg commits itself to pro-active delivery and the creation of a city environment in 2040 that is resilient, sustainable and liveable. It aims to achieve this through long-term 2040 plans, targeted programmes, services and enabling support that drives economic growth, optimal management of natural resources and the environment, the development of society and the individuals within it, and the practice and encouragement of sound governance, in all the City does.

Contents

1. Introduction ...... 5 2. The City of Johannesburg ...... 11 3. Governance and institutional framework ...... 21 4. Delivering on Joburg 2040 Strategy ...... 33 5. Spatial Development Framework ...... 59 6. Basic Service Delivery ...... 67 7. 2014/16 Priority Implementation Plans ...... 709 8. Intergovernmental planning and partnerships ...... 167 9. Community Based Planning and Stakeholder consultation ...... 1884 10. Medium Term Budget ...... 1984 11. 2013/14 Capital Investment Framework ...... 2040 12. Monitoring and evaluation ...... 3227 13. Disaster and risk management ...... 330

Abbreviations

Abbreviation Explanation Comm Dev Community Development CIF Capital Investment Framework CIPA Capital Investment Priority Area CRUM Citizen Relations and Urban Management DED Department of Economic Development DP Development Planning DWA Department of Water Affairs EISD Environment, Infrastructure Services Department EMS Emergency Management Services FMMU Facilities Maintenance and Management Unit GAC Group Audit Committee GDS Growth and Development Strategy GCSS Group Corporate and Shared Services GRMC Group Risk Management Committee GSPCR Group Strategy, Policy Coordination and Relations IDP Integrated Development Plan JDA Johannesburg Development Agency JM Joburg Market JMPD Johannesburg Metro Police Department JOSHCO Johannesburg Social Housing Company JPC Johannesburg Property Company JRA Johannesburg Roads Agency JTC Johannesburg Theatre Company ME Municipal Entity MTC Metro Trading Company NMT Non- Motorised Transport PAIL Public Access to Internet in Libraries SAF Strategic Area Framework SALGA South African Local Government Association SAPS South African Police Service SHSUP Sustainable Human Settlement Urbanisation Plan TARSC Technical Advisory Resource Centre TIR Transport Information Register TOD Transit Oriented Development UDF Urban Development Framework UDZ Urban Development Zone UFW Unaccounted for Water

1. Introduction

The 2014/15 review of the City of Johannesburg’s Integrated Development Plan (IDP) is the fourth IDP revision of the 2011-2016 term of office, and serves as a review of the IDP adopted at the start of this term. This is in line with legislation, specifically the Municipal Systems Act (2000) which requires that each elected council should develop and adopt an Integrated Development Plan (IDP) at the start of its term of office. A municipal IDP defines the development and plans of the municipality for the electoral term and includes an assessment of the City’s level of development, its developmental priorities, key performance indicators and targets, and operational strategies for the five year term.

The City’s Strategic Planning Framework is detailed in the figure below.

Figure: CoJ Strategic Planning Framework Joburg 2040 Strategy 5-Year IDP Business Plans / SDBIP

• Identifies the city’s • Outlines the City’s Detailed business future trends and long • programmes for current plans and SDBIPs term strategy term of office linked to for departments • Outlines the City’s its priorities and municipal vision and mission to entities 2040

LONG TERM FINANCIAL MEDIUM TERM FINANCIAL ANNUAL BUDGET AND PERSPECTIVE PLAN SDBIP

This City’s long term Joburg 2040 Strategy identifies four key outcomes, and a number of related outputs, that intend to realise the City’s long term vision. The City’s five-year IDPs then translate these desired outcomes into medium-term programmes for implementation in that term of office. On an annual basis, the IDP is reviewed and business plans are developed, detailing

5 short term operational plans. These are linked to annual budgets and the City’s annual Service Delivery and Budget Implementation Plan (SDBIP).

National and Government priorities and focus areas are set at both a national and provincial level provincial agenda

Growth and Long-term strategy for the City (informed by government planning, emerging trends and other Development development issues) Strategy

5-year plan linked to long-term goals i.e. breaking down the City’s long-term objectives into 5-year strategic planning Integrated Semi-operational Development Annual IDP then outlines an overview of planning for a specific year against high-level strategic plans Plan outlined in the 5-year IDP and reports on progress against those high-level goals on an annual basis

Business Plans Annual planning by departments and municipal entities linked to achieving objectives outlined in 5- and SDBIPs year IDP.

The review process

As required by the Municipal Systems Act, the City revises its IDP on an annual basis, to ensure that it remains relevant to its specific operating environment including political, socio-economic or other changes that may occur. This annual review also enables the City to update its IDP, based on its overall performance.

2011/12 IDP In 2011, the City developed and adopted a 2011/12 IDP. This IDP was linked to the City’s Municipal Turnaround Strategy, developed to address some of the concerns raised by national government regarding the performance of municipalities. The 2011/12 IDP also stated the City’s commitment to addressing essential issues. At the start of the mayoral term, the Executive Mayor committed to an intensive programme of accelerated service delivery as identified in the City’s Municipal Turnaround Strategy. An Extended Joint Operations Committee monitored and ensured coordination in the resolution of basic service delivery issues.

2012/13 review Following the process to revise and update the City’s long term strategy (Joburg 2040 GDS), which was approved on 20 October 2011, a substantial review of the City’s IDP was necessary to ensure alignment to the revised strategic focus. As a result, in 2012, a revised 2012/16 IDP which was informed by the Joburg 2040 Strategy was adopted by Council. The 2012/16 IDP “Committing to a promising future” detailed the City’s implementation plans for the full term of office based on the six principles outlined in the Joburg 2040 GDS.

2013/14 review In June 2012, the City embarked on a review process of its IDP in terms of legislation that requires municipalities to revise their IDPs on an annual basis. Key to the review of the City’s IDP was the development of the Joburg 2040 GDS Roadmap in 2012/13 to define what the City’s plans will be for the next three decades in order to achieve its long-term vision:

“Johannesburg - a World Class African City of the future – a vibrant, equitable African city, strengthened through its diversity; a city that provides real quality of life; a city that provides sustainability for all its citizens; a resilient and adaptive society. Joburg. My City – Our Future”

The GDS Roadmap process allowed the City to review and finalise its priorities for decade 1 as well as the remainder of the current term of office, building on the flagship and master programmes detailed in previous IDPs. These priorities include:  Financial Sustainability and Resilience;  Agriculture and Food Security;  Sustainable Human Settlements;  SMME and Entrepreneurial Support;  Engaged Active Citizenry;  Resource Sustainability;  Smart City;  Investment Attraction, Retention and Expansion;  Green Economy; and  Safer Cities.

2014/15 review The 2014/15 review is informed by the City’s performance to date as well as external assessments such as those of credit rating agencies, Auditor General reports and other critical reviews. The continued rollout of Community Based Planning forms part of the review, as does various City strategies and plans that were further developed in 2013/14. These include initiatives such as the City’s Corridors of Freedom, and a focus on Developmental Service Delivery. The 2014/15 IDP builds on the work that has been started in the current term of office and ensures that, while the City continues to deliver services, it is also focused on responding to residents’ concerns and maintaining a long term development perspective.

The City of Johannesburg is committed to the empowerment of its residents. Therefore all revised plans are communicated with its communities through a thorough consultation process.

Structure of the 2014/15 Integrated Development Plan

Chapter 1: Introduction The chapter provides an overview of the document’s structure and content inclusive of:  City vision and mission  Rationale behind the review, process of identifying the ten city priorities  Chapter outline of the 2014/15 IDP document

Chapter 2: The City of Johannesburg This chapter gives an overview of Johannesburg and the context within which the municipality operates. Factors influential to planning such as demographics, information for social and human development, economic growth and development, sustainable services and governance are elaborated in this chapter.

Chapter 3: Governance and institutional framework Chapter 3 provides an overview of the governance and institutional framework of the City.

Chapter 4: Delivering on Joburg 2040 Strategy

This chapter provides further details of the GDS Roadmap as well as the linkages to the IDP including:  An outline of the City’s GDS Roadmap  An outline of the City’s priorities for the remainder of the term

Chapter 5: Spatial Development Framework Chapter 5 provides detail on spatial framework within which the City intends to give effect to its Joburg 2040 Strategy.

Chapter 6: Basic Service Delivery This chapter provides a high level overview of the City’s operational plan i.e. key operations across the City.

Chapter 7: 2014/15 Priority Implementation Plans Chapter 7 details the City’s ten Priority Implementation Plans including targets, indicators and delivery agendas for the remainder of the term of office.

Chapter 8: Intergovernmental planning and partnerships This chapter includes details on the City’s intergovernmental planning and partnerships.

Chapter 9: Community Based Planning and Stakeholder consultation Chapter 9 focuses on the rollout of community based planning in the 2013/14 financial year and highlights the implementation of the pilot project implemented in Region E. In addition, it provides an overview of the City’s 2014 IDP and Budget outreach process.

Chapter 10: Medium Term Budget The medium term budget gives a high level overview of the City’s three-year budget.

Chapter 11: 2014/15 Capital Investment Framework This chapter gives details on the City’s 10-year capital investment planning (Capital Investment Framework).

Chapter 12: Monitoring and evaluation

Chapter 12 provides an overview of the City’s performance management framework as well as its processes for monitoring and evaluation of programmes.

Chapter 13: Disaster and risk management The final chapter of the document provides an overview of the strategic risks and mitigation measures as well as the City’s disaster management plan.

2. The City of Johannesburg

In order to contextualise the City’s Integrated Development Plan, and the detailed programmes and projects outlined herein, it is important to provide an overview of key data and statistics related to the City. This ensures that an overview of development within the City is provided at the start of this review of the IDP.

CoJ regions

The City has instituted a system of urban management that operates at a regional scale. A map, indicating the seven regions of Johannesburg is included below.

Map: Johannesburg’s seven regions

Total Population

The city of Johannesburg had a population of 3,225,307 in 2001 and 4,434,827 in 2011. This implies a population growth rate of 37.5% between 2001 and 2011, while average population growth for Metro Municipalities in South Africa over the same period was 21.4%. The population of the City is currently projected to be 4,676,731 (see figure below) based on 3.1% growth rate per annum since 2011. Population density in the city of Johannesburg (number of people per km²) is 2 639.37 – which is relatively low compared to other cities such as Mumbai, Sao Paulo, Lagos etc.

Figure: City of Johannesburg Population: 2001 -2013

Estimate

Source: Constructed from Statistics South Africa Data, May 2013

The dependency ratio, which is a calculation of the total proportion of the population that is either too young or too old to work, i.e. people younger than 20 and older than 64, is 37.2%. This is below the average of 39.8% for Metro Municipalities in South Africa. The Sex Ratio (Males per 100 females) is 100.7 implying that there are more males than females in City of Johannesburg which is typical of a migrant City as more men come from various origins looking for economic opportunities.

Age Distribution

The city’s population is predominantly young, concentrated in the working age group between 20 years and 39 years. This is also a migration phenomenon as people move from other parts

12 of the country; particularly the young that are seeking employment. There is a greater propensity for people to migrate to the City of Johannesburg as it is considered an economic hub – the first choice of destination by job seekers across the country and region.

Figure 2: City of Johannesburg Population Pyramid

Female 0.2% 85+ 0.1% Male 0.3% 80 - 84 0.2% 0.4% 75 - 79 0.3% 0.6% 70 - 74 0.5% 0.8% 65 - 69 0.7% 1.3% 60 - 64 1.1% 1.8% 55 - 59 1.6% 2.3% 50 - 54 2.1% 2.7% 45 - 49 2.6% 3.2% 40 - 44 3.4% 4.0% 35 - 39 4.5% 5.0% 30 - 34 5.7% 6.2% 25 - 29 6.7% 5.6% 20 - 24 5.7% 3.6% 15 - 19 3.5% 3.1% 10 - 14 3.1% 3.6% 05 - 09 3.6% 4.8% 00 - 04 4.9%

8.0% 6.0% 4.0% 2.0% 0.0% 0.0% 2.0% 4.0% 6.0% 8.0%

Source: Constructed from Statistics South Africa Data, May 2013

Household Dynamics

The city had a total number of households of 1,006,910 in 2001 and 1,434,856 in 2011 (an increase of 42.5% between 2001 and 2011). Due to the household’s growth rate of approximately 3.7%, the total households in Johannesburg are projected to be currently 1,487,946. The average households’ size is approximately 2.8 in 2011 down from 3 in 2001 and there are an estimated 36.2% female headed households.

City’s Socioeconomic Development

Johannesburg is the economic powerhouse of South Africa and generates 17% of the country's gross domestic product, mostly through the manufacturing, retail and service industry sectors. With all the major banks and Africa's largest stock exchange (the Johannesburg Stock

Exchange in Sandton) it is considered to be the seat of the financial sector in South Africa. According to the global ranking of “Most Expensive Cities of the World” of 2013 (by Mercer, the Swiss Bank UBS, the ECA International and the Intelligence Unit), City of Johannesburg is ranked number 154 making it relatively least expensive out of a total of 209 cities surveyed. As a result, it is a favourite destination for retailers from Sub-Saharan countries, particularly those from South Africa's neighbours.

In Johannesburg the challenges of overcoming service and infrastructure backlogs, meeting developmental goals and encouraging economic growth mean that new and creative mechanisms are urgently required. As seen over the years, the city has experienced a rapid growth in population from around 3 million in 2001 to an estimated 4.6 million today. Despite notable progress in the City’s human development over the past ten years, high levels of inequality are still a concern. This together with the high poverty rate (currently 24.7%) needs to be tackled urgently through fast tracking transformation in the various development initiatives undertaken by the City. While reduction of unemployment from 37% in 2001 is impressive, unemployment is still very high at 25%. Of particular concern is youth unemployment which is estimated at 32%. On the positive side, Johannesburg has seen good progress in education. The proportion of the population with at least a matric has improved from 29% to 35% over the ten year period and this is accompanied by a huge reduction of those with no schooling from 7.3% to 2.9%. There has been good progress towards achieving the Millennium Development Goals (MDGs) in access to services, and the combined access to all four main services (water, electricity, refuse collection and sanitation) is now 95%.

Income

The city’s income can be categorized as an upper-middle income economy in 2013. World Bank defines upper-middle-income economies as those with average incomes of R39, 000 to R121, 000. Johannesburg’s GDP per capita at current prices is currently at R114, 000 (figures converted as at 13 October 2013, courtesy of Panoramic Software, 2013). Johannesburg’s category as an upper-middle income is recognition of economic achievements in the past decade in which GDP per capita has almost doubled, while strides towards reducing poverty are being made.

Economic outlook

The city of Johannesburg has a friendly business environment and has been successful in attracting investments. De-concentrating the economy has however remained a challenge. The dominance of trade and finance in Johannesburg arises from the central location in South Africa’s geography, amongst other factors. This advantage can be contrasted to the lower concentration in agriculture and mining which is largely driven by the lack of natural resources. Thus, Johannesburg needs to continue boosting manufacturing production, in terms of higher value-added production as well as expansion into new emerging neighbouring markets. In the last decade, Johannesburg economy was one of the country's fastest growing regions at an average rate of 6% per year. The GDP growth rebounded from the negative 1.7% in 2008 and is forecasted to continue growing at an average of 3-5% in the short to medium term.

For Johannesburg to sustain its growth and avoid the middle income trap, it needs to pay attention to de-concentrating the economy while raising the productivity of not only manufacturing, but also the already strong services sector. Higher levels of education and skills as well as creativity, innovation, and competition are necessary. These would not only promote higher growth but also inclusive growth, which will help reduce the persistent high income inequality in Johannesburg.

Employment outlook

Johannesburg also continues to fight unemployment, which is one of the major problems facing South Africa as a whole. Overall, unemployment in the city is around 25% based on a narrow definition. If the expanded definition is taken into account, unemployment in the City rises to approximately 40%. Youth unemployment is of particular concern and is estimated to be around 32% (official definition). The finance sector is the biggest employer in the City accounting for 26.6% of total employment, followed by the trade sector which employs 21.1% of the formal sector workers. The agricultural sector employs the smallest share of the formal sector workers with only 0.4% (Global Insight, 2013).

Development indicators

Despite facing a number of economic challenges, Johannesburg has made great progress in social and economic issues. As such, Johannesburg has been one of the great economic development success stories, with sustained strong growth and impressive poverty reduction over the past 10 years. Despite this, high levels of poverty are still a concern in the City, as indicated by the latest statistics that 24.7% of people are still living below the poverty line. The number of people living below the poverty line has gone down by 16.2% in the last decade.

The benefits of the city’s economic success have not been shared equally. Johannesburg has had the highest level of inequality relative to other metros. The Gini coefficient, a measurement of income inequality in Johannesburg is currently 0.63. This is however an improvement of 4% over the last decade. What explains high inequality in Johannesburg? The city is regarded as the economic engine of the country; it attracts people from different classes - people who have high education levels, unskilled or uneducated persons seeking low income jobs, as well as students who normally work part-time jobs for sustenance during their years of studying. Much of the inequalities are inter-regional with Region F and Region A lagging behind other regions.

On the human development side, Johannesburg has done considerably well. Over the last decade, the city experienced an 8.2% increase in the level of human development (currently rated 0.74), and this can be attributed to improvements in living standards. This implies that as people relocate to Johannesburg for better economic opportunities, they often start with low- paying jobs and then develop themselves through education and skills development. Over time, they will therefore experience higher levels of human development.

Towards the Millennium Development Goals (MDGs)

Johannesburg also continues to make progress towards meeting the Millennium Development Goals (MDGs) and is likely to meet most of them on aggregate. To date, the number of households with access to refuse collection increased by 4.5% since 2001 to 96.9%; households that have access to piped water within at least a distance less than 200m from dwelling is currently 96.7 % up from 91.2% in 2001; access to flush toilet facility increased by 4.8% since 2001; access to electricity for lighting is now 90.8% up from 85% in 2001 and the

16 combined aaverage access to all 4 main basic services is currently standing at 95%. The challenge in delivering basic services has been high population growth in the city as well as high unemployment which has a negative impact on people’s ability to pay for services provided.

Johannesburg has also made some strides towards eradicating informal settlements. Overall, there was a notable reduction in the proportion living in informal dwellings by 2% since 2001. This has been accompanied by an increase of 4.5% over the ten year period in the households living in house or brick/concrete block structure on a separate stand or yard. Rental accommodation is also increasingly becoming important in the city with rented accommodation having increased by 9.5% since 2001.

Towards Joburg 2040

The City now has a strategy that charts the overarching direction to achieving higher socioeconomic development. The strategy hinges upon collaboration with all stakeholders in Johannesburg. The following endeavours will, as embedded in the strategy, lead the city towards a sustainably high quality of life.  The City will focus on driving a caring, responsive, efficient and progressive developmental approach, to enable it to reach full potential as integrated and vibrant spaces.  The City envisages a future that presents significantly improved human and social development realities, through a targeted focus on poverty reduction and food security development initiatives that enable self-sustainability, improved health and life expectancy, and real social inclusivity. By 2040, the City aims to achieve substantially enhanced quality of life for all.  The City plans to lead in the establishment of sustainable and eco-efficient infrastructure solutions (e.g. housing, transport, energy, water, waste, sanitation and information and communications technology), to create a landscape that is liveable, environmentally resilient, sustainable, and supportive of low carbon economy initiatives  The City will focus on supporting the creation of an even-more competitive, ‘smart’ and resilient economy, when measured in relation to national, continent and global performance. The City will promote economic growth and sustainability through the meaningful mobilisation of all who work and live here, and through collaborating with others to build job- intensive long-term growth and prosperity, from which all can benefit

Overall satisfaction with service delivery

Satisfaction1 Survey undertaken Subject Survey method Survey Sample Survey Comment Matter of date size results survey Overall satisfaction with Municipalit Quality of Life survey Aug – 5826 6.32 The CoJ Quality of Life y using multi-stage Dec 2011 respondent (municipal satisfaction) of 6.32 PPS sampling s was above the Gauteng City approach Region (GCR) average of 6, 25. GCR was in the midst of the global economic crisis in 2009 but has weathered the storm well, with overall (average) QoL rising from 6.24 to 6.25

Municipal Representative February 5000 6.2 The household composite index Service sample approach 2013 households remained constant at 62 for delivery whereby the sample 2011 and 2013. This reflects a sizes are allotted to fairly high level of satisfaction each ward in with overall service delivery proportion to population numbers Satisfaction2 with: Electricity Representative February 5000 6.94 87.4% expressed satisfaction sample approach 2013 households with electricity. Overall, the whereby the sample satisfaction levels regarding the sizes are allotted to provision of electricity increased each ward in from 6.61 in 2011 to 6.94 in proportion to 2013. population numbers Refuse Representative February 5000 6.95 88.1% expressed satisfaction collection sample approach 2013 households with refuse collection. The whereby the sample satisfaction levels for refuse sizes are allotted to collection increased marginally each ward in in 2011 to 7.70 and dropped to proportion to 6.95 in 2013. However population numbers satisfaction is still very high

1 The service assessment model was designed to measure satisfaction ratings on a 10-point scale with 1 = extremely low and 10 = extremely high.

Neighbour Representative February 5000 6.46 82.1 % expressed satisfaction hood sample approach 2013 households with neighbourhood roads. roads whereby the sample Results show a satisfaction sizes are allotted to mean score of 6.46 for each ward in neighbourhood roads in 2013 – proportion to higher than the 2011 score of population numbers 5.93 in 2011. Satisfaction levels increased across five of the CoJ regions. Sanitation Representative February 5000 6.92 89% expressed satisfaction with and waste sample approach 2013 households sanitation. Satisfaction is very water whereby the sample high in 2013. Sanitation and sizes are allotted to waste water received a mean each ward in score of 6.92 in 2013 – slightly proportion to down from 6.97 in 2011. population numbers Stormwat Representative February 5000 6.71 85.9% expressed satisfaction er sample approach 2013 households with stormwater. The drainage whereby the sample satisfaction level for stormwater sizes are allotted to is still very high. The satisfaction each ward in increased marginally to 6.71 in proportion to 2013. population numbers Street/pub Representative February 5000 6.18 75.4% expressed satisfaction lic lights sample approach 2013 households with streetlights. Satisfaction whereby the sample with street lights received a sizes are allotted to mean score of 6.18 in 2013 – up each ward in from 5.93 in 2011. proportion to population numbers Water Representative February 5000 7.45 95.4% expressed satisfaction provision sample approach 2013 households with water provision. Results whereby the sample reflects that satisfaction with sizes are allotted to water provision showed the each ward in highest satisfaction level of all proportion to basic service types measured population numbers (7.45) in 2013 with a slight decrease from 7.49 measured in 2011. Communi Representative February 5000 6.70 Since 2007, CoJ communication cation sample approach 2013 households efficiency has shown an upward efficiency whereby the sample trend remaining fairly constant sizes are allotted to during the 2011 to 2013 period. each ward in proportion to population numbers Billing Representative February 5000 7.10 Satisfaction with billing and and sample approach 2013 households payment remained on a

19 payment whereby the sample relatively high level – above 70. sizes are allotted to Efficiency of dealing with each ward in incorrect accounts recorded a proportion to substantial increase from a population numbers score of 43 in 2011 to 65 in 2013. Communit Representative February 5000 6.40 Satisfaction levels with y services sample approach 2013 households community services remained whereby the sample fairly constant around 64 for the sizes are allotted to whole period. each ward in proportion to population numbers

3. Governance and institutional framework

The City’s Governance Model separates the Legislature from the Executive and is used as a mechanism for oversight and scrutiny at a municipal level. The establishment of Council as a “Local Council”, performing the function of a legislative assembly, has been critical for the successful implementation of this model, as the ultimate authority to hold the Executive and the Administration to account.

The Legislature

The core mandate of the Legislative Arm of Council is focused on five themes:  Accountability, Oversight and Scrutiny;  Strengthen capacity of the Legislative Arm of Council;  Public Participation to safeguard local democratic processes;  Monitoring and Evaluation; and  Sound Financial Management.

Legislative functions also include the approval of by-laws, policies, budgets, the Integrated Development Plan, tariffs, rates and service charges. Council further considers reports received from the Executive Mayor, focuses on public participation related to Council matters through discussions, stimulates debate in multi-party portfolio committees, and ensures community and stakeholder participation as well as playing an oversight role on the Executive.

An Oversight and Scrutiny Framework guides committees in terms of the oversight role they play within the Legislature. Councillors also visit sites in person where projects, especially service delivery projects are implemented, to perform their oversight function.

Oversight reports are submitted to Council on a quarterly basis for further processing. Other measures include the use of questions by individual Councillors to hold the Executive to account, as well as motions to ensure debate on Council issues.

Figure: The Structure of Council

Executive Legislative

Executive Speaker Mayor

Chairperson of Committees Chief Whip Members of the Leader of Mayoral Executive Committee Business (MMCs) Portfolio Standing Whips Committees 13 Committees Departments and entities Finance Health & Rules Petitions and 13 Political Parties Human Dev Public Participation

Community Environment Ethics Municipal Public Development Infrastructure Disciplinary Accounts and Services

Economic Transport Programming Development

Dev Planning & Public Safety Urban Management

Housing Corporate Services & Administration

GEYODI OCOL Governance

The Speaker of Council

The Speaker, Councillor Constance (Conny) Bapela, is the Head of the Legislative Arm of Council and plays a coordination and management role in relation to the Section 79 Standing Committees. Other responsibilities of the Speaker, as legislated, include:  Presiding at meetings of the Council;  Performing the duties and exercising the powers delegated to the Speaker;  Ensuring that the Council meets at least quarterly;  Maintaining order during meetings;

 Ensuring compliance with the Code of Conduct by Councillors; and  Ensuring that Council meetings are conducted in accordance with the rules and orders of the Council.

The Secretary to Council

The Secretary to Council is the administrative head of the Office of the Speaker and reports functionally to the Speaker of Council and administratively to the City Manager. The Secretary to Council is responsible for leading and coordinating all functions relating to the Office of the Speaker, Office of the Chief Whip of Council, Office of the Chair of Chairpersons, Office of the Opposition and Office of Minority Parties.

Chairpersons of Section 79 Portfolio Committees

Section 79 Portfolio Committees perform an oversight role by monitoring the delivery and outputs of the Executive. These committees do not have any delegated decision-making powers. Functions include:  Reviewing, monitoring and evaluating departmental policies;  Reviewing and monitoring of city plans and budgets;  Considering quarterly and annual departmental reports;  Examining the links between the strategy, plans and budgets of the City; and  Holding the political Executive accountable for performance against policies and City priorities.

Table: Chairpersons of Section 79 Portfolio Committees Committee Chairperson Chair of Chairs Clr Solly Mogase Rules Committee Clr Jeanette Putsoa Ethics/Disciplinary Committee Clr Zodwa Nxumalo Housing Committee Clr Jacqui Lekgetho Petitions and Public Participation Committee Clr Lebohang Tshabalala Corporate and Shared Services Committee Clr Cathy Seefort Environment, Infrastructure and Services Committee Clr Ursula Lichaba Finance Committee Clr Boyce Gcabashe

Committee Chairperson Transport Committee Clr Bafana Sithole Economic Development Committee Clr Willie van der Schyf Community Development Committee Clr Zerina Motala Municipal Public Account Clr Sol Cowan Heath and Social Development Committee Clr Gabriel Matlou Public Safety Committee Clr Oupa Tolo Development Planning Committee Clr Salphina Mulauzi Governance Committee Clr Rosemary Thobejane-Ndoqo Programming Committee Clr Conny Bapela Gender, Youth and People with Disabilities Clr Francina Mashao Oversight Committee on Legislature Clr Justice Ngalonkulu

The Standing Committees

Standing Committees have been established to deal with Council-related matters. These committees have decision-making powers and are chaired by Councillors, with the exception of the Audit Committee which is chaired by an independent person. This is in line with the prescriptions of the Municipal Finance Management Act (MFMA)

The Chief Whip of Council

The Chief Whip, Councillor Prema Naidoo, plays a pivotal role in the overall system of governance to sustain cohesiveness within the governing party and maintain relationships with other political parties. The Chief Whip is required to:  Ensure proper representation of all political parties in the various committees;  Maintain sound relations with the various political parties represented in Council; and  Attend to disputes between political parties and build consensus.

The Executive

The Executive is made up of the Executive Mayor, Councillor Mpho Parks Tau, the Mayoral Committee and the Leader of Executive Business.

The Executive Mayor, assisted by the Members of the Mayoral Committee, heads the Executive arm of the City. The Mayor presides at meetings of the executive committee, performs ceremonial functions, and exercises the powers delegated to the Mayor by the municipal council or the executive committee. The Executive Mayor is also accountable for the strategic direction of the City.

Each Member of the Mayoral Committee, as listed in the table below, is responsible for a specific portfolio and is directly accountable to the Executive Mayor.

Table: Members of the Mayoral Committee Portfolio Member of the Mayoral Committee The Executive Mayor (Governance) Clr Mpho Parks Tau Community Development Clr Chris Vondo Health and Social Development Clr Nonceba Molwele Corporate and Shared Services Clr Mally Mokoena Environment, Infrastructure and Services Clr Matshidiso Mfikoe Housing Clr Dan Bovu Development Planning Clr Ross Greeff Finance Clr Geoffrey Makhubo Public Safety Clr Sello Lemao Economic Development Clr Ruby Mathang Transport Clr Christine Walters

The Leader of Executive Business

Councillor Geoffrey Makhubo is the Leader of Executive Business and provides the interface between the executive and the legislative branches of the City. The roles and responsibilities of the Leader of Executive Business are to:  Represent the executive branch on of Council matters and serve as a link between the executive branch and the legislative branch;  Ensure that the executive business is effectively delegated to Council, via the Programming Committee;  Consult with the Speaker when the Speaker intends calling a special meeting of Council, outside the scheduled Council meetings;

 Consult with the Speaker for purposes of allocating time for discussion of matters of public importance on the Council Agenda; and  Determine which matters are referred to the Speaker and thereafter to Section 79 Portfolio Committees and Council.

The clusters

The cluster approach adopted by the City in the previous financial year aims to coordinate the City’s programmes around the four outcomes outlined in the Joburg 2040 Strategy. The Clusters for Human and Social Development, Economic Growth, Sustainable Services and Governance, are chaired by Members of the Mayoral Committee and provide political leadership, guidance and oversight in the implementation of the City’s Priority Implementation Plans.

The Clusters are configured as such: Cluster Department and Entity Sustainable services  Environment and infrastructure services department  Joburg Water  City Power  PIKITUP  Housing department  JOSHCO Economic growth  Economic Development department  Johannesburg Property Company  Joburg Market  Transportation department  Johannesburg Roads Agency  Metrobus  Development Planning department  Johannesburg Development Agency Human and social  Social development department development  Community development department

 City Parks and Zoo  Joburg City Theatres  Health department  Public Safety Governance  Group Corporate and Shared Services  Office of the Speaker: Legislature  Office of the Mayor/City Manager  Group Finance

Institutional Review

The Institutional Review process of a municipality is guided by the Municipal Systems Act, the Municipal Structures Act and well as the Municipal Finance Management Act. The frameworks provided by these Acts clearly define the roles and responsibilities of the City Manager and how to appoint and manage Section 57 employees.

The Institutional Review in the City of Johannesburg began in 2011 and primarily focused on the development and operationalization of the high-level design of the City aligned to the Joburg 2040 Strategy. This initiated a restructuring process in some entities and departments. The final phase focused on the organisational structures for levels 5 to 11.

Finally, amendments to the Municipal Systems Act that came into effect on 1 July 2012 have prompted the City to end the Fixed Term Contract Employment regime on all levels except Section 57 positions and some positions in Political Offices.

Employment Equity (EE)

The City has adopted the Statistics South Africa (StatsSA) targets for the Economically Active Population (EAP) of Gauteng: 78% for Africans, 4% for Coloureds, 2% for Indians and 16% for

Whites. The gender split target is 50:50 and the target for People with Disabilities (PWDs) is 2%. The City has developed an Employment Equity Plan for the period 2011 to 2016 which includes these numerical targets.

Talent Management

Talent management has been identified as a key area of focus for the City. The draft Talent Management Framework has been developed and will serve as a guide in the implementation of talent management in the City. The implementation of talent management forms the basis of succession planning and the City’s retention strategy.

Retention of Staff

The City utilises various mechanisms to retain employees such as flexible working hour arrangements, access to training and development programmes, subsidised education programmes, fair and transparent human resources policies and employee representation. These mechanisms are described in the Training and Development Policy, Succession Planning Framework, Employment Equity Policy, Disability Management Policy, Career Development Policy and Flexitime Policy.

Recruitment and Filling of Critical Positions

The filling of any vacancies is preceded by an assessment process executed by the “Staffing Vacancy Task Team”. The task team was established to manage and control the employee numbers in response to the City’s requirement to reduce employee cost amid the City’s re- organisation and the ex-Fixed Term Contract (ex-FTC) placement processes.

Furthermore the City has made R30 million available for the filling of strategic and critical positions. For this purpose a high level Strategic Staffing Panel has been established to evaluate the need and allocate the funds accordingly.

Structure of CoJ

The Administration

The City Manager

Mr Trevor Fowler is the City Manager appointed by the Council in terms of Section 82 of the Municipal Structures Act, and is designated as the Accounting Officer and the Administrative Head of the City. He is also the Chief Information Officer of the City and is responsible for the management of the Promotion of Access to Information Act (PAIA) requirements.

The responsibilities of the City Manager include managing financial affairs and service delivery in the municipality. The City Manager is assisted by the Chief Operations Officer and the various

Group Executive Directors and Group Heads as well as the Heads of the core city Departments.

The Chief Operations Officer

The Chief Operations Officer, Mr Gerald Dumas, reports directly to the City Manager. The primary role of the Chief Operations Officer is to ensure services are delivered to the customers and residents of the City. This must be done in a customer centric, transformative, sustainable and resilient manner so as to ensure improvement in the quality of life of the residents of the City. The Chief Operations Officer (COO) manages all the operational, or core, departments of the City through the City’s Delegations of Power. The COO is also responsible for the City’s Engineering Centre of Excellence and is one of the Deputy Chief Information Officers (CIO).

The Chief Executive Officers and Managing Directors of the 11 Municipal Entities also form a key part of the City’s management.

The Group functions

The role of the Group functions is to ensure alignment and consistency in the strategic approach and implementation of the respective discipline across the entire CoJ group, both core departments and municipal entities. However, this is done in a manner which provides the required flexibility within the system to meet the specific needs of the municipal entities. The CoJ Group functions are:  Group Strategy, Policy Coordination and Relations  Group Finance  Group Corporate and Shared Services  Group Communications and Tourism  Group Legal and Contracts  Group Governance  Group Risk Assurance Services  Group Audit  Citizen Relationship and Urban Management

The Line functions

The role of the line functions in the City is to ensure that the operations of the City are executed. The CoJ Line functions are:  Health  Social Development  Community Development  Public Safety (JMPD and EMS)  Housing  Transportation  Environment and Infrastructure Services  Economic Development  Development Planning

4. Delivering on Joburg 2040 Strategy GDS ROADMAP

The Roadmap in the Context of the GDS

The role of city strategies is to build continuity amidst uncertainty. While challenges emerge so to do opportunities, however, to achieve sustainability cities must mediate the tensions between economic growth, human development and natural resource security. Economic growth must be inclusive and not generate jobless growth, able to absorb a range of skills levels and absorb migrants into the economy of cities. Economic growth must be decoupled from natural resource use as cities move towards low carbon economies. Human development-improving the health and well-being of people must not impact negatively on the natural environment. These basic sustainability outcomes are the focus of most city strategies. Working towards a sustainable growth path is in the interests of all cities, but the sustainable outcomes; economic growth, human development and natural resource security create tensions that have to be mediated. Cities must use available know how- building intergovernmental partnerships, deepening participation in communities, legislation and regulation are needed to mediate these tensions.

The City’s approved 2011 Joburg 2040 Growth and Development Strategy aims to respond to unpredictability by setting a clear pathway towards implementation. But dealing with unpredictability, change and continuity is not simply a technical process. Understanding change is also about a social dialogue. Social dynamics are nuanced, quick changing and complex and can only be understood through on-going and regular dialogue. Public dialogue, getting closer to communities builds intelligence from the bottom up and is an important part of the city strategy process. Joburg 2040 has been an important tool to begin this social dialogue - considering the things that matter most to citizens.

This GDS Roadmap responds to its time, keeping with the tradition of previous strategies developed in the City. This is to say that we are keeping with the practice of updating and responding to rapid change and shifts in the global, national and local contexts and building it into a long-term thinking model that is incrementally shaped over time. The GDS has elevated the ‘concept’ of sustainability in the context of jobless growth, natural resource scarcity and improving the quality of our citizens citizens and good governance. The role of this roadmap is to deepen our understanding of multiple challenges facing the city in particular the challenge for sustainable growth.

The role of this Joburg 2040 GDS Roadmap is to enhance the set of sustainability outcomes that give meaning and implementation force to the vision contained, and to solidify and crystallize action around the best approach to executing delivery on this strategy.

The purpose of the roadmap

The GDS Roadmap is a management tool that illustrates the critical steps to guide the implementation of the City’s Growth and Development Strategy. It allows for strategic choices to be made with a pre- determined route in place. The Roadmap intends to make implementation of the GDS flexible and scalable, reflecting the degree of urgency, complexity, innovation and sensitivity associated with long- term policy measures expressed in the GDS.

It is important because it allows for two important aspects:

1. Allows for anticipation of challenges a. Critical steps detailed in advance

2. Common understanding among staff a. Regardless of level of involvement or development, everyone understands the intention of the strategy b. Identify and resolve difficulties before they become costly/unmanageable

The roadmapping process tends towards a cross-functional planning team to fully examine potential competitive strategies and ways to implement those strategies as seen in the diagram below.

- Objectives of the GDS Roadmap

 To align decisions with national and provincial government, including an agreed methodology for business case development and other assessment tools for infrastructure and other investment  To find better solutions of achieving shared outcomes with delivery partners  To provide more efficient delivery of actions under the direct influence of the City of Joburg

 To facilitate investments occurring around current city transformation and other legacy projects which accommodate growth and facilitate redevelopment  To provide a range of mechanisms to achieve urban re/development in line with the GDS  To allows decision making on new funding and investment tools to deliver the GDS  To develop new policies approaches anthat seek to use existing tools more efficiently, particularly in the early years/ Term of Office period  To allow for better approaches to share information with delivery partners.

Towards achieving our Outcomes

To achieve these outcomes every decade will define the emphasis. Preparatory work and detailed planning and implementation have already taken place since the launch of Joburg 2040 GDS. The proposed GDS Roadmap Framework is indicated below:

5yr IDP review 10yr review

GDS OUTCOMES & OUTPUTS 2040 Decade 1 Decade 2 Decade 3

2011 2016 (IDP) GDS 5YR TRENDS & INDICATOR TRACK

fundamentals 5yr IDP

DECADE 1 DECADE 2 DECADE 3 10 Priorities Established next generation of Sustainable City Optimise service delivery energy infrastructure Resilience City 5 Fundamental Rights to the Diversified and accessible Liveable City City economy Economic Transformation Scale up innovation, mobility & Restructuring the Apartheid integration City

In decade 1 the 2040 process will be initiated. We begin by building on the solid foundation of previous administration which created considerable political stability and oversight and ensured that the City was managed effectively and maintained adequate levels of services. But in this decade the organisation gears itself for thinking and conceptualising a very different role and function for itself. The first year term of office will OPTIMISE ‘getting the basics right’ improving overall service delivery excellence and working to improve budgeting for infrastructure planning and operations. The infrastructure network would be improved and maintained ensuring high levels of service.

However the city will embark of key plans for transformation. This would involve defining a new role for the city in terms of waste management away from management and processing toward business recycling and growing its recycling economy. The city would conceptualise its role away from passive distributor of electricity to active co-partner in generation and energy efficiency. Water resources will be

36 conserved making use of technology and behavioural change strategies to optimise the current water management system. The city will develop plans and change existing business models moving the city from the role of passive distributor and manager to active producer, co-manager and coordinator of generation and conservation. This decade begins with planning for a new energy future and defining a new energy mix for the city.

We will also lay the foundation for a smart city, using technology and systems to improve service efficiencies and optimise management of scarce resources. This will entail and internal assessment of the City’s current ‘smartness’ and develop simple innovation systems and technologies to improve functioning and overall efficiencies of the institution. Smartness will not be defined only in terms of technology, the city will embark on recruiting a ‘smart workforce’ building important strategic capacities and strong work ethnic required to the transform the City.

We begin consolidating spatial plans for the city in 2040. The long term spatial plan will be developed in an integrated manner. These plans will define the future of the city and articulate a precise, mechanistic and actionable plan for transforming the Apartheid city into an integrated and spatially just city.

We will achieve financial sustainability- diversifying the revenue base, minimising funding gaps, building considerable internal reserves. Redefining the city’s role regarding energy production and consumption would be a central feature of achieving sustainability.

We will also carve a role in the education sector focusing on life long learning and support to schools from Early Childhood Development through to university education and professional development. Libraries are defined as key strategic assets for building a culture of social learning and supporting school based curriculum’s. Related to workforce development the city will become an active enabler of economic development by; linking skills with demand, building significant research intelligence and growing networks between business, training colleges, academic institutions and civil society organisations. The city will get closer to the second economy and support existing entrepreneurs in this economy. The city will define its role in the green economy and support important creative economy sectors.

The city will scale up infrastructure development during a decade of sound financial management. The next generation of energy efficient infrastructure will be built and the city will make considerable investment in ‘green infrastructure’. The green economy at this stage will be scaled up and the workforce would be engaged and fully participative in this economy.

We will work continuously to build financial sustainability and create opportunities for financial innovation further diversifying our revenue base and scaling up investments with positive returns. The City’s financial position will allow greater investments in infrastructure for economic growth.

The city will scale up its transportation investments according to the Integrated Transport Plan, introduce and develop new routes and make considerable investments in its multi-modal transport system. More than half of the city will be integrated through a series a spatial reconfiguration projects developed and conceptualised as part of the 2040 Spatial Plan.

A well developed and productive workforce committed to public service and supported by a host of higher education institutions that supply necessary skills to the demands of firms and employers. The City will have workable and on going partnerships with chambers of business and key role players in the economy. City-wide our society will be made up of a highly developed and productive workforce, working closely with all partners; labour, academic institutions, colleges, schools to ensure that the best talent is recruited and that everyone contributes to building a productive CoJ workforce.

After the first decade the city will show considerable progress towards transforming the Apartheid City into an integrated and spatially just city with public space use to integrate communities across racial and class lines.

At the end of three decades we realise and consolidate important work undertaken. This involves a comprehensive assessment of progress against key targets and milestones. On-going progress tracking will ensure that the city realises its targets. The long term goals will be achieved and the next phase of long term strategy planning will commence. The goals of a more sustainable city would have been achieved, fully integrated and function and the City will be financially resilient. Importantly we would have made considerable progress in realising the 2040 Vision.

Providing Context to the City’s Roadmap and Prioritization (Alignment)

The City developed its long-term strategy, the Joburg 2040 GDS, with due consideration of other plans and priorities identified within the South African context. These include, amongst others, the National Planning Commission’s (NPC’s) National Development Plan (NDP) – launched in November 2011 and revised in August 2012. The NDP sets out a vision for South Africa for 2030. The Gauteng Provincial Government (GPG) has also embarked on a planning process relating to ‘Gauteng 2055’ – a vision for 2055 for the wider Gauteng City-Region (GCR). The Gauteng 2055 plan will be finalised in 2014, and will build on a preliminary discussion document, published in May 2012.

In addition, the CoJ’s sister metropolitan municipalities, Ekurhuleni and Tshwane, have completed and are currently undertaking long-term planning that focuses on 2055, with both of these long-term GDS documents to be released shortly. It is useful to note that in each case, a logic has been proposed in terms of the planning period (e.g. 2030, 2040 and 2055). Instead of being overly concerned about the end dates of each plan, emphasis should be placed on issues of ‘idea alignment’ across the spheres of government, alongside the need to acknowledge the specificities of each unique space.

The revised NDP launched in August 2012 draws on the insights of the Diagnostic and subsequent engagement, identifying two overarching objectives for 2030: eliminating income poverty, and reducing inequality. Six priorities are identified:

 Uniting all South Africans around a common programme to achieve prosperity and equity;

 Promoting active citizenry to strengthen development, democracy and accountability;

 Bringing about faster economic growth, higher investment and greater labour absorption;

 Focusing on key capabilities of people and the state;

 Building a capable and developmental state; and

 Encouraging strong leadership throughout society to work together to solve problems.

The figure below provides a graphic depiction of the NDP’s ‘cycle of development’ – depicting the key considerations viewed as critical in taking South Africa towards a more inclusive, equitable and prosperous 2030.

Figure xx: The NDP’s envisaged ‘cycle of development’

In addition to national planning processes underway, GPG has established some preliminary views on the ‘strategic pathways’ to 2055 – depicting an acknowledgment of the status quo within the GCR, and the envisaged future, within the context of four central ideals: equitable growth, social inclusivity and cohesion, sustainable development and infrastructure, and good governance. These are depicted in the figure below. The process for refinement and further planning in this respect is one in which all municipalities, including the City, will be part.

Figure 2: Overview of Gauteng 2055 Vision – in the context of the 2014 National Outcomes (source: Draft Gauteng Vision 2055, 24 February 2014)

The above serve as inputs into the City’s prioritisation process, as it plans for the period ahead. In addition to the above, a critical input when identifying priorities and commitments for Decade Three, Decade One and the current Term of Office is the CoJ’s GDS itself. This has served as the foundation for the cluster system, with the GDS paradigm, as reflected below, setting out the foundation of the City’s thinking – and the alignment of priorities with an envisaged future Johannesburg that is liveable, resilient and sustainable.

In addition to focusing on alignment with an array of plans, as outlined above, the the importance of ensuring application of the outcomes approach, as defined by the Department of Performance Monitoring and Evaluation (DPME) has been emphasised. The City has chosen to adopt the outcomes approach (i.e. the methodology that involves the cascading impacts, outcomes, outputs, activities and inputs, driving alignment in planning and M&E). The City’s thinking in respect of long-term and medium- term priorities, and the identification of commitments associated with the current Term of Office, is therefore aligned with this approach. As such, there is a need for all clusters to ensure rigour in cascading outcomes, when identifying the Decade Three, Two and Decade One priorities, and the set of commitments for the current period. The figure below provides an overview of the outcomes approach, and the respective levels of delivery.

Figure 3: The outcomes approach to planning, monitoring and evaluation

It is acknowledged by the City that focus during the development of the first IDP has largely been placed on the current five-year Term of Office, and attempts to address the long-term perspective, and ensuring alignment through each successive period of planning – down to the current term.

Linking the Roadmap to the Priorities

Priority setting as a process has to be done in stages to give consideration to the ‘building blocks’ that will be used as long term implementation is realised. Priority setting, therefore, from a complex set of interrelated groups of decisions, all aimed at identifying:

 What are the areas/issues to focus on?  What are the needs and priorities of each particular service, outcome or condition?  What is the next investment/disinvestment decisions that should be made? In order to prioritize, 4 principles come to mind:

1. Impact 2. Significance 3. Risk 4. Resources

While the priorities span across a range of City activities, they provide a sense of focus and urgency. The priority areas give a focus for direction of effort in the early years of implementation, but do not preclude planning and investment in other areas; it will continue, provided it is in keeping with the Growth and Development Strategy. They were identified through a rigorous process of assignment and allotment of resources, taking into account the previous attempts at developing a Roadmap. This meant that a number of gaps became evident in the choice of Priorities i.e. limited emphasis is placed on social issues and issues affecting quality of life. Emphasis has now been placed on refining the direction for all priorities, in the context of the current financial year, and the remaining periods leading to the end of the term of office.

Intentions of the City’s Priorities

1. Financial sustainability and resilience: The intention is to ensure that finances are at all times sustained so that the city has the resilience to recover easily and immediately from unexpected, unfavourable occurrences that may have a severe impact on the city's operations

2. Agriculture and food security: The aim is to address poverty and income inequality by focussing on poor and vulnerable groups in society.

3. Sustainable human settlements: The key objective is to address spatial inequality and create the material conditions for economic growth with an emphasis on strengthening the inclusive nature of entrepreneurial, middle, working class and marginalised economic activity.

4. SMME and entrepreneurial support: The goal is to address poverty and facilitating interventions which will optimise the development of the entrepreneurial and middle classes.

5. Engaged active citizenry: The intention is to ensure that citizens of Johannesburg take an active role in the communities and participate as involved members of society.

6. Resource sustainability: Economic growth is inter-related with the demand for water, electricity, liquid fuel and mining. Managing limited natural resources as well as the consequences of using these natural resources is important.

7. Smart city: Building a smart city will result in economic development and job creation, providing a great place to live and work and using digital technologies for better connectivity and improved service delivery.

8. Investment attraction, retention and expansion: The aim is to recruit investment into the city and promoting Joburg as a world class business destination of choice.

9. Green economy: The goal is to create economic opportunities from more sustainable and green services such as producing bio-ethanol, manufacturing sola geysers and provision of public transport.

10. Safer cities: The intention is to create a safe and secure city that builds and empowers communities.

GDS Roadmap Annexure:

Decades 1-3 and Term of Office Deliverables

OUTCOME 1: IMPROVED QUALITY OF LIFE AND DEVELOPMENT-DRIVEN RESILIENCE FOR ALL

 OUTPUT 1: Reduce poverty and dependency OUTPUT 2: Food security that is both improved and safeguarded (PRIORITY)  OUTPUT 3: Increased literacy, skills and lifelong learning amongst all our citizens  OUTPUT 4: Substantially reduced HIV prevalence and non-communicable diseases – and a society characterised by healthy living for all  OUTPUT 5: A safe and secure city (PRIORITY)  OUTPUT 6: A city characterised by social inclusivity and enhanced social cohesion Targets

GDS Indicator Baseline (2010) 2020 2030 2040

Human & Social Development

HDI 0,66 (medium) 0,70 – 0,79 (high) >0,8 (very high) >0,9 (very high)

Poverty rate 20,9% <15% <10% <5%

Gini-coefficient 0,62 <0,60 <0,50 <0,40

HIV/AIDS prevalence

 HIV antenatal women 29,6 10% 5% <5%

Food security

 Severely inadequate access 4,7% 0% 0% 0%  Inadequate access 12,9% <5% 0% 0%  Adequate access 82,4% >95% 100% 100%

Public Safety Perception Index 56 70 >80 >80

Public Safety Index To be determined To be determined To be determined To be determined

OUTCOME 1: IMPROVED QUALITY OF LIFE AND DEVELOPMENT-DRIVEN RESILIENCE FOR ALL OUTPUT 1: Reduce poverty and dependency

DECADE 1 – OUTCOMES - BY 2020 TERM OF OFFICE DELIVERABLES - BY 2016: • Create systems for citizens to address • 200 000 beneficiaries receiving social support their own development and self- (ESP) & 50% placed in sustainable jobs – sustainability e.g. DSDM social support impact report • 100 % coverage and delivery of all basic • Transformative and proactive ESP strategy for infrastructure long term with Outcomes aimed at reduced • Single window services – increase dependency on City services registration rate & sustainable job • Integrated human development approach placements under exit strategy coordinated across all spheres of government • Integrated social support database (all prioritization of resources and programmatic spheres of government) effort,. • Proactive increased investment in • Transform and uplift all areas identified as deprived wards/ areas in city falling within the most deprived 50 % of the • Eliminate social, economic and cultural City barriers to integration • DSDM implementation of key strategic projects/ programmes • Cooperatives empowered to provide goods and services to the CoJ linked to DSDM

OUTPUT 2: Food security that is both improved and safeguarded

TERM OF OFFICE DELIVERABLES - BY 2016: • Food security implementation strategy with DECADE 1 – OUTCOMES - BY 2020 impact of implementation • Increased subsidies and improved distribution of • Increased food security access for at least 20 food support to vulnerable beneficiaries % of the estimated food insecure individuals • Eliminate child hunger linked to ECD approach in the most deprived wards – 50 901 • Facilitate alternative markets e.g. bringing farmers individuals in 17 551 households directly to sell to consumers – eliminate the • Facilitate urban agriculture to support access middlemen value chain and affordability to food • Facilitate household food production & food • Rating, classification and regulation of all gardens (water harvesting/recycled water) food outlets • Fully functional Agri-Resource Centres citywide, • Support and educate targeted households45 in with Agri-Apprenticeship programmes supporting own food production communities, schools, and micro-farmers at all • Facilitate and mobilize NGO sector to be levels active in food security and safety networks • 80% compliance with minimum standards in retail • Agri-resource centres and processing hubs

OUTPUT 3: Increased literacy, skills and lifelong learning amongst all our citizens

DECADE 1 – OUTCOMES - BY 2020 TERM OF OFFICE DELIVERABLES - BY 2016: • Universal access for all children to registered • Implement skills development plan and ECD facilities (Grade 0 & R) improve labour market access, especially youth • PAIL at all libraries with strategic emphasis • Number of community members trained on on learning and literacy basic IT/information literacy through the • Facilitate smart e-learning linked to academic implementation of the eLearning strategy institutions at most vulnerable schools • Number of people accessing eWorld through (secondary) implementing the eLearning Strategy • Facilitate greater access to e-learning • Develop community communication portals opportunities across all sectors for information, jobs and career opportunitie • Facilitate STEM related programmes at • PAIL at all public libraries vulnerable education institutions • Target e-learning at vulnerable schools • Achieve 100 % internet access in schools • Internet access at all vulnerable schools • Promote and enhance City/business spend on • Maths/Science programmes at all vulnerable R&D with Outcomes linked to GDS schools • Support research initiatives of local • Strategic utilisation of social infrastructure to universities educate and develop community capacity • Use catalytic projects to mobilise communities and promote volunteerism • R&D index – public sector spend per capita (check international benchmarks i.e. 1% of CoJ budget spend on relevant training and education of staff)

OUTPUT 4: Substantially reduced HIV prevalence and non-communicable diseases – and a society characterised by healthy living for all

DECADE 1 – OUTCOMES - BY 2020 TERM OF OFFICE DELIVERABLES - BY 2016: • HIV prevalence rate (antenatal women) – • Focus on PHC including health posts and teams 10%; Increase no of HIV positive people at ward level / contribute to Province’s Health (including children) on ART turn-around strategy (TAS) – prioritise – TAS • Eliminate mother-to-child transmission linked to 10-point plan; also includes quality of HIV improvement plans • No patients with MDR-TB • HIV prevalence rate (antenatal women) – 20% • Reduce infant & child mortality rate • No vector control hotspots through healthy lifestyles, nutrition and • Substance abuse & high risk lifestyle food security programmes at all schools – stimulate • Mass-education approaches to prevention behavioural change of HIV, Aids, TB • 100% of clinics provide comprehensive PHC • Increase psychosocial support services package & ART • 100% immunization coverage • COPC sites in all wards • Integrated intergovernmental health • Healthy Lifestyles programme & Preventative46 systems Health Impact Assessment linked to food • Free access to public fitness/activity security initiatives facilities • Smart Health Strategy & Implementation Plan • Aggressively address alcohol and • Establish CoJ Substance Abuse Treatment Centre

OUTPUT 5: A Safe and secure city

DECADE 1 – OUTCOMES - BY 2020 TERM OF OFFICE DELIVERABLES - BY 2016: • Maintain and advance integrated command • Roll out of the consolidated city safety centre and ensure multidisciplinary strategy and implementation plan, as a approaches to crime prevention multidiciplinary approach to city safety • Community mobilisation and organisation re • Establish an integrated command centre, community safety taking advantage of the City’s own • Work in partnership to address determinants infrastructure of crime i.e. youth unemployment, alcohol • Re-orientate crime prevention to take into abuse, drug abuse - Social cohesion strategy account urban design, policing and linked to youth mobilization (addressing community partnerships youth unemployment) • Implement a community based crime • Strategic public/Private safety partnerships prevention approach, inclusive of community • Reduced incidence of social crime structures – with full roll out of the Joburg 10 • Reduce sexual and physical violence against Plus Programme to its logical conclusion. men and women • Support to youth and children in conflict with • Extend substance abuse campaign and the law (diversion programmes, secure care combat the use the drugs, alcohol and centres, home-based supervision) reckless behaviour • Establish safe places/shelters for abused • Build community capacity to build safe women communities • Modernize approaches to urban management • Maintain integrated and multidisciplinary and its linkage to crime prevention (design out Safer cities approach crime) • Secure and protected public space environments after hours • Build moderninzed and capacitated police force

OUTPUT 6: A city characterised by social inclusivity and enhanced social cohesion

DECADE 1 – OUTCOMES - BY 2020 TERM OF OFFICE DELIVERABLES - BY 2016: • Enhance nation building and citizen identity • Number of sport, recreation, arts and culture through creating mechanisms for events/programmes to promote social cohesion acceptance and tolerance • Develop and create public spaces for social • Establish roots for new social compact cohesion linked to long-term spatial approach between citizens and society through • Upscale Anti xenophobia and citizenship DSDM and other linked activities education, awareness and initiatives • Anti-xenophobia strategy realized outcomes • Develop and support emerging artists - Number • Diversity awareness & tolerance created of artists developed and supported and realized spatially through monuments, • Number of communities supported in Film museums, heritage, place names, special Development/related value chain careers days • Number of arts programmes/projects offered • Promote citizen participation, involvement through partners & volunteerism • Maintain ongoing social dialogue forums in • Using sport, recreation, arts and culture to communities 47 enhance greater social cohesion • Develop volunteerism and active citizen • Dialogue opportunities in deprived programmes communities • Develop nation building and citizen identity • Create value based system and advance programmes knowledge through building community OUTCOME 2: PROVIDE A RESILIENT, LIVEABLE, SUSTAINABLE URBAN ENVIRONMENT – UNDERPINNED BY INFRASTRUCTURE SUPPORTIVE OF A LOW-CARBON ECONOMY OUTPUT 1: Sustainable and integrated delivery of water, sanitation, energy and waste  OUTPUT 2: Eco Mobility  OUTPUT 3: Sustainable Human Settlements (SPATIAL and HOUSING)  OUTPUT 4: Climate change resilience and environmental protection

Targets

GDS Indicator Baseline (2010) 2020 2030 2040

Sustainable Services

Ecological footprint None – To be Annual update of State Annual update of Annual update of State established of Environment State of of Environment Environment To be determined To be determined To be determined

% share of clean energy None – To be Annual update of State Annual update of Annual update of State utilized in the city established of Energy Report State of Energy of Energy Report Report % clean energy to be % clean energy to be determined % clean energy to be determined determined % coal and firewood % coal and firewood usage (HHs) % coal and firewood usage (HHs) usage (HHs)

% unaccounted for 38% <20% International benchmark International water benchmark

% water reclaimed None To be determined To be determined To be determined

% waste to landfill as a 1 035 457 tonnes Reduce by more than Zero waste to landfill Zero waste to landfill proportion of waste waste to landfill 50% generated

% of energy share None To be determined To be determined To be determined utilized from waste

Revenue from waste None To be determined To be determined To be determined generated

Urban Decay Index 41.57 (transitional) Fixed (– )or better Fixed (– )or better Fixed (– )or better

Modal shift from private 57% private: 53% 40% private: 60% public 35% private : 65% public 30% private : 70% (car driver/ passenger) public (ITP 2008) public to public (train, bus) transport

OUTCOME 2: PROVIDE A RESILIENT, LIVEABLE, SUSTAINABLE URBAN ENVIRONMENT – UNDERPINNED BY INFRASTRUCTURE SUPPORTIVE OF A LOW-CARBON ECONOMY OUTPUT 1: Sustainable and integrated delivery of water, sanitation, energy and waste (WASTE)

DECADE 1 – OUTCOMES - BY 2020 TERM OF OFFICE DELIVERABLES - BY 2016: • Zero waste to landfills by: • Achieve city-wide separation at source • Increase waste recycling rate (households, firms, business) – plastics; paper; • Maintaining separation at source glass; organics; metals and reducing waste disposal • Education and awareness programmes targeted to • Optimise Rand value generated stimulate behavioral change from waste aligned to job creation • Regulate Waste pickers system linked to informal and urban management practices economy and DSDM approaches (link to DSDM) • Redevelop operating model and SLAs with • Enforce new waste management practices paper/glass recyclers and create a new revenue • Continue to generate energy from waste source operational from these waste streams to landfill sites through increased • Operationalise energy from waste at 2 landfill production sites and report on % energy generated • Establish and implement new waste by-laws • Implement and reduce new fleet and technological requirements • A reduction in waste to landfill by 70%

OUTPUT 1: Sustainable and integrated delivery of water, sanitation, energy and waste (WATER)

DECADE 1 – OUTCOMES -BY 2020 TERM OF OFFICE DELIVERABLES - BY 2016 • 100% access to water • 100 % access to water at household level • Blue drop status maintained • The reduction of unaccounted for water • Optimal utilization of acid mine water to less than 25% requires refurbishment • Reduce universal free access to water of infrastructure and introduction of • 50% new developments to be water harvesting smart metering compliant • Maintain the blue drop status • Reduce unaccounted for water to below 15% • Utilization of acid mine drainage as an • Enhance the scope for water recycling alternative potable source of water – in • Demand side management balanced with conjunction with IGR partners secure water supply • Regional integrated water management with MOUs to be established and operationalized • Initiate new approaches to water security e.g. 25% new developments to be water harvesting compliant requires by-law revisions etc. • Stimulate behavioural change and awareness through creating a culture of a water-wise and water efficient society

OUTPUT 1: Sustainable and integrated delivery of water, sanitation, energy and waste (SANITATION)

DECADE 1 – OUTCOMES TERM OF OFFICE DELIVERABLES 2016 • Maintain green drop status • Eradicate bucket system completely • 50% of new developments to make provisions • Maintain/improve green drop status for grey water usage • Increasing access to sanitation in • Increase access to sanitation in households households to above 90% 100% • Increasing water recycling to 10% • Increase water recycling to above 20% • Consider innovative approach/provisions • Bucket system eradicated for grey water use/re-use/reticulation

OUTPUT 1: Sustainable and integrated delivery of water, sanitation, energy and waste (ENERGY)

DECADE 1 – OUTCOMES TERM OF OFFICE DELIVERABLES 2016 • 10 % mix of renewables - Growing diversity in • % energy mix - Renewables – solar the mix of energy services systems/gas • Introduction of smart approaches to energy • % Energy generated from from waste systems • Smart, energy efficient metering/public • Optimize the production of natural gas lighting/solar traffic signals • Electricity pricing and access decisions made in • 100 % access to energy favour of the poor • Coordinated planning and investment linked to • Demand Side Management to yield benefits in broader housing/spatial plans terms of energy security and minimal losses • Progress to energy-wise solutions through • Create a greater role for local green innovative consumer education practices manufacturing • Solar water geysers in all poor households • Link to green economy: • Established solar panel and components industry • Functional bio-mass plant • Solar farms on mine dumps • Functional bio-fuel plant OUTPUT 2: Eco-mobility

DECADE 1 – OUTCOMES • Modal split: 60% private/40% public • Link land use to support shorter trips and sustainable TERM OF OFFICE DELIVERABLES 2016 transportation choices • Continue rollout and operational • Manage the road network efficiently to improve safety sustainability of BRT 1C and support a gradual reduction in car dependence. • Implement non-motorised transport plans Make it easier to drive less. Accelerate the shift to low- in four suburbs carbon vehicles • Implement complete streets approach in • Regional transport authority established suburbs • Re-fleeting of City’s fleet with green buses • Good quality road infrastructure across50 the • Upgrading of public spaces along rivers for walking, city (% improvement) cycling and other recreational activities • Introduction of programmes to promote • Regional transport network(regional integrated BRT behavioural change towards road safety and system)- high speed passenger rail connected to major public transport usage

OUTPUT 3: Sustainable Human Settlements (Spatial)

DECADE 1 – OUTCOMES TERM OF OFFICE DELIVERABLES 2016 • A series of catalytic spatial • Consolidated Zoning Scheme - tools and policies transformation projects that is in support of spatially integrated changing the face of the city growth/investment in place such as the • A 2040 spatial with clear investment • Land assembly for priority corridors targets • Priority corridors implemented including: • Fully capacitated integrated and Portland Perth/Empire and Louis coordinated intergovernmental spatial Botha/Alexandra corridors. approach in place • Regional investment opportunities linked to • Integrated state investment into the economic strategy property market • Public housing areas at desired densities • Ensure linkage with IUDF and targets • Emphasis on spatial integration to facilitate • Established City Spatial Development economic development and increase GVA and the Finance Fund construction and operations of BRT • Ongoing development along corridors • Sustainable Human Settlements Urbanisation Plan – ensure that patterns of growth and – alternative rental stock. managed sufficiently • Inner City – public transport, affordable housing, • Strategic approach to residential informal trade densification in place • Deprivation alleviation – off grid energy solutions

OUTPUT 3: Sustainable Human Settlements (Housing)

DECADE 1 – OUTCOMES TERM OF OFFICE DELIVERABLES 2016 • Eliminate informal settlements • Implement Housing Accreditation Plan • Recognize and give regional funding priority • Acquire, manage and develop identified land to transportation facilities, infrastructure, and parcels for high rise public housing services that developments -- • explicitly advance the development of housing • Formalization (legalization) of all well located in designated regional growth centers. settlements • % increase in rental stock • Sustainable Human Settlements Urbanisation • % increase in high rise/multi story public Plan (SHSUP) in place housing • Penalty and exit clauses in contractual • % increase in student/temporary agreements for poor workmanship accommodation • Support households to access debt finance to • Inclusion of penalty and exit clauses in buy houses (including as rental stock) contractual agreements for poor workmanship • Activating greater renatla market intervention by contractors • % increase in rental stock • Number of formalised settlements with access • % increase in high rise/multi story public to above minimum service levels (% of total) housing • People’s Housing Process (PHP) as acceptable • % increase in student/temporary mode of SHS delivery in appropriately accommodation identified areas. • % implementation of “Better Buildings” Plan • % of formalized settlements with access51 to above minimum service levels • Backyard shack enablement programme (legalizing to help in the densification process) • Land assembly for priority corridors

OUTPUT 4: Climate change resilience and environmental protection

DECADE 1 – OUTCOMES TERM OF OFFICE DELIVERABLES 2016 • Strong enforcement of environmental • Establish “green scorpions” to enforce standards environmental standards • 50% of all citywide buildings to be • 10 % reduction in greenhouse gas emissions retrofitted • Number of rivers and streams protected and • Effective disaster preparedness systems in rehabilitated place • All new buildings to be energy efficient • Green economy practices to be entrenched • Adaptation solutions i.e. municipal buildings • Maintain biodiversity and ecological to be retrofitted (%) and green economy protection areas practices through green manufacturing ion • Build a network for Independent Renewable place Energy Producers and look to future • Promote a network of open spaces and water generation courses • Build intelligent infrastructure by investing • Environmental education and awareness of in net metering systems environmental risks to stimulayte behavioural • Retain, conserve, expand and protect change environmental assets including greening • Proactive early warning system to improve • Conserve and preserve sensitive habitats and capacity to identify vulnerable settlements/ biodiversity communities in place • Improve water quality and integrity of watercourses, wetlands

OUTCOME 3: AN INCLUSIVE, JOB-INTENSIVE, RESILIENT AND COMPETITIVE ECONOMY THAT HARNESSES THE POTENTIAL OF CITIZENS

 OUTPUT 1: Job intensive economic growth  OUTPUT 2: Promotion and support to small business (PRIORITY)  OUTPUT 3: Increased competitiveness of the economy  OUTPUT 4: A smart city of Johannesburg, that is able to deliver quality services (PRIORITY)

Targets

GDS Indicator Baseline (2010) 2020 2030 2040

Human & Social Development

GVA growth rates 2,69% 50% above 50% above 50% above national national national average average average

Unemployment 23,1% <15% <10% <10%

GDP : Jobs None Narrow the 1:1 1:1 gap

Gini-coefficient 0,62 <0,60 <0,50 <0,40

City Competitiveness None To be To be To be Rankings determined determined determined

Entrepreneurship growth None To be To be To be (formal and informal) determined determined determined

OUTCOME 3: AN INCLUSIVE, JOB-INTENSIVE, RESILIENT AND COMPETITIVE ECONOMY THAT HARNESSES THE POTENTIAL OF CITIZENS OUTPUT 1: Job intensive economic growth DECADE 1 – OUTCOMES - BY 2020 TERM OF OFFICE DELIVERABLES - BY 2016: • Unemployment < 15 % (linked to NDP • Number of sustainable jobs created targets) minimum 400 000 jobs • % reduction in unemployment (currently • Facilitate the creation of new industries to 600 000 people unemployed in Joburg) create jobs • CoJ Public Works programme focusing on • Bridge skills gap through partnerships with infrastructure including DSDM approach institutions of higher learning • City-wide internship programme • Support employment creation through public • % Strategic procurement from investment in infrastructure with linkage to organisations in social economy DSDM • Create new employment opportunities in • Promote labour absorption practices to tourism sector stimulate growth • Facilitate small business development to • Strategic procurement of public services from create jobs organisations in entrepreneurial economy • Youth Employment Programme with • City-wide internship programme implementation (impact on job’s created) • Continually promote an active tourism market • Business and specialised services tourism • Youth Employment Programme – subsidise programme and incentivize the hiring of younger workers • Support job creation opportunities in waste recycling, retro-fitting, agri-businesses

OUTPUT 2: Promotion and support to small business

DECADE 1 – OUTCOMES - BY 2020 TERM OF OFFICE DELIVERABLES - BY 2016: • Incentivize innovation and new practice • Provide incentives and support for small by creating an enabling environment for business – number of greenfield small new entrepreneurs businesses/startups created • Partnership arrangements to benefit small • Maintain economic infrastructure supportive of and start-up enterprises small business • Regulate competition amongst small • Small business training centre and support business linked to green economy objectives • Create and support flourishing economic • SMME Procurement Policy implemented that activities through linear markets, bazaars actively utilises City procurement and leverages etc as a function of spatial-economic city spend to: planning • SMME funding and financial support • Small business training programmes • SMME business support in marginalised contributing to high-end growth areas • Cooperatives and partnership support • SMME and informal trader education programme for skills development and skills development • Strategic procurement to support • Improved public-private and public-public emerging and small business entrenched collaboration in the Johannesburg small business support environment 54 • Leverage CoJ procurement to support emerging businesses, BBBEE, women, youth, etc • Mentorship programme to facilitate support and development of entrepreneurs • Nr of SMMEs contributing to GVA growth in OUTPUT 3: Increased competitiveness of the economy

DECADE 1 – OUTCOMES - BY 2020: TERM OF OFFICE DELIVERABLES - BY 2016: • Technologically ready to compete with • Establish packages for investment for long term relevant skills and innovative practices competiveness (greenfield / capital investment) • An attractive environment for skilled and • Technological fundamentals and economic educated labour infrastructure in place i.e. % broadband • Supportive infrastructure for financial and implementation business services employment • Attractor of talent and skills and advanced • Lowered costs of infrastructure and cost of learner ships for the youth number of doing business through spatial-economic learnerships yielding outputs linkages • Reduce risk climate by exploring global • Domestic market capitalisation scenarios for opportune economic growth • Attracting FDI: Number of greenfield • CoJ Trade and Investment Week linked to projects and bonds maturing outcomes bearing greater investment incentives • Attracting FDI: Capital investment linked – number of new investment projects ton improvement in the purchasing power • Rand-value trade deals secured through in- of residents bound/out-bound missions to Africa, BRICs • Strategic FDI attraction determined by cities, Northern Cities International relations strategy (metro/provincial) • Integrated regional tourism services

OUTPUT 4: A smart city of Johannesburg, that is able to deliver quality services

DECADE 1 – OUTCOMES - BY 2020 TERM OF OFFICE DELIVERABLES - BY 2016: • Become technologically competent through the • Approved Smart City Strategy and rollout of supportive smart infrastructure Implementation plan - % of plan • Build on three key Smart areas of focus implemented • E-learning • Province-wide data centre - an • Smart Safety integrated ICT platform to support • Smart Services smart practices and technologies • Become a Smart institution to enhance • Links Smart City Strategy to broader efficiency and productivity sectors of service delivery, education, • Centralized, coordinated platforms and smart safety and broadband grids improve insight and decision making • Pilot smarter classroom technology to • Access to quality information and ICT kickstart learning approaches • Enhance capacity, ability and competency to • Engage with citizens using apps and embrace Smart approaches social media – empowering them to • Sustain 100 % coverage of broadband improve the system throughout the City • 90 % Broadband coverage operating at • Use the cloud, shared services, and wi- scale fi to enable: • Smart services strategy – relating to • Teleworking, Smarter education, E- billing, health, transport, water, health, Connection electricity and other services in place • with remote communities 55

OUTCOME 4: A HIGH-PERFORMING METROPOLITAN GOVERNMENT THAT PROACTIVELY CONTRIBUTES TO AND BUILDS A SUSTAINABLE, SOCIALLY INCLUSIVE, LOCALLY INTEGRATED AND GLOBALLY COMPETITIVE GAUTENG CITY REGION (GCR)  OUTPUT 1: An active and effective citizen focused GCR  OUTPUT 2: A responsive, accountable, efficient and productive metropolitan government  OUTPUT 3: A Financially and administratively sustainable and resilient city (PRIORITY)  OUTPUT 4: Meaningful citizen participation and empowerment (PRIORITY)  OUTPUT 5: Guaranteed customer and citizen care and service

Targets

GDS Indicator Baseline (2010) 2020 2030 2040

Governance

Participation Index None To be determined To be determined To be determined

Customer 65 70 >70 >80 Satisfaction Index

Quality of Life None To be determined To be determined To be determined

Transparency Index 81,2 Ranking : 3 Ranking: 2 Ranking: 1

Compliance: 90% Compliance: >90% Compliance: >95%

Nr of corruption Nr of corruption Zero corruption cases cases

Current ratio 0,8 1 1 1

Debt : Revenue 46,6% 45% 45% 45%

Remuneration : 35,2% 30% 30% 30% Expenditure

Maintenance : 2,7% 7% 10% 10% Expenditure

Interest : 5,7% 7% 7% 7% Expenditure

Net Operating 8,0% 15% 15% 15% Margin

Capex: Total 12% 20% 20% 20% Operating Expenditure

Cash Cover 10,7 days 30 days 45 days 60 days

DECADE 1 – OUTCOMES - BY 2020 TERM OF OFFICE DELIVERABLES - BY 2016: • CoJ contributing to regional governance • Active participation in the development of the governance model NDP, Gauteng 2055 and Implementation Plan • Continue to drive implementation of NDP • Alignment of Metropolitan, Regional and and Gauteng 2055 with alignment of National Plans reflected in City of Joburg IDP Metropolitan and Provincial plans • Establish cross border forums on critical issues • Strengthen intergovernmental cooperation such as transportation, social support, social • Strategic coordination and shifting scale of cohesion, commercial institutionalisation, etc planning and delivery beyond local and • Approved and implementable provincial boundaries Intergovernmental Relations Strategy for the • Ensure that there is a coherent set of powers City of Joburg for metro governance i.ee control over built • Participate in regional social cohesion activities environment, housing etc and promote Joburg in the context of the region • Build a shared vision for the GCR through strategic events • Provincial and metropolitan international relations objectives aligned

OUTPUT 2: A responsive, accountable, efficient and productive metropolitan government

DECADE 1 – OUTCOMES - BY 2020 TERM OF OFFICE DELIVERABLES - BY 2016: • Effective capacitation and response of front • Capacitated front line services able to line service functions (waste, revenue etc) engage with customers proactively • Set up local government public prosecutor • Enhanced Administrative accountability (independent) through institutional structures • Establish Joburg Ombudsman for public • Oprationalise Joburg Ombusdman management • Workforce skills and productivity audit • Creating inspiring working environment – report multi-skilled workforce • Develop customized CoJ Productivity Index • Recruiting and growing leadership that live • e-Government implementation and the core values of the City utilisation approach linked to smart city • Empowering employees to develop and use • Facility rationalisation, green facilities and their talents board rooms supporting city administration • Use of assessment tools in recruitment • Institute strategy-led governance • Resilient workforce responsive to the needs mechanisms and budgeting (J2040, IDP, of the community SDBIP) systems • e-Government and virtual offices • Performance monitoring and evaluation • Strategy-led governance practices and system with impact reporting enabling funding decision making 57

DECADE 1 – OUTCOMES - BY 2020 TERM OF OFFICE DELIVERABLES - BY 2016: • 96% bill collection rate to maximise City • Financial situation stabilised and revenue turned around – effective billing and • Disciplined expenditure management – revenue systems in place efficient management of resources • Complete eradication of the billing • Data verified and streamlined - high levels of problem and 96 % collection by the confidence in the City by private sector City to maximize revenue partners and citizens, through accurate billing • Clean audits for remainder of term and reliable ratios • Improved credit rating • Number of PPPs supporting funding streams • Accurate data and biling information and capital implementation sustained • Clean audit year on year • Number of PPPs to support capital • Internationally competitive credit rating implementation and revenue sources • Achieve international benchmark for • Improvement in customer/ stakeholder operations and capital expenditure benchmark satisfaction index (close to 70%) • Improve cash reserves according to • Long-term capital investment executed Presidency requirements according to plan • Stakeholder confidence in city finances and financial situation – maintain competitive edge • Moderate municipal debt levels • Smart procurement systems linked to revised economic approach

OUTPUT 4: Meaningful citizen participation and empowerment

DECADE 1 – OUTCOMES - BY 2020 TERM OF OFFICE DELIVERABLES - BY 2016: • Community Based Planning based on • DSDM model implemented and participatory governance entrenched customized for future action • Community based model for urban management • Community based planning, established and making impact i.e. DSDM budgeting and oversight as part of • Metropolitan government contributing to a CBP transformed and capable state (link to GCR • Communication strategy yielding Output) outputs with correct focus on city • New social compact between government and achievements and progress - Impact citizens in place report on the utilisation of new media • Utilising new media and new communication and e-participation techniques techniques to enhance participative practices • Strengthening public participation and access to government information • Informed citizenry who know, accept and 58 • Strengthen ward committees and exercise their rights and responsibilities – stimulated through education, awareness and support to ward councillors behavioral change • Cross-cutting approach to stimulate behavioual change across all outcomes of the GDS

OUTPUT 3: A Financially and administratively sustainable and resilient city OUTPUT 5: Guaranteed customer and citizen care and service

DECADE 1 – OUTCOMES - BY 2020 TERM OF OFFICE DELIVERABLES - BY 2016: • Creating5. customer-centric culture within the • Focus should be on immediate to short institution by building relevant institutional term with targets aimed at quick wins structures6. with lasting solutions • Make e-services the back bone of service • Customer-centric satisfaction index delivery7. – ensure back room capacity with impacts and outputs • Values and customer charter the norm for • e-Government implementation and engaging with customers utilization linked to Smart City and • De-centralise revenue and customer care Broadband services to streamlined, effective and productive • Capacitated and capable call centre able regional centres to resolve and route queries correctly • Create one centre for business clients • Globally competitive customer satisfaction index • Customer charter implementation across all Regions

8. Spatial Development Framework

The City’s Spatial Development Framework (SDF)3, through its development strategies and policy guidelines, continues to restructure the historically fragmented urban form of the City.

The SDF is tasked with integrating processes and agendas into a single, coherent spatial plan with associated strategies. The most significant influencing factor on the SDF is the Joburg 2040 Growth and Development Strategy (GDS) of the City.

The table below outlines the key development principles of the SDF and the anticipated outcomes as well as critical implementation interventions.

Table: Desired outcomes through the application of SDF principles Principles Outcomes Key to implementation Sustainability  Responsible use of the City’s natural and heritage  Demand management and resource resources (water, open spaces, ridges, rivers etc.); protection;  A sustainable rates base and financial model;  Protection and management of environmental  Safe and secure urban environments promoted systems; through safety and design principles;  Quality of infrastructure and service delivery  Affordable energy supply and consumption patterns; (engineering and social) – the role technology  Low emissions and pollution levels; can play in future delivery modes and  Promotion of food security within the city and management; and province;  Sustainable human settlements – affordable,  Protection and conservation of the City’s cultural sustainable, housing solutions. heritage; and  Sustainable economic growth and job creation. Efficiency An efficient and robust urban form and structure that  High-density, compact, mixed-use urban facilitates: systems;  Appropriate and functional service delivery;  An efficient and affordable public  Affordability of business and living costs; transportation system;  Managed growth within the constraints of future  Pedestrian friendly cities and neighbourhoods; plans relating to infrastructure provision; and and  A connected and effective movement system (in  Quality of infrastructure and service delivery. terms of time and cost). Accessibility  Facilitating physical access to opportunities  Efficient and affordable public transportation for all communities and citizens; system;  An economy that caters for a full spectrum  Pedestrian friendly cities and neighbourhoods; of skills and experience for job seekers; and  Diversity of opportunities, e.g. economic,  Avoid large enclaves of poverty

3 Full document and Annexures available via: http://www.joburg.org.za/index.php?option=com_content&view=article&id=5941

social and institutional, afforded by the City;  Economic growth.  All modes of transport supporting good access to opportunities; and  A range of housing typologies and tenure models that allow residents to live with dignity and quality of life.

Map: CoJ Consolidated Spatial Development Framework

SDF review

A revision of the SDF is currently underway to address the following developmental issues, which include: • Significant and underestimated population and household growth; • Changing landscape due to changes in infrastructure and property markets; • Rapid urbanisation and the need for sustainable accommodation;

• Natural resource scarcity and the multi-dimensional impacts of climate change; • New or revised policy, legislation and planning tools; and • The need to address gaps relating to guidelines and proposals relating to job creation and effective City transformation; whilst acknowledging and incorporating informality amongst other challenges.

The key themes and directives associated with the SDF remain Strategic Densification and compaction of the urban form, maintaining the Urban Development Boundary, an emphasis on public transport as a key lever towards spatial transformation and inclusive access to the City. The SDF has a series of components to support and guide development, including:  Seven fundamental Development Strategies to accelerate the delivery of developments that support a desired urban form and support medium- to long-term objectives include; o Supporting an Efficient Movement System; o Ensuring Strong Viable Nodes; o Supporting Sustainable Environmental Management; o Initiating and Implementing Corridor Development; o Managing Urban Growth and Delineating an Urban Development Boundary; o Increased Densification of Strategic Locations; and o Facilitating Sustainable Housing Environments in Appropriate Locations.  A Growth Management Strategy (GMS) and priority areas;  Regional Spatial Development Frameworks (RSDFs) and associated urban development frameworks and precinct plans;  A Capital Investment Framework (CIF) that determines priority capital; and  Supporting annexures and assessment tools including Nodal Assessments and Profiles, and the Sustainable Human Settlement Development Indices assessment tool to evaluate the sustainability of development proposals and applications.

Reflections on the inherent strengths and weaknesses of the document and identifying existing gaps will be a critical part of the review to effectively incorporate and align the tenets of the Joburg 2040 Strategy. There is also a realisation that the City will need to undertake an extensive public participation outreach process of the draft document in 2014/15.

Whilst the SDF fundamentals are unlikely to change substantively in the review, the detail of future public transport routes and supportive land use guidelines and design codes to support these themes may well change from current depictions.

New policy and legislation have been noted as one of the developmental issues influencing the SDF review. Chapter 4 Sec 12 (6) of the Spatial Planning and Land Use Management Act (SPLUMA), 16 of 2013 notes that: “(municipal) spatial development frameworks must outline specific arrangements for prioritising, mobilising, sequencing and implementing public and private infrastructural and land development investment in the priority spatial structuring areas identified in the spatial development frameworks”.

It is for this reason that a key amendment in this review will be in relation to the demarcation of the Growth Management Strategy Priority Areas that have guided the City’s capital investment and developmental priorities since 2008. To avoid confusion with the similarly named Growth and Development Strategy, the SDF will, in future, refer to Capital Investment Priority Areas (CIPAS) to reflect these priorities. The primary objectives of the CIPAs are premised on: • Spatial locations best placed to deliver the outcomes of the City’s GDS 2040 Vision • Defining investment profiles for each CIPA indicative of localised development objectives and targets in relation to the Economy, Housing, Transportation, Social Amenities, Social Inclusion, Resource Efficiency and Revenue. • Prioritising City capital funding in CIPA locations via projects and programmes and developing responsive, developer and investor-friendly land use and financial policies to ensure that the overall developmental vision and specific targets are not constrained by infrastructure deficits or planning policy.

It is important to note that the spatial extent of these CIPAs will also undergo a revision given the more recent consideration of the future alignment of the Rea Vaya Bus Rapid Transit system and an increased emphasis on facilitating economic growth within emerging and future development corridors.

Sustainable Human Settlements Urbanisation Plan

The unprecedented scale and speed of rapid urbanisation has a profound impact on our planets resources and living conditions within human settlements. The City’s Sustainable Human Settlements Urbanisation Plan (SHSUP) has acknowledged that a response to rapid urbanisation needs to consider the provision of sustainable accommodation. In the forthcoming review, an increased emphasis will be placed on targets and approaches to meet accommodation needs and demands, both presently and in the future. It is estimated that by 2030 the City would need to accommodate more than one million households based on current backlogs and future demographic projections. By drawing on available resources and accommodation typologies (both formal and informal) the Urbanisation Plan has developed a framework that begins to address these accommodation needs and associated social facilities, bulk infrastructure requirements and institutional aspects. Strategic Development Areas, primarily linked to emerging and future corridors, form the spatial basis of the SHSUP and will be incorporated into the revised SDF. The SHSUP advocates for a new way of planning and designing our living environments for long-term sustainability. Sustainable development is far more than the provision of infrastructure or preserving the environment. It is about putting the community at the centre of development and creating a sense of identity through well designed built form that promotes a mix of uses, walkability and cycling facilities.

Mass Transit Corridors/ Corridors of Freedom

The Corridors illustrate the new spatial vision for the City using corridor Transit-oriented Development as a catalyst for growth. The corridors aim to spatially transform the City by linking people to jobs through placing development along public transport corridors, in particular, Rea Vaya. This will be used as the backbone of spatial transformation to enable fast, safe and affordable mobility along corridors. The corridors will be linked to mixed-use development nodes with high density accommodation, supported by office buildings, retail development and opportunities for leisure and recreation. This will give rise to a people-centred City where the needs of communities, their safety, comfort and economic well-being are placed at the core of planning and delivery processes.

The City has identified three corridors for the current term of office i.e. the Empire-Perth; Louis Botha and Turffontein Strategic Area Frameworks. Extensive public participation processes with key and relevant stakeholders to test and verify status quo information is currently underway. The Strategic Area Frameworks for the Corridors of Freedom are examples of the detailed plans 64 to be initiated to outline the land, infrastructure and urban design elements that support the implementation of the SHSUP and deliver on future accommodation targets in well located areas.

Accessibility

Whilst economic growth and the provision of residential accommodation is an important component of the City’s vision, addressing the capacity and backlogs in relation to current and projected demands on social amenities remains a key concern to the successful implementation of the City’s spatial plan and associated development objectives. The City recently completed a study on the accessibility of residents to selected municipal facilities in Johannesburg. The study was conducted by the Council for Scientific and Industrial Research (CSIR) in 2011/12 and forms part of the geographic accessibility study in the two metropolitan municipalities of eThekwini and Johannesburg.

Non-renewable resources

Rising population growth and urbanisation in the City is putting increasing pressure on our non- renewable resources. This means that our city is becoming more and more vulnerable to the impacts and effects of climate change.

The hosting of the C40 Cities Climate Leadership Group (C40), a network of the world’s megacities taking action to reduce greenhouse gas emissions, in Johannesburg during February 2014 demonstrates the realisation and commitment of the City towards a global initiative focussed on the effective management of environmental resources. The City recognises that for real long-term sustainability, development must be socially, economically and environmentally sustainable in order to ensure the responsible use of environmental resources and the promotion of environmental best practices.

The review will focus on the issue of resource efficiency guidelines and identify critical mitigation measures such as enhancing our drainage systems, increasing the resilience of our water supply, and protecting our natural bio-diversity. The City’s Bio-Regional Diversity Plan is one such intervention, which explores spatial possibilities and constraints within the City and reinforces the City’s Urban Development Boundary. Planning guidelines on the Urban Development Boundary will also form part of the review and will provide a perspective on land management and environmental protection in a more coherent and pro-active fashion with land being classified into divisions of Critical Bio-Diversity Areas and Ecological Support Areas.

Poverty and inequality

Whilst urbanisation has resulted in the enhancement of human welfare through improvements to mortality, literacy and even income levels; it has also been accompanied by the growth of poverty. Cities have become both the engines of growth as well as significant foci of poverty and deprivation. Other enhancements in the review will therefore include the refinement of the SDF’s presentation and understanding of the “marginal” nature of communities given a range of indicators including employment and income levels, health, education and living conditions. These have been consolidated and spatially represented into a Deprivation Index within the City.

Over the years, the SDF’s historic representation of the “Marginalised Areas” of the City (typically Alexandra, Diepsloot, Ivory Park, Orange Farm and Soweto) has transformed. Areas such as Zandspruit / Cosmo City located to the north-west, the Inner City and extensions east towards Ekurhuleni are also displaying high levels of deprivation and need. Conversely, Soweto shows more complex and differentiated deprivation levels extending across the range of the scoring scale (highest to lowest). Not unsurprisingly, these highly Deprived Areas also host the highest densities in the City and the highest prevalence of informal residential accommodation via informal settlements, backyard shacks or invaded buildings. The consideration of safety and security in the urban environment is therefore critical in terms of amongst other aspects design of the public and private space, managing the urban environment to address urban decay issues, addressing security of tenure as well as planning for and preparing for natural and man- made disasters, in particular those resulting from climate change impacts.

Additionally, themes or aspects that have been less prominent or absent from the SDF are receiving attention in the revision. Working groups are presently considering policy approaches to:  Resource Efficiency - a framework in response to the issues of resource efficiency and impacts relating to climate change;  Density Provisions and Guidelines;  Transit-Oriented Development Guidelines - highlights 10 key development and design principles and demonstrates the practical application; and  Urban Development Boundary Guidelines – provides a rationale for the development and the prioritisation of land through principles and land use guidelines and procedures

9. Basic Service Delivery

The South African constitution clearly articulates that municipalities have a responsibility of ensuring all citizens are provided with basic services. In fulfilling its mandate the City of Johannesburg has made significant strides on efforts to improve its services making it more client-focused. Furthermore, commits itself to excellent proactive delivery of services to all residents, creating an environment that is resilient, sustainable and liveable. It aims to achieve this through long term plans, targeted programmes, provision of services and enabling support that drive economic growth, optimal management of natural resources and the environment, the development of society and the individuals within it, and the practice and encouragement of sound governance.

The primary mandate of the City is to deliver services to its customers and residents. Thus Service delivery must be executed in a customer-centric, transformative, sustainable and resilient manner ensuring an improvement in the quality of life of all the residents of the City. Cognisant of the historical trend, that service delivery protests have been rife throughout South African municipalities in the previous year’s, which has resulted in remonstrations. In curbing this trend the city remains committed to ongoing consultation and engagements with communities. It continues to improve consultation sessions to be effective and meaningful through community engagement/ outreach sessions. Service delivery therefore is defined in a manner that articulates the strategic intent of the City in relation to its customers.

Consequently every aspect of service delivery seeks to satisfy and meet customer needs and expectations. The critical elements of service delivery are:  Infrastructure development and management;  ICT infrastructure development and management;  Human capital development and management;  Financial resources;  Result-oriented management;  Integrated, coordinated and outcome-based operational planning and management;  Sustainable human settlement and urban management.

Service delivery is directly aligned with Outcome 2 of the Joburg 2040 Strategy i.e. to “Provide a resilient, liveable, sustainable urban environment – underpinned by infrastructure supportive of a low carbon economy”.

In order to achieve and maintain high quality services the City developed service standards and the below structures to monitor service performance and take action to improve service s when issues are identified. These include:  Steering and oversight Structure (Central Visible Service Delivery Forum) This structure will ensure a stronger tie between the City’s leadership and communities in order to improve integration across all service delivery sectors within the City.  Customer Service Charter and Service Level Agreements The City is currently developing implementation plans for the Customer Service Charter and Service Level Standards.  Integrated ward-based service delivery structure The City has established a ward-based service delivery structure to assist with prompt service delivery across the City. The City is in the process of developing city-wide service delivery maps and profiles that will outline the service delivery backlogs and baselines as well as an assessment and confirmation of customer and citizen needs. This will culminate in well-integrated, coordinated and outcome-based operational plans to address ward profiles, service delivery backlogs and baselines and customer needs.  Service Delivery Monitoring Programme The City is busy with street by street audits in order to update its monthly Service Delivery baselines. This will form the knowledge base of information on the state of service delivery in the City. Tracking and monitoring of service delivery performance and reporting will also commence and quarterly reports will be released on the state of service delivery in each region. The desired outcome of this programme is to reduce service delivery backlogs and address service delivery gaps during the current term of office. Call centre - 0860 JOBURG or 0860 56 28 74 The CoJ call centre operates on a 24-hour basis (excluding those services which operate during office hours, e.g. Metro Bus). Customers may contact the call centre to:  Request information on the City’s processes and procedures;  Request information on the City’s various service offerings;  Log a service request;

 Log a municipal account query;  Enquire on the status or progress of an existing query;  Register a complaint; and  Record a compliment.

Customer Service Centres The City has 47 full service centres and 10 pay-points across the City. Customers may visit any of these to, amongst others, make payments, log account and billing related queries, request meter reading investigations and refunds, apply for ESP/Pensioner rebates, clearances and new connections etc.

CoJ website (www.joburg.org.za) e-Services is an initiative by the City to provide online access to a range of services for both individuals and business in the Greater Johannesburg area. Specific service offerings include:  Log a query or problem;  Online statements;  Once registered, customers can update their billing address online;  Submit meter readings online;  Track the progress of building plans submitted;  Fill in the online valuations form to assist the City in evaluating properties correctly; and  Access GIS mapping services.

10. 2014/16 Priority Implementation Plans

Chapter 7 details the City’s ten Priority Implementation Plans including targets, indicators and delivery agendas for the remainder of the term of office.

PRIORITY 1: FINANCIAL SUSTAINABILITY AND RESILIANCE

Group Finance Department is the custodian of financial management in the City and champion the Financial Sustainability and Resilience Priority. Financial sustainability and resilience are foundations that support the short and long-term vision of the City to ensure the City’s continued ability to fund the planned intensive capital investment program that will result in a spatial transformation of Johannesburg.

Despite the prevailing macroeconomic conditions, the City of Johannesburg is financially in good shape, is delivering on its promises, and is continuing to record significant achievements. In the past financial years the City has achieved surpluses is in line with the City’s Growth and Development Strategy objective of achieving financial sustainability and resilience. Such surpluses will be augmented with contributions from private investors, national and provincial government towards a target of spending R100 billion on infrastructure over the next decade.

In developing the SDBIP and IDP, the department remains mindful of developments locally and globally, particularly the economic factors that influence the budget assumptions incorporated in the Financial Development Plan (FDP). The FDP incorporates 15 key focus areas that intend to strengthen the City’s ability to generate internal surpluses and cash reserves that allow the City to shift in its approach from consumption to investment. The key focus areas include completeness of revenue; strategic supply chain management incorporating economic transformation; expenditure management that eliminates unnecessary expenditure through zero-based budgeting; and attainment of a clean audit.

These efforts are underpinned by the following principles:

• Changing the course by changing the way the City optimally utilises its resources;

• Increasing productivity by doing more with less and managing human resources efficiently;

• Customer eccentric approach; and

• Stabilizing the revenue base of the City

In pursuing financial sustainability, the City of Johannesburg needs to generate and collect sufficient resources to pay for its activities on an on-going basis. It is envisaged that expanding the investment in infrastructure will protect the City’s revenue base and change the face of the City and ensure a better Johannesburg for future generations.

The financial sustainability of the municipality is crucially dependent on key factors:

(a) A vibrant and inclusive economy; (b) Efficient and appropriate service delivery; (c) Rooting out of fraud and corruption; (d) The ability to levy and collect taxes and services charges fairly and efficiently in order to pay for the service it provides.

A. Expected Outcomes  Financial stabilization and long term financial sustainability – sound financial management environment that is resilient and able to meet the changing needs of the City evolving towards Joburg 2040;  96 % Revenue collection rate by the City to maximize revenue;  Clean audit reports for the remainder of term;

 Achievement of specified profitability and liquidity ratios;  Improved credit rating or maintained at AA+;  Accurate data and billing information sustained;  Diversified funding programmes to support capital projects implementation and secure alternative revenue sources;  Spend in excess of R30 billion on infrastructure expenditure throughout the City;

 Reduction of the debtors’ book;

 Smart procurement systems linked to principles of economic transformation.

B. Intergovernmental Engagements The department engages with Provincial and National Treasury to ensure alignment with priorities and for reporting purposes as prescribed by legislation.

Financial Sustainability and Resilience Priority

Group Finance is the custodian of financial management in the City and champions the Financial Sustainability and Resilience Priority. This is the foundation that supports the short and long term vision of the City to ensure its ability to fund the intensive capital investment program planned that will result in a spatial transformation of Johannesburg.

Financial Development Plan

In order to continuously meet yearly obligations the department developed a Financial Development Plan which has a city wide reach and ensures the attainment of financial sustainability and resilience objectives throughout the City. Although Group Finance remains the overall champion various champions have been allocated responsibility to ensure that set targets are achieved satisfactorily on time and to ensure accountability.

Below are key strategic aspects of this plan:

Key Role- Project Strategic Outcome Specific Objective Target date for achievement player Champion 1: Billing Accuracy Improved and accurate 100% accuracy in Group Lungelwa June 2015 – 94% rates and service billings respect of service Revenue Sonqishe June 2016 – 96% billings and Shared June 2017 – 96% Services 2: Debtor Collections Improved cash collections 96.1%% collection of Group Lungelwa June2015 – 96% of rates and service debtor debtors In respect of Revenue Sonqishe June2016 – 96% outstanding amounts service billings and Shared June2017 – 97% Services 3: Personnel Remuneration Reduction in the quantum Reduction of personnel Group Vuyo Mlokoti June2015 – Below 36% of personnel remuneration remuneration as a % of Corporate June 2016 – Below 35% operating costs to 30% Shared June 2017 – Below 34% Services 4: Unnecessary Expenditure Elimination of unnecessary Eliminate all Economic Charity Initially – July 2014, thereafter expenditure unnecessary Development Chisadza on an ongoing basis expenditure cluster 5: New revenue sources Identification and Identify new revenue All Reggie Boqo Ongoing implementation of new streams for the City Departments revenue sources 6: Ratio achievement Achievement of specified Achievement of Group Khomotso Benchmark Targets: profitability and liquidity selected profitability and Finance and Letsatsi Current ratio –1:1 ratios liquidity ratios Revenue Solvency ratio Above 2:1 Debt to Revenue ratio – Below 45% Interest to Expenditure ratio – Below 7% Net operating margin above 15% Cash coverage – Above 45 days Investment reserve – R3.15 billion Days in debtors – 45 days 7(a) : 10 year capital expenditure programme – City Infrastructure Ten-year capital To achieve R107 billion All Tiaan Ehlers 06/2015 – R11 bn expenditure plan for infrastructure Departments 06/2016 – R11.5 bn engineering infrastructure expenditure throughout and MOE’s 06/2017 – R10 bn the City Improved repairs and To achieve a level of at All Tian Ehlers 06/2014 – 5.0% maintenance plan relating least 7% of operating Departments 06/2015 – 5.3% thereto expenditure on planned and MOE’s 06/2016 – 5.2% and routine

Key Role- Project Strategic Outcome Specific Objective Target date for achievement player Champion maintenance

7(b) : 10 year capital expenditure programme – City assets Ten-year capital As per Package 11(a) All Helen Botes As per Package 7(a) expenditure plan for City- Departments owned land, buildings and and MOE’s other facilities Improved repairs and As per Package 11(a) All Helen Botes As per Package 7(a) maintenance plan relating Departments thereto and MOE’s

8: Supply Chain Management Improvement in the supply Improvement in the Group Thembisa Ongoing chain approval and efficiency and Finance and Peele monitoring performance of the Revenue supply chain processes in the City 9: Ongoing clean audits Achievement of ongoing No qualifications or Group Ishwar Ongoing clean audit clean and unqualified matters of emphasis in Finance and Ramdas audits either the City or its Revenue / MOE’s All ED’s / All MD’s of MOE’s

Within Group Finance the focus of the Financial Sustainability and Resilience priority centres on the following critical areas:

Revenue Optimization  Expansion of revenue base (2014/15 and 2015/6) by recouping revenue tied up in historically unbilled areas;

 Revenue protection (increased billing, increased collections, reduced impairments)

 Encourage and increase payment levels e.g. installation of pre-paid/smart meters etc.

 Enhanced campaigns to inculcate a payment culture;

 Completeness of revenue and billing accuracy - ensuring that all properties in the City of Johannesburg are on Land Information System (LIS) and are billed for all five services;

 Enhanced strategy to intensify actions to collect outstanding funds and curtailing the growth of the debtors book;

 Cash inflows to be directed to capital programs;

 Consolidation of Revenue Step Change benefit realization;

Expenditure Management

 Implement cost containment measures in line with National Government;

 Funds to be channelled towards City’s priorities and eliminate unnecessary expenditure;

 Zero-based budgeting shifting from consumption to investment;

 Gearing departments and entities towards massive infrastructure spending over the years.

Clean Audit

Having achieved an unqualified audit opinion in the financial year ending 30 June 2013, the City is committed to double its efforts towards attainment of a clean audit going forward with specific focus on:

 Promote and ensure compliance with best practice in financial management and accounting standards, regulatory requirements, governance practices and audit requirements;

 Continued review and enhancement of internal controls;

 Continuous training for uniformity in reporting thereby improving the quality of reporting;

 Resolving and addressing of all previous issues raised by the Auditor General

Supply Chain Management

 Implementation of strategic supply chain principles citywide ensuring all entities and departments adhere to group policies

 Full compliance to SCM Regulations, policy, guidelines and procedures to eliminate issues of irregular expenditure;

 Periodic review and audit of SCM processes;

 Implementation of SCM policy to provide a change in course towards economic mainstreaming and encouragement of participation by SSME’s in the local economy;

 Supplier performance monitoring;

 Strategic procurement initiatives to promote attainment of value for money.

Treasury

 Optimize City’s funding model and redemption strategy and diversify funding options to support capital investment programs;

 Improvement of credit rating;

 Managing cost of funding

1. 2014/15: Implementation and Performance Overview

Long IDP Key Target Target Projects / Lead Baseline Input and Output targets term program Performan (2013/16) 2016/17 intervention Depart impact me ce s ment (Joburg Indicator 2014/15 2015/16 2016/17 2040 (2013/16) related output) Financiall Revenue Revenue 97% 98.1% Debtor Group 93.80% Input: % reduction on Input: % reduction on Input: % reduction on y and Complete collection collection Collection of Collection: Finance the debtors books (>30 the debtors books (>30 the debtors books (>30 administr ness and ratio of debtors debtors in Improved days ) days ) days ) atively accuracy in respect respect of cash sustainabl of service service billings collections of e and billings 4 rates and resilient services Output 96% collection of Output: 96% collection Output: 97% collection city debtor debtors in respect of of debtors in respect of of debtors in respect of outstanding service billings service billings service billings amounts Bill 100% 100% Accuracy Billing Input: 50% Reduction in Input: 50% Reduction in Input: 50% Reduction in Completene Accuracy in respect of Accuracy: the number of bills the number of bills the number of bills ss in respect service billings Improved and returned as a result of returned as a result of returned as a result of of service accurate incorrect/ incomplete incorrect/ incomplete incorrect/ incomplete billings rates and customer information customer information customer information service billings Output: 100% accuracy Output: 100% accuracy Output: 100% accuracy in respect of service in respect of service in respect of service billings billings % billings % Financiall Capital To achieve 06/2014 – R13.5 billion 10 year All R4.5bn Input: Implementation Input: Implementation Input: Implementation y and Project R30.07 R 7. 59 Infrastructure capital Depart through project through project through project administr Managem billion billion expenditure by expenditure ments management office management office management office atively ent expenditure infrastruct 06/2017 – programme and sustainabl for ure for MEs New revenue sources New revenue sources New revenue sources e and engineering expenditu R14.2 billion engineering resilient and re Infrastructure and Increased revenue Increased revenue Increased revenue city infrastructur 06/2015 – expenditure by infrastructure collection collection collection e R11 06/2017 – throughout billion Output: R11 billion Output: R11.48 billion Output: R10 billion

4 Calculations excluding LTA, ESP Deceased Estates and estimations longer than 6 months

Long IDP Key Target Target Projects / Lead Baseline Input and Output targets term program Performan (2013/16) 2016/17 intervention Depart impact me ce s ment (Joburg Indicator 2014/15 2015/16 2016/17 2040 (2013/16) related output) the City infrastructure infrastructure infrastructure 06/2016 – expenditure expenditure expenditure R11.48 billion % of 5.1% Total of 7% of Repairs and Departm 3.5% Input: Review and Input: Review and Input: Review and operating the operating maintenance ents and implement repairs and implement repairs and implement repairs and expenditure expenditure plan MEs maintenance plan maintenance plan maintenance plan on planned spent on and routine repairs and % Compliance to the % Compliance to the % Compliance to the maintenanc maintenance maintenance plan maintenance plan maintenance plan e Output: Total of 5.0% of Output: Total of 5.3% of Output: Total of 5.2% of the operating the operating the operating expenditure spent on expenditure spent on expenditure spent on repairs and maintenance repairs and maintenance repairs and maintenance Achieveme June Current ratio – Financial Group Current Current Ratio: Current Ratio: Current Ratio: nt of 2016 1:1 Development finance Ratio: 1:1 1:1 1:1 1:1 selected Solvency ratio Plan – 6 & 12 Solvency Solvency Ratio: Solvency Ratio: Solvency Ratio: profitability Above 2:1 Ratio: 2.:1 2.1:1 2.2:1 2.3:1 and liquidity Debt to Debt to Debt to Revenue: Debt to Revenue: Debt to Revenue: ratios Revenue ratio – Revenue: Below 45% Below 45% 45% Below 45% 49.7.% Remuneration to Remuneration to Remuneration to Remuneration Remunerati Expenditure below Expenditure below Expenditure below to Expenditure on to 36% 35% 34% ratio – Below Expenditure Maintenance to Maintenance to Maintenance to 30% 36.6% Expenditure Expenditure Expenditure Maintenance to Maintenanc 5.0% 5.3% 5.2% Expenditure e to Interest to Expenditure Interest to Expenditure Interest to Expenditure ratio – Below Expenditure 5% 5% 6% 7% 3.6.6% Net Operating Margin Net Operating Margin Net Operating Margin Interest to Interest to 12% 13% 13% Expenditure Expenditure Cash coverage (days) Cash coverage (days) Cash coverage (days) ratio – Below : 5% 58 days 50 days 46 days 7% Net Net operating Operating margin above Margin: 15% 10% Cash cover – Cash

Long IDP Key Target Target Projects / Lead Baseline Input and Output targets term program Performan (2013/16) 2016/17 intervention Depart impact me ce s ment (Joburg Indicator 2014/15 2015/16 2016/17 2040 (2013/16) related output) Above 45 days coverage Investment (days): 74.1 reserve – days R3.15 billion Days in debtors – 32.9 days Financiall Smart Improveme 90% 100% Review of Group SCM Policy Input: Review of SCM Input: Review of SCM Input: Review of SCM y and and nt in the Adherenc Adherence to SCM Finance 2009 processes and processes and processes and administr efficient efficiency e to Citywide Procedure SCM procedures procedures procedures atively procurem and Citywide procurement Manual Procedure sustainabl ent performanc procurem plan Manual Review of SCM policy Review of SCM policy Review of SCM policy e and processes e of the ent plan Establish a 2008 resilient supply single entry SSME Output: 50% Output: 70% Output: 85% city chain point for all Policy 2009 Improvement in the Improvement in the Improvement in the processes requests for efficiency and efficiency and efficiency and in the City initiation of performance performance performance the procurement process

Periodic audit of processes and procedures Financially On-going Clean audit Clean Clean audit Training Group Qualification Input: Clear all prior year Input: Clear all prior year Input: Clear all prior year and clean report audit report Finance audit issues audit issues audit issues administra audits report Initiatives to Identify and mitigate Identify and mitigate Identify and mitigate tively control additional areas of audit additional areas of audit additional areas of audit sustainabl weaknesses risk and clear risk and clear risk and clear e and within the Respond to all current Respond to all current Respond to all current resilient system year’s audit and accuracy year’s audit and accuracy year’s audit and accuracy city Improvement on internal Improvement on internal Improvement on internal controls controls controls

Output Clean audit report Output Clean audit report Output Clean audit report

PRIORITY 2: AGRICULTURE AND FOOD SECURITY 2014/15 Priority Implementation Plan: Agriculture and Food Security

Annexure A: Draft 2014/15 Priority Implementation Plan

JOBURG 2040 OUTCOME: IMPROVED QUALITY OF LIFE AND DEVELOPMENT-DRIVEN RESILIENCE FOR ALL

City Priority: Agriculture and Food Security

The right to food is enshrined in international and national laws. Article 25.1 of the United Nations Declaration on Human Rights states that “everyone has a right to a standard of living adequate for the health and wellbeing of himself and of his family, including food…” The South African Bill of Rights reaffirms in section 26 and 27 that everyone has the right to sufficient food. The Integrated Food Security Strategy (IFSS) aims to eradicate malnutrition, food insecurity and hunger in South Africa through increasing domestic food production and trading; improving the generation of income and job creation in agriculture; and improving food safety and nutrition. The policies in place to facilitate the implementation of this initiative includes the Integrated Food Security Strategy (2002); the Zero Hunger Strategy (2009) and the Gauteng 20 Year Food Security Strategy that the city is drawing upon in the design and implementation of its intervention strategy.

The securing of food is critical to development and poverty alleviation as without food people cannot carry out activities that will pull them out of poverty. Conversely poverty fuels food insecurity creating a destructive cycle of impoverishment. The City’s Agriculture and Food Security Priority Implementation Plan is one of the key strategic interventions identified to break the intergenerational cycle of poverty through generating employment and sustainable livelihoods and enhancing food security. The focus is on a multi-pronged approach which will include actively supporting and providing incentives for small-scale growers to provide a steady support of fresh produce from the urban food system, improve access to markets and ensuring that the City has various strategies and policies in place to realise the right to food.

Johannesburg faces a number of challenges with regard to hunger and under-nutrition among the urban poor. Food insecurity among the urban poor in the most deprived areas is standing at 42% (Urban Food Security Baseline Survey: 2008). This challenge is exacerbated by the fact that the majority of poor people live far from the city centre and income is spent on transport and food. Linked to rapid urbanisation are the diseases of lifestyle which are the fastest growing causes of death among both the poor and middle class.

In order to operationalise the efforts within the City the COJ Food Resilience Framework was established in 2012 and provides for the structure of three levels of intervention, as follows:  A range of instruments to be used to tackle individual hunger on a day-by-day basis including food vouchers, food parcels, backyard gardens and programmes connecting citizens to income generating activity which will enable them to buy food;  The informal food supply sector to be supported with local resource coordination to assist growers with access to basic supplies, finance and farming advice. Growers will be linked to properly constituted local trading spaces / linear markets, which largely do not yet exist in the most deprived portions of the City; and  Urban agriculture at the area level is to be supported where feasible through the packaging of land, and the establishment of hub-and-spoke infrastructure to connect networks of local producers to cold-chains, packing houses and wider distribution networks.

Economic Landscape: The Agriculture and Food Security PIP is positioned to have both a social and an economic impact primarily on the lives of poor citizens of Joburg. It holds potential in contributing to addressing the problem of unemployment among young people in particular through investment in the opportunities brought about by the agricultural value chain. The economic potential needs to be harnessed through the various actions packaged by the city in this Priority Implementation Plan.

Developmental Service Delivery Model: The Priority enables communities to partner with the city in addressing the challenge of hunger, under nutrition, over- nutrition and unemployment. It enables communities to take personal action and responsibility to grow food to leverage their food reserves and also to partner with other community members through cooperatives to enhance their ability to produce additional food they can sell to the public to improve their

82 income. In order to grow the market the city would explore the implementation of the structured demand approach that involve direct purchase of small farmers’ produce by the city for its social development programmes to stimulate the growth of the business and generate employment potential and enable entry into the formal markets. The hub-and-spoke system will directly enable the DSDM approach through the following channels/ interventions: a) Budget spend on agri-resource centres and hub-and-spoke sites will directly support, sustain and enable local micro value chains in farm production, transport, agro- processing, linear markets, warehousing and retail- all serviced by co-operatives and new micro-enterprises drawing entrepreneurial providers and labour from highly deprived areas b) Micro-farms organised into co-operatives drawn from the deprived areas are the key users of the hub-and-spoke system, which allows several small micro-farms to collaborate and supply the market as if they were one large farm. These hubs can directly supply city bulk purchase needs for food parcels, catering purposes and be linked directly with restaurants aligned with the City through healthy lifestyle partnerships.

Inner city: The initiative seeks to contribute to the inner-city through growing the potential of rooftop gardens including the use of the abandoned buildings for hydroponic farming, working with young inner-city farmers to provide inner-city with fresh food.

Corridors of Freedom: The Corridors of Freedom provides an opportunity to the sustainability of the food security aspect of the program through the creation of markets for micro-farmers and working with the informal food traders to become ambassadors of promoting healthy diets. The healthy lifestyle would benefit through promotion of the greenbelt, tree planting, landscaping the corridors, outdoor gyms and also through an accessible health facility in the corridor (upgrade or build) • Agri-Resource centres and satellite sites will serve all 3 of the primary corridors: Louis Botha served by Alex and Betrams satellite sites, with planned additional satellite site in Orange Grove.

• Significant opportunity for local food markets attached to transit precincts/ Rea Vaya stations : Transit precincts are ideal sites for linear farmers markets selling micro-farm produce sourced through Agri-Resource Centre networks & Hub-and-Spoke systems • Agro-processing opportunities can be pursued as part of the light-industrial mix along all 3 corridors: Factory spaces appropriate for agro-processing (some already under public ownership) exist in Turfontein, the South-East of the Empire-Perth corridor (east of Eldorado Park) and in Alex. • As the Food Resilience & Urban Agriculture Programme matures, People’s restaurant locations can be sited along the corridors • Illegal dumpsites along the corridors can be reclaimed as communal/ homestead gardens aligned to planned green-scaping by City parks.

The key objectives of the city’s interventions are:  To promote access to food in the necessary quantity, quality and regularity for people who are facing nutritional and food insecurity, under the human right to adequate and healthy food perspective and work towards the reduction of severe food insecurity within areas that are identified as highly food insecure by 60% by end of 2016;  To promote and enhance biodiversity and the organic and agro ecological food production, and strengthen city region healthy eating habits;  To provide support for people interested in farming through small scale agricultural activities and linking small farm produce to markets / communities and encourage the consumption and promotion of the food produced by cooperatives and small farmers;

 To take advantage of the agricultural value chain to stimulate local economic development in deprived areas through incentives and setting up sustainable local supply network through small farmers in local areas;  To facilitate entry into formal markets through removal of barriers to entry for small farmers, infrastructure development (storage, processing, cold storage facilities and transportation) and capacity building to meet quality and safety requirements;  To consolidate and enhance partnerships with retailers which provide opportunities for small farmers and enforce affordable food pricing; and  To create an enabling environment that promotes healthy lifestyles and undertaking reasonable steps to ensure legal compliance (access to food, food safety).

Key Focus Areas Access to Food Programme The primary aim of this programme is to promote access to safe and affordable food at household level. The programme component seeks to respond to immediate needs of beneficiaries for food and aims to ensure that all of the identified households at the highest risk of food insecurity are assisted through one of the initiatives (e.g. Food Bank; Food for Waste; Home based Food Gardens of all types etc). Urban Agriculture Support Programme This focus area is aimed at providing a sustainable model for empowering communities to grow their own food, stimulating local economic development and facilitating access to the markets. A number of initiatives will be used:  Agri-resource Centers: set up in all regions of the City, these are community based support systems for agricultural activity at an individual/household and communal level.  Small Scale Initiatives Targeting Specific Areas (Hub and Spoke – Located at the Agri- Resource Centre): The City will support initiatives in small-scale crop farming and small- scale intensive animal farming through cooperatives and small enterprises.  Large Scale Initiatives – Food Empowerment Zone: The development of Food Empowerment Zones in available large pieces of land zoned agriculture. These would involve farms ranging from one hectare to over 100 hectares set to be harvested to sell to food retail giants. o Supporting Emerging Farmers – division of land into various pieces for a cluster of SMMEs and or cooperatives. This cluster of entrepreneurs which may be up to 50 farmers involved in diverse farming activities would have share through being part of a tertiary or secondary cooperative a common slaughter houses, common cold chain and common distribution point and system. o Private Sector investment – A large portion of land within the farm where the emerging farmers would be operating would be leased out to a private sector partner on condition that they commit to a mentorship programme for the emerging farmers to reach industry standards. o Capacity to Transform Into Manufactured Food – Within the empowerment zones efforts will be made to capacitate the farming enterprises to build capacity to transform food into manufactured food. In this regard the City will partner with various stakeholders primarily the Small Enterprise Development

Agency (SEDA) through GDED (GEP) on incubator on food processing /Agro- processing. o Market Access – The key initiative is to physically bring markets closer to communities either through setting them up or providing mobile facilities, or by enabling the local producers to supply to large retailers.

Promoting healthier eating and healthy lifestyles programme The city like many other urban areas in the world is facing an increase in non-communicable diseases predominantly brought on by how people lead their lives and treat their bodies through what they eat. In addition, lack of nutritious food (under-nutrition)5 for the poor is a reality. This programme targets all residents of the city of Johannesburg and is premised on the notion that it will be delivered through partnership with the civil society, private sector and other spheres of government to ensure nutrition security within the city. Levers of the intervention include: . Community Programmes primarily facilitated by the City in partnership with various stakeholders that would enable communities to actively participate in activities at local level (e.g. Street Alive, Outdoor Gyms, Senior Citizens Club Activities, School programmes, fun walks, support groups etc). . Corporate Focus: City in partnership with the private sector to set up an Excellence Award for Best Practice in promoting healthy lifestyle within companies. . Educational and Awareness Campaigns via multimedia platforms would be undertaken on continual basis to raise the knowledge levels of the residents to assist them in making the necessary decisions to promote healthy living.

The National Health Insurance model also places greater emphasis on population based health and outcomes. This new strategy entails establishment of ward based primary health care outreach teams that will offer an integrated health service at community, household and individual level. They will provide the link with the community to provide an enabling environment for the communities to take responsibility for their health.

Key outcomes:

5 Under-nutrition refers to lack of sufficient micro-nutrients- such as vitamins, iron and zinc. In children, a severe and/or chronic lack of adequate nutrition can manifest in underweight and stunting

 Create an enabling environment for high value food commodities e.g. vegetables, fruit & animal products to be sold locally linking small farmers in their own areas  Agribusiness Ventures and Farm Enterprises providing fresh, locally grown food for growing urban population and viable food procurement and distribution systems  Work with large food retailers, distributors and manufactures to create localized system through which to ensure food security  Sustained visible multimedia and programmatic intervention in collaboration with multi stakeholders working towards a prosperous, healthy, productive citizenry (Joburg brand associated with healthy living)

60% reduction in Food vouchers, food 42% 20% reduction in 0 7494 20% reduction in food insecurity in 60% parcels, backyard households food insecurity in food insecurity in of most deprived gardens and food insecure 20% of most 20% of most programmes areas identified by in current deprived areas deprived areas connecting citizens to food insecurity index7 research in identified by food identified by food income generating & affordable nutritious food most deprived insecurity index insecurity index areas Number of 2 Neighbourhood Applied Opex 20 Neighbourhood 8 Neighbourhood and Food Gardens through budget Food Gardens small scale food established CIMS should established

6 The % reduction will be against the actual achieved for the 2013/14 financial year. This will become the baseline from 2014/15 year and the 5% reduction will be against this baseline.

7 39 of the City’s Wards are ranked as most deprived areas (rank 8-10 on the City’s poverty index) with a total population of 1 556 744 citizens (1 127 533 working age): 72% of each ward on average under age of 35. 23 of these wards (selected according to highest levels of deprivation and highest population) account for the 60 % most deprived areas to be targeted over remainder of mayoral term. The total population living in these 60 % targeted wards is 897 577, of this population 146 398 households made up of 441 191 individuals are estimated to be food insecure. 60 % of this food insecure target group is 87 839 food insecure households made up of 264 714 individuals, and this is the target to be assisted over the remainder of the mayoral term, in 3 equal annual tranches of 29 280 households per year, made up of 88 238 individuals. 8 A neighbourhood food garden- normally school based gardens and small gardens within park. The objectives at small scale add on existing produce for schools, to supply at minimal scale produce to communities, mostly elderly). JCPZ inputs on education, Schools, develop and manage the gardens. JCPZ develops a garden and train users, beneficiaries, they manage the garden. Number of gardens developed in schools (normally through partnerships) JCPZ measure how many schools are benefiting. For park gardens, its number of households benefitted

426 households Exchanging waste for New 142 households Nil R2 250 households benefiting from the food in targeted areas benefiting from million benefiting from programme (142 per exchanging waste exchanging waste for annum) food parcels in for food parcels in targeted areas targeted areas (PIKITUP) % of small-scale 60% of small-scale Priority areas 3000 20% of identified X X agriculture agriculture projects (in identification and/or opportunities household being

National outcome: Vibrant, equitable and sustainable rural communities with food security for all Joburg 2040 outcome: Improved quality of life and development-driven resilience for all Long term IDP Key Target (2013/16) Projects / Baseline Target 2013/14 2014/15 Budget 2015/16 target impact programme Performance interventions (2006/11) financial year (per programme) (Joburg 2040 Indicator Capex Opex related output) (2013/16) projects (in a a 34000 mixed densification facilitated food secured as per mixed housing housing opportunities) Land assembly for COJ Food developments) developed and housing development With provision Insecurity Index developed and sustained to increase in the sustained to food security to settlement increase food households design for security to food gardens households Job-intensive Urban Farmer % Growth in 5% Market share Programs New 2% Market share at X X 5 % Market share at economic Support market share of acquired by emerging JM JM growth emerging producers (JFPM) producers Hub and Spoke Diversified farming Hubs Providing 2 hub-and- Establishment of 1000 3928 Diversified farming services activities involving common space local spoke support local market activities involving 91 expanded to 240 emerging farmers farmers to maximise centres serviced by the emerging farmers supported through the their access to markets supported through increase farming Hubs in the three functional Hubs and the functional Hubs skills to facilitate establishment of local Regions (A,C,G) and establishment of coordination of market 70 farmers local market transportation, (social development) storage and marketing to be competitive Local packaging houses & processing facilities roll out (hub & spoke

National outcome: Vibrant, equitable and sustainable rural communities with food security for all Joburg 2040 outcome: Improved quality of life and development-driven resilience for all Long term IDP Key Target (2013/16) Projects / Baseline Target 2013/14 2014/15 Budget 2015/16 target impact programme Performance interventions (2006/11) financial year (per programme) (Joburg 2040 Indicator Capex Opex related output) (2013/16) principle) Number of food 4 Food empowerment Large farm New Establishment of 1 1 000 2357 Establishment of one empowerment zones incorporating establishment to supply (one) Food Food Empowerment zones (large scale emerging farmers & large retailers Empowerment Zone Zone South of Johannesburg farming ) private sector within South of operational established one farm fully Johannesburg (Social Development) operational providing supplying to large animal & crop framing retailers Diversified activities including manufactured food Food security Healthy Increased 27 000 learners Education on food New 9000 learners 0 2141 9000 learners that is both Lifestyle knowledge on exposed to the production programme educated educated improved and Food Production programme City Parks safeguarded % compliance to 100% compliance to Citywide Recognition of New 100% compliance to x X 100% compliance to food safety food safety legislation eating establishments food safety food safety legislation legislation by food by food premises promoting healthy legislation by food by food premises eating and best inspected (and premises inspected premises inspected company practice recognition awards 9 inspected (City of Joburg promoting healthy (and recognition given) recognition awards lifestyle in the work awards given) initiated targeting place (Health) work places and eating establishment )

9 Database on the number of premises will be determined at the beginning of financial year

% reduction in 15% reduction in x New 10% reduction in 0 X 5% reduction in the the incidence of the incidence of the incidence of incidence of pneumonia pneumonia cases in pneumonia cases pneumonia cases cases in children children less than 5 in children less in children less less than 5 years than 5 years years than 5 years (Health) % HIV positive Less than 2% HIV Less than 2% HIV 0 X Less than 2% HIV babies born to exposed babies 3.8% (July exposed babies exposed babies HIV positive born HIV 2010 – June born HIV born HIV mothers.(LG positive11 2011) positive (Health) facilities)

10 A survey conducted in 2012/13 for COJ Health Services determined that 35% of hypertensive patients were controlled

11 National target for HIV exposed babies born HIV positive is less than 2%

PRIORITY 3: SUSTAINABLE HUMAN SETTLEMENTS

National Spatial Spatial Justice: Spatial reconfiguration to address the historic legacy of the unfair allocation of public resources and goods. Outcomes12 Spatial Sustainability: Sustainable patterns of consumption and production. Spatial Resilience: Protection of ecological systems to reduce vulnerability to environmental degradation. Spatial Quality: Aesthetic and functional features of the built environment Spatial Efficiency: Efficient commuting patterns to bring jobs, houses and social facilities closer to people and people closer to jobs, houses and social facilities. Joburg 2040 Provide a resilient, liveable, sustainable urban environment – underpinned by Outcome infrastructure supportive of a low-carbon economy City Priority Sustainable Human Settlements Champion Development Planning Department

We live on a planet of cities.

It is widely reported that the largest increases in population over the next 50 years will occur in ‘developing’ cities such as Johannesburg, signalling that the City will continue to face an increasingly complex array of challenges in the decades to come. These challenges will require not only a change in our approach to urban development, but a fundamental change to our urban way of life.

The economic and other forces that drive both state and non-state actors to want growth and prosperity are likely to be unstoppable; the key to becoming a resilient, sustainable and liveable City is in the way we choose to define and drive that prosperity. Making our City efficient and habitable in the face of rising urbanisation requires innovative and coordinated urban design, planning and governance which transcend cognitive and behavioural constraints to social transformation.

To realize the agreed-to national programme of building a non-racial, non-sexist, socially and economically inclusive South Africa, the City is using mass public transit corridors to reorganise the current form of the City, and transform it into a sustainable human settlement. Corridors of Freedom are the antithesis to the apartheid spatial form and will, over time, birth a fundamentally different society to the one we inherited in 1994.

Corridors of Freedom are therefore an urban revolution which seeks to build a new City along and around mass transit movement lines to create housing, economic and social opportunities in proximity to each other. They will be achieved through the application of a variety of public instruments and incentives which seek to create, increase and capture value. The primary output of the Corridors of Freedom is to reorganise space in the City to increase overall economic efficiency and productivity by bringing social facilities, jobs

12 Adapted from Chapter 8 of the National Development Plan.

93 and housing closer to each other. The overarching principles of spatial development outlined in Section 8 of the National Development Plan (NDP) are key determinants of the sustainable human settlements outcomes that the City needs to work toward. These outcomes are as follows:

. Accessibility - ease with which people, goods and information move around the urban system. . Integrated living spaces - which respond to as many aspects of living (work, play, learn) as possible. Ensure integration across uses and income levels. This requires a more intense and efficient use of space. . Economic opportunities - provide for a range of employment opportunities to get as many people working as possible. Understand the different roles of the City in this regard - enabler, facilitator, regulator, sponsor. . Range of housing options – choice in terms of sizes, configuration and tenure options. Housing provision to be understood beyond the affordable housing scope to transcend failures/trends in market led housing solutions. . Social and open space amenities - emphasise investment in humans. Social amenities provide spaces which also foster social cohesion. . Social cohesion - emphasis on an urban environment and system which consciously nurtures the evolution of a more cohesive society. This will manifest in some of the investment choices made - i.e. city sponsored public transportation system, well located and maintained social amenities, participatory approach to planning and development.

These outcomes in turn inform the programmes that need to be achieved by the City’s collective institutional machinery, to incrementally transform Johannesburg into a resilient, liveable and sustainable human settlement. The plans, mechanisms and strategies that will aid the implementation of the SHS priority are inter alia as follows:

National Development Plan; Gauteng 2055; Strategic Area Frameworks; CoJ Municipal Rates Policy; CoJ Financial Development Plan; 13 Urban Development Zones; Capital Investment Plan (CIP) and Capital Investment Priority Areas (CIPAs); Inner City Road Map Implementation Plan; Special Economic Zones; Social Restructuring Zones; SHS indices and design guidelines; Strategic Integrated Transport Plan Framework; Complete Streets Policy and Guidelines.

13 Currently applicable in the CBD, but City to explore extension of the UDZ along the Corridors of Freedom.

PROGRAMME MASS PUBLIC TRANSIT CORRIDORS PROJECT 1 IMPLEMENTATION OF INTERVENTIONS IN CORRIDORS

LEAD DEPARTMENT/ME Development Planning . Inefficient spatial form PROBLEM STATEMENT . Lack of socio-economic transformation . Low quality living environments with poor access to social facilities + economic opportunities KPI (2013/16) % implementation of interventions in identified corridors and TOD Nodes per R250 million capital works programme

BASELINE Strategic Area Frameworks (SAFs) for Louis Botha, Empire-Perth and Turffontein . Integrated living spaces OUTCOMES . Engineering, economic, social infrastructure . Social cohesion

National Spatial Outcomes14: Spatial Justice: Spatial reconfiguration to address the historic legacy of the unfair allocation of public resources and goods. Spatial Sustainability: Sustainable patterns of consumption and production. Spatial Resilience: Protection of ecological systems to reduce vulnerability to environmental degradation. Spatial Quality: Aesthetic and functional features of the built environment Spatial Efficiency: Efficient commuting patterns to bring jobs, houses and social facilities closer to people and people closer to jobs, houses and social facilities. Joburg 2040 Outcome : Provide a resilient, liveable, sustainable urban environment – underpinned by infrastructure supportive of a low-carbon economy Key Performance Projects / Target (2013/16) Baseline Actual Target 2014/15 financial year 2014/15 Budget (‘000) 2015/16 target Indicator (2013/16) interventions15 (2006/11) 2013/14 financial year Capex Opex % Implementation Corridor Partnership 5 000 - of Strategic Area Programme Frameworks for Westbury Precinct 100% New Designs Phase 1 of construction (public 11 000 - Phase 2 of construction Corridors and TOD Development environment upgrades Nodes16 including NMT and community

14 Adapted from Chapter 8 of the National Development Plan.

15 This 2014/15 review of the IDP reflects the revision of Key Performance Indicators from the input-based indicators that were reflected in the 2012/13 IDP to output-based indicators. The output-based indicators are implementation oriented, to be consistent with the City’s outcomes-based performance monitoring and evaluation framework.

16 The SAFs for each corridor are complemented by other projects that are designed to enable the implementation of these plans. These projects include a land use tool, an infrastructure investment plan and an economic infrastructure analysis for each corridor. In some cases, these projects will be done for specific precincts within each corridor. The infrastructure investment plan and economic infrastructure analysis are led by EISD and Economic Development respectively. These projects are done as part of the Departments’ daily workload.

gardens) Non-motorised 15 km of cycle Designs 10km of Cycle lanes Projects 100% completed 80000 transport lanes implemented implemented along the infrastructure along the UJ/Wits UJ/Wits / Melville to corridor Park Station route NMT facilities along NMT facilities Rea Vaya Improvements along the Identified NMT projects 75600 Rea Vaya routes along Rea Vaya Phase 1B Rea Vaya routes completed routes infrastructure completed % completion of Strategic land New indicator Acquisition instructions Purchase of 6 portions of land 2 360 - Acquisition instructions issued to JPC strategic land acquired for seven issued to JPC for land in Auckland Park for land in: acquisition in seven (7) priority in: (7) priority development Purchase of identified land in Diepsloot-Randburg development corridors Empire-Perth corridors corridors Louis Botha Turffontein Engineering 100% expenditure New indicator 100% expenditure of 100% expenditure of allocated 19400 - 100% expenditure of allocated capital Infrastructure: City of allocated capital allocated capital budget capital budget budget Power budget Engineering 100% expenditure New indicator 100% expenditure of 100% expenditure of allocated 19400 - 100% expenditure of allocated capital Infrastructure: City of allocated capital allocated capital budget capital budget budget Power budget Social Infrastructure: 100% expenditure New indicator 100% expenditure of 100% expenditure of allocated 12640 - 100% expenditure of allocated capital Community of allocated capital allocated capital budget capital budget budget Development budget (Libraries, Stadia, Recreation Centres and Sports Facilities City Parks 100% expenditure New indicator 100% expenditure of 100% expenditure of allocated 5 000 - 100% expenditure of allocated capital of allocated capital allocated capital budget capital budget budget budget Health17 100% expenditure New indicator 100% expenditure of 100% expenditure of allocated 59000 - 100% expenditure of allocated capital of allocated capital allocated capital budget capital budget budget budget

17 Westbury Clinic Upgrade, new Noordgesig Clinic, new Esselen Street Clinic, Orchards Clinic.

PROGRAMME MASS PUBLIC TRANSIT CORRIDORS PROJECT 2 REA VAYA PHASE 1C INFRASTRUCTURE

LEAD DEPARTMENT/ME Transport and JDA (implementation) . Inefficient spatial form PROBLEM STATEMENT . Lack of socio-economic transformation . Poor urban mobility Implementation of phase 1C infrastructure (8km of roadways, 5 stations and Alex / Wynberg depot 40% completed towards public transport expansion and services to KPI (2013/16) residents) BASELINE Designs completed . Safe, affordable + efficient public transport OUTCOMES . Increased accessibility to and within the Corridor National Spatial Outcomes18: Spatial Justice: Spatial reconfiguration to address the historic legacy of the unfair allocation of public resources and goods. Spatial Sustainability: Sustainable patterns of consumption and production. Spatial Resilience: Protection of ecological systems to reduce vulnerability to environmental degradation. Spatial Quality: Aesthetic and functional features of the built environment Spatial Efficiency: Efficient commuting patterns to bring jobs, houses and social facilities closer to people and people closer to jobs, houses and social facilities. Joburg 2040 Outcome : Provide a resilient, liveable, sustainable urban environment – underpinned by infrastructure supportive of a low-carbon economy Key Performance Projects / Target (2013/16) Baseline Actual Target 2014/15 2014/15 Budget (‘000) 2015/16 target Indicator (2013/16) interventions (2006/11) 2013/14 financial year financial year Capex Opex Rea Vaya: Implementation Rea Vaya Phase 1C Phase 1C Designs 75% of designs R536 - Phase 1C maintenance plans of phase 1C infrastructure (Louis Botha implemented completed completed and road in place (including 8 km of corridor) construction roadways and 5 stations) commenced and in progress Additional stations constructed

18 Adapted from Chapter 8 of the National Development Plan.

PROGRAMME MASS PUBLIC TRANSIT CORRIDORS PROJECT 3 REA VAYA BRT RIDERSHIP LEAD DEPARTMENT/ME Transportation

PROBLEM STATEMENT Increase Rea Vaya BRT share of public transport mode KPI (2013/16) TBC BASELINE 45 000 passenger trips per day . Safe, affordable + efficient public transport OUTCOMES . Decrease in greenhouse gas emissions

National Spatial Outcomes19: Spatial Justice: Spatial reconfiguration to address the historic legacy of the unfair allocation of public resources and goods. Spatial Sustainability: Sustainable patterns of consumption and production. Spatial Resilience: Protection of ecological systems to reduce vulnerability to environmental degradation. Spatial Quality: Aesthetic and functional features of the built environment Spatial Efficiency: Efficient commuting patterns to bring jobs, houses and social facilities closer to people and people closer to jobs, houses and social facilities. Joburg 2040 Outcome : Provide a resilient, liveable, sustainable urban environment – underpinned by infrastructure supportive of a low-carbon economy Key Performance Projects / Target Baseline Actual Target 2014/15 financial 2014/15 Budget (‘000) 2015/16 target Indicator (2013/16) interventions (2013/16) (2006/11) 2013/14 financial year year Capex Opex Increase Rea Number of passenger 60 000 30 000 passenger 30 000 passenger trips 50 000 passenger trips per - 377 60 000 Vaya BRT trips per day commuted passenger trips per day per day day passenger trips per day share of through Rea Vaya trips per day through the Rea Vaya public (Phase 1A and 1B) through Rea transport Vaya mode

19 Adapted from Chapter 8 of the National Development Plan.

PROGRAMME TRANSIT ORIENTED DEVELOPMENT

PROJECT 1 TOD ROLL OUT IN PRIORITISED NODES LEAD DEPARTMENT/ME Development Planning and Transport . Poly-nucleic City Form PROBLEM STATEMENT . Undefined hierarchy of nodes and uncoordinated investment and interventions

KPI (2013/16) New indicator

BASELINE SDF and DED Nodal assessment . Integrated living spaces OUTCOMES . Engineering, economic, social infrastructure . Social cohesion

National Spatial Outcomes20: Spatial Justice: Spatial reconfiguration to address the historic legacy of the unfair allocation of public resources and goods. Spatial Sustainability: Sustainable patterns of consumption and production. Spatial Resilience: Protection of ecological systems to reduce vulnerability to environmental degradation. Spatial Quality: Aesthetic and functional features of the built environment Spatial Efficiency: Efficient commuting patterns to bring jobs, houses and social facilities closer to people and people closer to jobs, houses and social facilities. Joburg 2040 Outcome : Provide a resilient, liveable, sustainable urban environment – underpinned by infrastructure supportive of a low-carbon economy Key Performance Projects / Target Baseline Actual Target 2014/15 financial year 2014/15 Budget (‘000) 2015/16 target Indicator (2013/16) interventions (2013/16) (2006/11) 2013/14 financial year Capex Opex New indicator Jabulani: 100% SDF and DED tbd 100% expenditure of allocated % of 350 000 - 100% expenditure of Second phase of Nodal budget allocated budget construction to Assessment upgrade public environment and create new transit precinct. Interventions include stormwater infrastructure, and

20 Adapted from Chapter 8 of the National Development Plan.

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National Spatial Outcomes20: Spatial Justice: Spatial reconfiguration to address the historic legacy of the unfair allocation of public resources and goods. Spatial Sustainability: Sustainable patterns of consumption and production. Spatial Resilience: Protection of ecological systems to reduce vulnerability to environmental degradation. Spatial Quality: Aesthetic and functional features of the built environment Spatial Efficiency: Efficient commuting patterns to bring jobs, houses and social facilities closer to people and people closer to jobs, houses and social facilities. Joburg 2040 Outcome : Provide a resilient, liveable, sustainable urban environment – underpinned by infrastructure supportive of a low-carbon economy Key Performance Projects / Target Baseline Actual Target 2014/15 financial year 2014/15 Budget (‘000) 2015/16 target Indicator (2013/16) interventions (2013/16) (2006/11) 2013/14 financial year Capex Opex a section of the station link. New indicator Kliptown: 100% SDF and DED tbd 100% expenditure of allocated 2 000 - 100% expenditure of Kliptown Walter Nodal budget allocated budget for Walter Sisulu Square Assessment Sisulu Square upgrade Upgrade New indicator Randburg: 100% SDF and DED tbd 100% 20 000 - 200 units Selkirk Nodal Infrastructure Assessment installation Catalytic public Randburg: 100% SDF and DED 100% 100% % of 350 000 - 100% expenditure of investment in Public Nodal allocated budget Randburg Civic environment Assessment Precinct and CBD upgrading in Randburg CBD and civic precinct property development

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PROGRAMMES PRIORITY AREA IMPLEMENTATION + GRAVEL ROADS PROJECT 1 IMPLEMENTATION OF PRIORITY AREA PROGRAMME LEAD DEPARTMENT/ME Development Planning, DED, Housing, JOSHCO, JPC, JDA

PROBLEM STATEMENT Lack of catalytic investment in identified Priority Areas (previously marginalised areas)

KPI (2013/16) Catalytic public investment in Priority Areas: Gravel roads, public environment upgrades

BASELINE 100% of capital works program complete Upgrading and improvement of historically marginalised areas of the City OUTCOMES Integrated public investment in focus areas to lever private investment for local economic development and job creation

National Spatial Outcomes21: Spatial Justice: Spatial reconfiguration to address the historic legacy of the unfair allocation of public resources and goods. Spatial Sustainability: Sustainable patterns of consumption and production. Spatial Resilience: Protection of ecological systems to reduce vulnerability to environmental degradation. Spatial Quality: Aesthetic and functional features of the built environment Spatial Efficiency: Efficient commuting patterns to bring jobs, houses and social facilities closer to people and people closer to jobs, houses and social facilities. Joburg 2040 Outcome : Provide a resilient, liveable, sustainable urban environment – underpinned by infrastructure supportive of a low-carbon economy Key Performance Projects / Target (2013/16) Baseline Actual Target 2014/15 2014/15 Budget (‘000) 2015/16 target Indicator (2013/16) interventions (2006/11) 2013/14 financial financial year Capex Opex year Catalytic public Diepsloot: 100% implementation 100% of Capital Works 100% implementation 100% - - 100% implementation of investment in Priority of Priority Area Programme Complete of Priority Area Priority Area Programme Areas Ngonyama Road Programme for Programme for for financial year upgrade and new park financial years financial year development Kilometres of gravel Upgrading of gravel 7 marginalised areas of 16.99km 32.2km tbd tbd tbd 32.2km roads upgraded to roads to surfaced roads focus surfaced roads in 7 marginalised areas according to Complete Streets standards

21 Adapted from Chapter 8 of the National Development Plan.

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PROGRAMME INNER CITY REGENERATION TEMPORARY HOUSING (JOSHCO) STATE-LED HOUSING (HOUSING AND JOSHCO) PROJECTS LINEAR MARKETS (ECONOMIC DEVELOPMENT) IMPROVED MOBILITY (JOBURG ROADS AGENCY) INVESTMENT ATTRACTION (ECONOMIC DEVELOPMENT) Citizen Relations and Urban Management LEAD DEPARTMENT/ME Development Planning PROBLEM STATEMENT . Degenerating CBD 18 linear markets developed or upgraded KPI (2013/16) 2175 affordable rental stock and temporary/ emergency shelter in the Inner City Improved Inner City mobility

BASELINE Inner City Roadmap Economic growth and investment Vibrant 24/7 Inner City OUTCOMES Social cohesion Range of affordable housing

22 Adapted from Chapter 8 of the National Development Plan.

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Investigation Closure of 8 short Walking New Temporary closure of 8 - 2 000 Implementation of towards streets for promoted as a identified short streets for recommendations of the permanent pedestrianisation mode of choice informal trading study closure of 8 short and informal streets identified trading in the Inner city towards enhance mobility

Housing Work- Provision of 2175 affordable Inner City Road AA House - 245 affordable Europa House 1 000 - Project complete stream: affordable rental rental stock and Map stock (remaining 30) stock and temporary/ Implementation Nederburg Rental Housing 15000 - Project complete Number of temporary/ emergency Plan Europa – 168 Affordable affordable rental emergency shelter in the stock (161) stock and shelter in the Inner City temporary/ Inner City Affordable 11 Eloff Street Building 18000 - Project complete emergency City Deep 136 family units shelter in the (216) Inner City 195 Commissioner Street 22000 - Project complete Selby 172 family units Building

Inner City M1 – motorway 100% New Resurfacing, drainage and 100% resurfacing,

24 (1) Metro Mall informal trade stalls, (2) Faraday Market upgrading, (3) Hoek Street Linear Market, (4) Jeppe Street Linear Market, (5) Westgate Linear Markets. 23 (1) Eloff Street Linear Market, (2) Twist Street Linear Market, (3) Jeppe Market, (4) Yeoville Market (upgrading), (5) Metro Mall (market repairs), (6) Quartz Street Linear Market, (7) Faraday Market (additional trading stalls).

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National Spatial Outcomes22: Spatial Justice: Spatial reconfiguration to address the historic legacy of the unfair allocation of public resources and goods. Spatial Sustainability: Sustainable patterns of consumption and production. Spatial Resilience: Protection of ecological systems to reduce vulnerability to environmental degradation. Spatial Quality: Aesthetic and functional features of the built environment Spatial Efficiency: Efficient commuting patterns to bring jobs, houses and social facilities closer to people and people closer to jobs, houses and social facilities. Joburg 2040 Outcome : Provide a resilient, liveable, sustainable urban environment – underpinned by infrastructure supportive of a low-carbon economy Key Projects / Target Baseline Actual Target 2014/15 financial 2014/15 Budget (‘000) 2015/16 target Performance interventions (2013/16) (2006/11) 2013/14 financial year year Capex Opex Indicator (2013/16) Mobility: upgrading Resurfacing, miscellaneous bridge drainage and drainage and upgrade miscellaneous bridge Lane kilometres miscellaneous works of road upgraded bridge upgrade M2 – motorway 100% New Resurfacing, drainage and 100% resurfacing, upgrading Resurfacing, miscellaneous bridge drainage and drainage and upgrade miscellaneous bridge miscellaneous works bridge upgrade Inner City Rehabilitation of 100% of New Phase 1A complete Phase 1B complete Mobility: the Robinson planned work Improved Mobility Canal completed per within the Inner schedule to City improve mobility within the Inner City Integrated Traffic 100% of New Upgraded compliant Signalling planned work signalised traffic completed per intersections schedule to improve mobility within the Inner City

ALTERNATIVE RENTAL STOCK PROGRAMMES HOUSING DELIVERY IN INTEGRATED AND SUSTAINABLE HUMAN SETTLEMENTS

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NEW HOUSING ALTERNATIVE TO BACKYARD SHACKS PROJECT 1 MIXED25 HOUSING OPPORTUNITIES IN THE CITY LEAD DEPARTMENT/ME Housing

. Slow housing delivery PROBLEM STATEMENT . Unsustainable housing location and typologies . ‘Informal and illegal’ housing market

Mixed housing opportunities created KPI (2013/16) New housing standard developed

BASELINE SHSUP (base document)

. Range of affordable housing opportunities in the City . Safe + healthy rental accommodation OUTCOMES . Locally based support mechanism that empowers owners to improve their accommodation + rental income . Supportive engineering infrastructure + billing of services

National Spatial Outcomes26: Spatial Justice: Spatial reconfiguration to address the historic legacy of the unfair allocation of public resources and goods. Spatial Sustainability: Sustainable patterns of consumption and production. Spatial Resilience: Protection of ecological systems to reduce vulnerability to environmental degradation. Spatial Quality: Aesthetic and functional features of the built environment Spatial Efficiency: Efficient commuting patterns to bring jobs, houses and social facilities closer to people and people closer to jobs, houses and social facilities. Joburg 2040 Outcome : Provide a resilient, liveable, sustainable urban environment – underpinned by infrastructure supportive of a low-carbon economy Key Projects / Target (2013/16) Baseline Actual Target 2014/15 2014/15 Budget (‘000) 2015/16 target Performance interventions (2006/11) 2013/14 financial financial year Capex Opex Indicator year (2013/16) Mixed housing Mixed housing 34 000 mixed 3000 units delivered 3200 units delivered opportunities opportunities housing created opportunities New housing Sample houses for Four Better House Sample house and Construction of sample - 653 Sample houses and Technical standard rent and Technical sample houses and Programme Technical Support houses and Support Centres completed for four

25 Mixed housing means a mix in typology, income group and tenure.

26 Adapted from Chapter 8 of the National Development Plan.

106 developed Support Centres to Technical Support Centre completed in establishment of (4) focus areas assist construction Centres completed one focus area Technical Support and access to (Braamfischerville) Centres in two focus finance areas. PROGRAMME ALLEVIATION OF LIVING ENVIRONMENT DEPRIVATION . NUMBER OF INFORMAL SETTLEMENTS BENEFITTING FROM OFF-GRID BASIC SERVICE PACKAGE PROJECT 1 . FACILITATION OF LOCAL MICRO-ENTERPRISES TO MAINTAIN OFF-GRID SERVICES

LEAD DEPARTMENT/ME EISD, Health and Social Development, Economic Development, City Power, Joburg Water, Pikitup

PROBLEM STATEMENT . Inadequate access and cost of services in deprived areas.

KPI (2013/16) 50 informal settlements benefiting from off-grid basic services package

BASELINE New indicator

. Co-production in the delivery of basic services OUTCOMES . Poverty alleviation

National Spatial Outcomes27: Spatial Justice: Spatial reconfiguration to address the historic legacy of the unfair allocation of public resources and goods. Spatial Sustainability: Sustainable patterns of consumption and production. Spatial Resilience: Protection of ecological systems to reduce vulnerability to environmental degradation. Spatial Quality: Aesthetic and functional features of the built environment Spatial Efficiency: Efficient commuting patterns to bring jobs, houses and social facilities closer to people and people closer to jobs, houses and social facilities. Joburg 2040 Outcome : Provide a resilient, liveable, sustainable urban environment – underpinned by infrastructure supportive of a low-carbon economy Key Projects / Target (2013/16) Baseline Actual Target 2014/15 financial year 2014/15 Budget (‘000) 2015/16 target Performance interventions (2006/11) 2013/14 financial year Capex Opex Indicator (2013/16) Number of Technical 100% completion of New Concept document and 100% completion of Phase 1 – - 108000 Reduced living environment informal specification of off-grid service action plan for 1 highly Report on an integrated off-rid deprivation , as measured by settlements basic services solution in 50 informal deprived area (Slovo Park solution for Slovo Park improved access to sanitation in benefiting from package28 settlements informal settlement) 50 informal settlements serviced off-grid basic

27 Adapted from Chapter 8 of the National Development Plan.

28 a) off-grid energy, b) off-grid sanitation, c) waste management to compost and/or reuse recyclables as energy, d) temporary shelter built from smart materials replacing traditional shack, e) microcredit for installation costs of (a) , (b) and maintenance applied through charges for services at zero or close to zero interest.

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National Spatial Outcomes27: Spatial Justice: Spatial reconfiguration to address the historic legacy of the unfair allocation of public resources and goods. Spatial Sustainability: Sustainable patterns of consumption and production. Spatial Resilience: Protection of ecological systems to reduce vulnerability to environmental degradation. Spatial Quality: Aesthetic and functional features of the built environment Spatial Efficiency: Efficient commuting patterns to bring jobs, houses and social facilities closer to people and people closer to jobs, houses and social facilities. Joburg 2040 Outcome : Provide a resilient, liveable, sustainable urban environment – underpinned by infrastructure supportive of a low-carbon economy Key Projects / Target (2013/16) Baseline Actual Target 2014/15 financial year 2014/15 Budget (‘000) 2015/16 target Performance interventions (2006/11) 2013/14 financial year Capex Opex Indicator (2013/16) services package Facilitation of 50 informal New Development of financial 100% development of financial 50 clusters of Micro enterprises local micro settlements operating model for co- operating model and co-ops linked to 50 target enterprise/cooperatives and micro informal settlements operatives to enterprises 100% specification of training maintain and trajectory roll-out off-grid Specification of a training services trajectory designed to build package as a the skills and capabilities first step to of the same co-operatives developing and micro-enterprises capability in deprived areas Development of a to deliver and candidate profile and maintain screening process for local 100% development of permanent unemployed youth and candidate profile and screening services adults in informal process infrastructure settlements

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PRIORITY 4, 8 & 9: ECONOMIC DEVELOPMENT

A brief description of the services provided which may include the level and standard of service provided to each customer group;

Investment Promotion & Facilitation

 Promotion of Investment Opportunities  Marketing of Investment Projects  Information on the various investment sectors and industries within South Africa  Facilitation of investment missions, including travel itineraries  Introduction to key stakeholders in private and public sectors  Introduction to potential joint venture partners and black economic partnerships  Consultation on the prevailing regulatory environment  Information on incentive packages  Guidance with plant/site locations – Industrial Development Zones  Assistance with work permit applications  Logistical support for relocation  Dedicated aftercare service  Input into policy formulation

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Investment Promotion & Facilitation FIRST PHASE

PROJECT IDENTIFICATION / EVALUATION / SCOPING

TIME FRAME OF ONE MONTH

STEP 1 STEP 2 STEP 3 STEP 4 STEP 5 STEP 6

•PRE-FEASIBILITY OF PROJECT EVALUATION •OBTAIN OF PROJECT PRELIMENARY IDENTIFY REQUEST FINAL REVIEW INVESTMENT DRAFT POTENTIAL PACKAGING COMMENT / SIGN OFF RESEARCH AND AND INVESTMENT INVESTORS TAKE FINAL ON PROJECT ANALYSE BRIEF SCOPING THE DECISION BRIEF MARKET PROJECT TEMPLATE ON PROJECT INTELLIGENCE AND

•PRELIMENARY PROJECT COMPANY & MATRIX PROJECT IDENTIFICATION

/ FER /GGDA / DTI T&IP / FER / JOBURG T&IP T&IP/GGDA/FER GGDA/ DTI T&IP T&IP

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Investment Promotion & Facilitation SECOND PHASE MARKETING, RECRUITMENT AND PLANNING

TIME FRAME OF ONE MONTH TO SIX MONTHS

STEP 7 STEP 8 STEP 9 STEP 10 STEP 11 STEP 12

SITE PREPARE DOMETSIC SCREENING AND VISIT, COMPANY COMPANIES SELECTION AUDIT/INVESTMENT COMPLETE *MB AND MATCHMAKING & PROMOTIONAL AND SCREENING AND INVESTORS/ APPRAISAL & DUE TECHNICAL INTERVEN- INVESTMENT AND PROJECTS SELECTION OF DILIGENCE TIONS SEMINARS RECRUITMENT PROJECTS/INVESTORS & INVESTMENT (ONLY WHEN APPRAISAL /DUE ACTIVITIES REQUIRED) (TARGETING ACTIVITIES) DILIGENCE

T&IP/EC/GEDA/ T&IP / GGDA / EC T&IP/ FER/ T&IP / EC / GGDA T&IP / FER FER/T&IP CoJ MKTNG/ EC/ 112

 A description of senior management capability and structure; A cadre of highly experienced and qualified Trade and investment promotion with proven track record. The team that possesses the ability to use both the left hand side and the right hand side of their brains. Dedicated and highly skilled personnel with proven track record. The team with strategic international networks and economic diplomacy..

 Objective A programme of all the activities leading towards trade and investment attraction , business retention expansion, growth and job facilitation towards 2040. The following are the building blocks of strategic activities that makes up the BSIV programmes : • Sector Research v/s Trade and investment markets & Economic Corridors • Identification and Packaging Investment Project and Opportunities • Investors Roundtable • Investment Fast tracking • International Investment Forum • Investor’s Day -Infrastructure Investment Economic Corridors • Market Day- Agro-processing Market of the Future • Tourism Roundtable • Investor’s Days –Property Development and Construction • Trade Exhibition - Export Week • Permanent Exhibition – displaying value added products • Exporter’s Roundtable- Freight and logistics • Generic Marketing Campaign – Fresh Produce & Agro-processing • Export Development • Export readiness • Product Component Model • Market penetration/off-take- Walmart & export • Joburg –GEP-SEDA –Walmart 180 clients (small and emerging exporters) • CoJ Incentives Programme • Investment Global Outreach Programme

• Why is this a priority? This is a mayoral priority as it supports the City’s GDS 2040 for: – job creation – Increased rand value of exports and investment – Investment attraction in line with NDP and Millennium Development Goal 8

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– Raising export in line with NDP – Contribute towards critical and strategic economic infrastructure development to make conditions conducive for Foreign Direct Investment.

• Link to strategy The primary outcome of the cluster is to create an environment that will ensure economic growth that is job inclusive, resilient, and competitive, and harness the potential of citizens. The cluster will ensure the realisation of the following outputs: . Job intensive economic growth; . Promotion and support to small exporters; . Support skills acquisition . Increased competitiveness of the economy; . Balanced spatial economic development . Support economic corridors of freedom . Strategic and employment intensive sectors . A smart city of Johannesburg that is able to deliver quality services to citizens in an efficient and reliable manner.

• Narrative on strategic focus areas and plans to address issue 1. Joburg Export Development Programme The Programme is linked to the national integrated export strategy and caters for small exporters based in Johannesburg in any sector that have an exportable commodity or service. Enterprises applying to participate must have been established in the South African market for at least two years. The Project aims to help these companies take that giant stride from local enterprise into export markets. Make companies export ready administratively, technically and product wise. Expanding the exporter base. Growth and diversification of Joburg’s export basket. Focus on the enhancement of the national export culture, provision of information and advice, capacity building, creation of opportunities. Assist companies at all levels to ensure retention, expansion and diversification by company, product and market (Global Exporter) . The Trade and Investment’s medium and short term master programmes (Five year IDP) and key flagship projects:

• Buy Sell Invest and Visit Joburg 2013 • Export Development . Exporter Development

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• Administrative readiness • Technical • Business readiness • Export readiness . Product Development . Market Development

2. Global Outreach programme The World Economic Forum is the leading business convening and networking forum in the world. It is proposed that the COJ align a number of its commercial diplomacy engagements to the regional summits held by the WEF. This would facilitate networking with the top leadership of the world’s leading firms. The City of Johannesburg is lobbying the WEF to be hosted for the first time in Johannesburg which will have an impact on Johannesburg Business Tourism and Conferencing. The City further aims to commensalise on Brand S.A as an accredited strategic stakeholder . The City will have access to 2500 investors and decision makers attending WEF by hosting a sideline Joburg Forum in partnership with Brand S.A. Targeted WEF summits for the COJ’s consideration are: • Davos-Kloster, Switzerland • Abuja, Nigeria – • Tianjin, China – 11-13 September 2014 ( Fresh Produce-Citrus & Agro- processing) • Delhi, India – November 2014 A combination of economies from the BRICS, leading emerging markets and developed economies have been prioritized. • China (Beijing/Tianjin) • India (Delhi) • Nigeria (Abuja, Lagos) • Switzerland (Davos) Fresh Produce and Agro-processing, Jewellery • Singapore/Indonesia –Fresh Produce and Agro-processing • UAE –Fresh Produce and Agro-processing • Germany (Frankfurt) Fresh Produce and Agro-processing, Auto ,Energy • Turkey (Istanbul) leather and agro-processing • Sri Lanka Common Wealth Business Forum

• Key Desired outcomes – Increased rand value of exports

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– Increased rand value of investment – Job creation – To ensure successful implementation of the trade and investment BSIV programme – To develop and review a brochure of fully costed and bankable projects annually. – To develop and review the incentives booklet annually – To institutionalise the Executive Investment Fast tracking Committee – To have a business to business matchmaking – To generate the rand value of trade and Investment business transactions – To expose small exporters ,emerging exporters and aspiring exporters (SMME’s , BEE’s ,WE & Cooperatives) – To showcase value added goods and services with elasticity of demand – Branding and image building of the City of Johannesburg 3. Incentives Development In order to increase industrial competitiveness and increase broad participation of enterprises in the economy, the City and the dti provides financial and non-financial support to qualifying companies in various sectors of the economy. Financial support is offered for various activities, including manufacturing , business competitiveness , export development and market access as well as foreign direct investment. The aim is to:  Identify and collate city wide investment incentives  Identify Relevant Incentives from the dti, GEP,SEFA,IDC and DBSA  Annual review existing incentives with relevant stakeholders in the City  Package and market incentives

4. Investment Project Packaging

The project approach is to firstly make an initial review of all the sectors of economic importance as guided by the CoJ. The review will consider the characteristics of each sector including existing infrastructure, competitive benefits, special needs, tax incentives, establishment of new trade partners, labour force skill and capacity as well as present private sector interest in that specific sector. This will be mapped in line with economic corridors of freedom as well as international investors and the strategic targeted market. The potential impact of projects will be considered on the local economy, future growth rates, foreign investment, job creation as well as advantages to previously disadvantaged communities.

Post the development of a project database the projects will be evaluated for their current degree of project preparation. A project preparation budget will be implemented in order to develop bankable business plans. Additional project preparation will include financial engineering and modelling, legal advice, design work, economic impact and feasibility studies of the projects. Funding strategies will be developed though consideration of possible sources of capital, likely terms as well as projected returns for investors. Due consideration will be given to the availability and extent of CoJ’s internal resources.

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The business plans will be prepared to the point that it can be presented to external funders to gain commitment and generate appetite for them to conduct a due diligence. In its broad sense, investment programming is a complex concept which covers project identification and prioritisation, project planning and financing, program and project management and monitoring and evaluation, therefore given the complex nature of such an assignment the preferred service provider should demonstrate capability but most importantly the proper fit for this assignment

5. Conducting In-depth Sector Research per Market , Economic Corridor and Formulating a Strategy to Promote and Position Economic Sectors in the City of Johannesburg vis-à-vis Exports and FDI Inflows Aim of project:

a. Creating an in-depth understanding of economic sectors in Johannesburg based on rigorous analysis of past and current performance in order to pragmatically position identified sector opportunities in Johannesburg to attract foreign direct investment to identified economic corridors of freedom b. The in-depth understanding of identified sectors will be able to inform a detailed strategy of which investors to approach for fostering investment and growth in different sectors, and map/plan of how to implement this c. Attracting FDI into the City of Johannesburg will have broad spillovers, including across departments of the City, various regions of the City, as well as provincial and national implications Key components of the project:

d. In-depth Sector Research e. Trade, Investment, Market & Economic Corridor Mapping f. Investment optimization strategy for Corridors g. Services export strategy in line with national integrated export strategy h. Strategy Implementation

117 i. Establishment of the Competitiveness Council j. Trade and Investment roundtables  Green Economy Roundtable  Incentives Roundtable  Competitiveness roundtable  Institutionalisation of the investment fast tracking committee  Tourism roundtable  Exporter development roundtable:  Youth In Export Seminar k. International Investment Forum l. SAITEX Trade Exhibition m. Foodex Japan in partnership with Joburg Market n. Joburg Permanent Trade Exhibition

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6. Key policies and strategies linked to the priority that guidesTrade and Investment promotion are as follows: Follow National, Provincial & COJ Policies & Mandates IPAP II GEGDS IDP ASGISA Industrial Policy Framework GDS 2040 (New Growth Path) Econ Dev Pol &Strat Framwk NSDP Action PLAN 1&2 Region Spatial D Framework Green accord Procurement Accord Macro Economic Policy National Development plan Integrated Manufacturing Strategy Gauteng Employment Growth Development Strategy 7. Job creation & Employment  Reduction in poverty and unemployment  New skills or additional skills development and labour absorption  Small business opportunities & market entry  Low skills requirement for entry into job market  Trade and Investment Promotion 8. Millenium Development Goal 8 9. NEPAD priorities 10. NGP POLICY ALIGNMENT 11. NDP POLICY ALIGNMENT Aims: – To create 11mil jobs by 2030 – Reduce unemployment to14% by 2020 & to 6% by 2030 – Increase GDP 2.7 times in real terms between now and 2030 – GDP per capita increase from R50k/person in 2010 to R110k in 2030 – Export volume growth by 6% a year to 2030 – Savings rate should rise from 15% of GDP to 25% – Gross Fixed Capital rise from 17%-30% Targets: – Increase Exports – Support Small Business – Improve Education – Boost Rural Development – Provide affordable transport – Reform public health – Improve labour market

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STRATEGIC ANALYSIS Reflection of the previous financial year: As stipulated by the MFMA, this section should include commentary on the past years performance and the impact on future performance objectives. Highlight impediments, achievements and progress against the department/ME priority programmes. Further, a description of the changes to the service levels and standard over the period covered in the medium term revenue and expenditure framework.

Analysis: The aim of this section is to identify the context in which the department/ME plans are drafted. This is an environmental scan which provides insight into key drivers which will impact directly on the work of the department/ME. It is recommended that departments/MEs do a contextual analysis as well as the SWOT analysis of its environment. This exercise will assist department/ME in understanding forces driving risk and change so that a response can be developed.

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Political: Economic:  Politically stable environment  Competitiveness   Increasing traffic congestion  High telecommunication costs  Competition from other cities  Physical distance from certain markets e.g. Europe and  Other cities offer more competitive incentives  Investment climate  Ageing local infrastructure e.g. Sewage and rain water drain systems  Electricity supply constraints  Perceptions of crime  Increasing skills shortage  Volatility of the international financial markets Technology: Legal:  Disruptive and intermittent IT system  Strong legal environment

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 Where are we now?  How is the situation in which we operate under changing?  What is likely to happen?  What should we do?

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Strengths: Opportunities: Organisational and Institutional Organisational and Institutional  Investment Promotion Unit established  Advocating for investment incentive changes with Treasury and Competitiveness the Directorate of Trade and Industry  Geographic position in the SADC region and proximity to Competitiveness markets in SADC and Sub Saharan Africa  Position as a leading investment destination in  International gateway to the rest of the continent Investment climate  Home of the largest stock exchange on the continent  Collaboration with universities and other high learning institutions  Linkages to national, regional and global supply chains to build skills in selected areas Investment climate  Facilitate investments in upgrading the infrastructure within the  Security of property rights city  A stable and working democracy  Facilitating Investment in upgrading the transport infrastructure  Functioning court system within the city and linking the city to other economic centres in  English language proficiency  Advanced telecommunications, transport and other infrastructure  Availability of good educational institutions  Sophisticated financial services system

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Weaknesses: Threats: Organisational and Institutional Organisational and Institutional  Limited financial and human resources within the Investment  Failure to manage diffused governance Promotion Unit  Traditional investment incentives are managed by national  No direct control over all aspects of the investment climate e.g. government investment incentives Competitiveness  Even though there are relationships with Business chambers  Increasing traffic congestion links between the private sector and the TIPD can be improved  High telecommunication costs  Competition from other cities  Physical distance from certain markets e.g. Europe and  Other cities offer more competitive incentives Investment climate  Ageing local infrastructure e.g. Sewage and rain water drain systems  Electricity supply constraints  Perceptions of crime  Increasing skills shortage  Volatility of the international financial markets

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The ‘SWOT Analysis’ considers the department/ME internal strengths and weaknesses in relation to the external opportunities and threats. Some of the opportunities and threats might have emerged from the contextual analysis that would have been done.  Strength: What do we do well?  Weakness: What do we not do well?  Opportunity: Where can we improve?  Threat: If we do not improve, what is likely to happen?

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Key Success Factors vs. CoJ Objectives

Key Factors in order of priority for the City of Joburg Trade & Investment

Market Share 95% 0.5% 0.5% 3%

Key for Success CoJ other other other

1 Situational analysis(Swot,Pestie) Strong

2 Identify opportunities Strong

3 Manage operational activities Strong

4 Buy-in and teamwork Strong

5 Motivated Staff Ave

6 Quantity of skilled staff Ave

7 Financial Muscle/Budget Strong

8 Align B/plan with vision Weak

9 Identify 5 flagship projects/year Strong

10 Establish and manage staff Strong

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PESTL Analysis: This analysis reflects on the political, economic, social, technological and legal environment in which the department/ME operates in. This analysis will assist the department/ME in answering the following questions:  Where are we now?  How is the situation in which we operate under changing?  What is likely to happen?  What should we do?

SWOT Analysis: The ‘SWOT Analysis’ considers the department/ME internal strengths and weaknesses in relation to the external opportunities and threats. Some of the opportunities and threats might have emerged from the contextual analysis that would have been done.  Strength: What do we do well?  Weakness: What do we not do well?  Opportunity: Where can we improve?  Threat: If we do not improve, what is likely to happen?

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2014/15: IMPLEMENTATION AND PERFORMANCE OVERVIEW

This section outlines the critical path to be followed by the department/ ME in the year ahead. As the title suggests, this should the “what”, the “why”, the “when”, and the “how” as well as the desired outcomes. As outlined in the MFMA the following key areas should be covered:  Measurable objectives;  Expected outcomes;  Programme outputs and targets of the institutions programmes;  Projects aligned to priorities  Performance measurements  Quarterly cumulative targets

The table below can be used as a guide to present in summary this information.

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JOBURG 2040 OUTCOME: An inclusive, job-intensive, resilient and competitive economy that harnesses the potential of citizens

Joburg 2040 outcome: An inclusive, job-intensive, resilient and competitive economy

Key Priority Long term IDP programme Key Target (2013/16) Baseline Target 2013/14 Target 2014/15 Target 2014/15 Budget (per programme) impact (Joburg Performance (2006/11) financial year financial year 2015/16 2040 related Indicator financial Capex Opex output) (2013/16) year SMME and Promotion and Number of SMME 7 SMME Hubs 10 000 SMME 1250 SMME 4 000 SMME 5 000 SMME 10 000 Nil R5m Entrepreneurship support to small and supported across City supported SMME Development business Entrepreneurs 12 Sector-based Depts. & ME that are supported Incubators Job intensive by the COJ and 15 000 sustainable jobs economic growth other Agencies 15 000 SMME created by supported and 150 SMME Number of Cooperatives permanent jobs supported by COJ A measured created and other improvement in the rate agencies of job creation by SMME Number of SMME hubs launched 5 000 jobs created by SMME supported

SMME and Promotion and Linear Markets Number of linear 5 Linear Markets New 0 5 Linear 5 Linear R50,58m Nil Entrepreneurship support to small markets implemented Markets Markets business implemented implemented in Implemented the Inner City or Corridors Creation of Work Creation of 35 Creation of Creation of 50 Creation of 50 Nil R36.492 000 Opportunities 000 Work 50 000 Work 000 Work 000 Work using the EPWP Opportunities Opportunities Opportunities Opportunities Incentive Grant 2012/2013 2013/2014 created Creation of 50 000 Work Opportunities

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Joburg 2040 outcome: An inclusive, job-intensive, resilient and competitive economy

Joburg Broadband Reduce cost of Access and % reduction in the 20% reduction in CoJ Terms of Migration Plan Migration to Nil R50m (still to be Network(JBN) doing business connectivity CoJ telecommunication costs references and Audit phase City requested) Reliable fast telecommunicatio Appoint Service verification of service unto broadband n costs by 30 Provider the Broadband the infrastructure June 2016 fibre optic broadband network network Green Economy Deliver a thriving Sector Deliver a thriving Number of SMMEs Green Re- Research in Two (2) Nil R7m Green and Diversification, Green and (artisanal and orientation emerging green newly competitive Productivity and competitive apprentices) re-oriented Facilitated sectors identified Economy that Competitiveness Economy that and trained in green Staff costs green maximises Support – Green maximises skills Green industries government and Economy government and Green procurement and private sector private sector Number of SMMEs/co- Economy and reform implemented assets such as assets such as ops facilitated with Incentives facilitated to land to create land to create opportunities in the Policy and empower green industries, green industries, green sector; Stakeholder SMMEs uptake green jobs and green jobs and facilitation green SMME green SMME Number of jobs entrepreneurs. entrepreneurs. facilitated in the roll out of City wide green infrastructure initiatives and through the demand created by the City’s green procurement and practices Buy Sell Invest and Increased Investment Increased Rand R1 billion R1 billion R300 million R300 million R400 million Nil R2m Visit competitiveness Promotion value of trade and value of Investment and value of value of value of value of of the City’s Targeting WEF investment and/or /or business Investment business business business Trade & Investment economy and CBF business transactions facilitated and /or transactions transactions transactions Promotion, summits and transactions business and/or and/or and/or

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Joburg 2040 outcome: An inclusive, job-intensive, resilient and competitive economy

Key Priority Long term IDP programme Key Target (2013/16) Baseline Target 2013/14 Target 2014/15 Target 2014/15 Budget (per programme) impact (Joburg Performance (2006/11) financial year financial year 2015/16 2040 related Indicator financial Capex Opex output) (2013/16) year Attraction, Business sector specific facilitated. transactions investment investment investment Retention roundtables facilitated attracted attracted attracted Expansion (Buy Sell Invest Increased number 2630 and Visit Joburg) of jobs facilitated construction 2630 2630 jobs 4602 construction construction permanent jobs jobs jobs 4602 permanent jobs 4602 permanent jobs Rejuvenation of ICPS Properties New target Property 4 properties 6 properties R11m Nil the inner City released for released for development development

Increased inner Catalisation of Mapping financial 10 000 jobs 10 000n jobs nil 5000 5000 city economic activity modelling , 60 SMME’S 60 SMME’s competitiveness nodes in priority overlaying of and corridors through commercialised commercialisation commercialisation concepts for of economic investment activity nodes optimisation within the corridors Institutionalisation Executive Investment Executive Report Report Operationalis Nil R100K of Executive fast tracking Committee Investment approved by approved by ation Investment Fast institutionalised fast tracking Sub mayoral mayoral tracking Committee committee committee Committee institutionalis ,launch and ed operation

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Joburg 2040 outcome: An inclusive, job-intensive, resilient and competitive economy

Key Priority Long term IDP programme Key Target (2013/16) Baseline Target 2013/14 Target 2014/15 Target 2014/15 Budget (per programme) impact (Joburg Performance (2006/11) financial year financial year 2015/16 2040 related Indicator financial Capex Opex output) (2013/16) year Increased export Trade Promotion Rand value of R1.5 billion value of R1.5 billion R600 million R700 million R800 million Nil R2m and sector SAITEX & Foodex business business transactions value of value of value of value of competitiveness Japan Exhibition transaction business business business business of the City’s and Joburg transactions transactions transactions transactions economy Permanent Trade Exhibition and targeting sector specific roundtables

Increased export Trade Promotion Rand value of R1.5 billion value of R1.5 billion R600 million R700 million R800 million Nil R2m and sector SAITEX & Foodex business business transactions value of value of value of value of competitiveness Japan Exhibition transaction business business business business of the City’s and Joburg transactions transactions transactions transactions economy Permanent Trade Exhibition and targeting sector specific roundtables

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Joburg 2040 outcome: An inclusive, job-intensive, resilient and competitive economy

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PRIORITY 5: ENGAGED ACTIVE CITIZINERY

This priority is focused on residents’ daily experiences as they interact with the municipality. The engaged active citizenry concept advances a simple principle and notion that every resident of the City is an important stakeholder and deserves to be heard and engaged with consistently on matters of public governance and service delivery. In return, every resident is expected to be an active and responsible participant in shaping the future of the City and the general well-being of society. Through mutual coproduction the City aims to continue working together with communities to produce better outcomes. These depend upon using diverse skills and expertise of both the professionals and residents. This is particularly valuable where problems cannot be easily solved with standard solutions.

A ward-based approach to active citizenry is envisaged, using a multi-centric model to promote active and participative citizenry embedded on a better understanding of residents’ needs and issues. In addition, organisational culture change, pro-active engagement, continuous citizen interaction, creation of social capital, community based planning and budgeting, advancing the ideals of responsible citizenry, civic education and empowerment will be focused on through this priority.

Key outcomes  Active citizenry showing inspirational leadership at all level of society;  Enlisting of community based structures to re-energise the City and develop the interest of shared responsibility and values for the development of the city and neighbourhoods;  Creation of social compact and effective urban governance;  Enhancement of the vision of a caring municipality;  Meaningful state-society engagement;  Promote values of responsible citizenship and solidarity; and  Mobilisation of communities to take charge of their future and assume responsibility for outcomes.

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Priority Projects Intended Key Project Measurement Baseline 2014/15 Cumulative performance targets programmes impact of Performanc unit Performance (Tangible, measurable targets that fulfil requirements of project e Indicators Target being SMART) Quarter1 Quarter2 Quarter3 Quarter4 Engaged Citizen Active Implementati % 70% 29100% Finalise and 50% 75% 100% Active Relationship citizenship and on of city implementation implementation approve city implementa implement implementati Citizenry and Social social wide of engaged wide tion city ation on city wide Mobilisation mobilisation engaged active citizenry integrated wide city wide targeting active priority priority targeting targeting 5000 citizens citizenry mobilizing programme 3000 5000 action plan 13 000 people action plan citizens citizens to become active, patrons and local champions for sustainable and better communities Integrated Improved Achievement % achievement 70% 3090% 60% 70% 80% 90% service citizen of the of the Customer achievem achievement of delivery satisfaction Customer Charter Service ent of the the Customer monitoring Charter Standards Customer Service and Service Service Charter performance Standards Charter Standards assessment by reporting Standards in line with Department service and MEs standards focusing on service delivery

29 Engaged Active Citizenry action plan to include CBP community conversations, GDS outreach, City PIPs, civic empowerment, self- reliance community initiatives, active citizenship, proactive leadership outreach and reinforcement programme, strategic partnerships and public awareness

30 The achievement of the target solely depends on the delivery and performance by reporting departments and MEs

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Projects

31 The CBP strategic partnership projects are subject to approval of such projects by the City following community engagements

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PRIORITY 5: RESOURCE SUSTAINABILITY

JOBURG 2040 OUTCOME: Provide a resilient, liveable, sustainable urban environment – underpinned by infrastructure supportive of a low-carbon economy

Resource Sustainability: Description and Focus Economic growth is strongly interrelated with the demand for water, Johannesburg population will grow from 4.4 million people (2010/11) electricity, liquid fuel and mining and the resultant generation of to 5.5 million in the next ten years (2020). Taking current capacity waste. levels into consideration most of the infrastructure to support this Managing natural resources as either pristine resources or as growth must therefore still be provided in years to come. valuable economic commodities is the prime objective of this Priority It is now the opportune time to ensure that such infrastructure are with a focus on the consequences of using these natural resources sustainable, resilient and of a low carbon nature. for human activity. Human actions are depleting Earth’s natural The City needs to explore and invest in new innovative measures that capital, putting strain on the environment that the ability of the planet’s will not only protect the City’s life-supporting ecosystems, but will ecosystems to sustain future generations can no longer be taken for enhance the quality of life of its citizens. The concept of resource granted. sustainability includes the following key elements: This means that the City has an obligation to ensure ecological . Climate change and air quality sustainable development and the use of natural resources while . Water security and water resource management furthering justifiable economic and social or human development for . Biodiversity purposes of survival and prosperity. . Ecological infrastructure and open spaces . Integrated waste management

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Key outcomes: Broad Assumptions Reduce impact on climate change and supply of an energy mix Politically-driven governance model to ensure long-term regional (diversification) focus Acceptable levels of clean air Joburg in the short term incrementally builds towards the city-region Improved and protected water courses through the 3 decades Water Conservation and Demand Reduction Joburg will adapt NDP 2030 into its planning horizons from 2014 Protection of biodiversity Decade 2 provides the NDP tie-in and delivery based on current NDP Ecologically functional open space system and equitable provision of The City needs to explore and invest in new innovative measures that recreational open spaces will not only protect the City’s life-supporting ecosystems, but will Reduce waste to landfill sites and increasing recycling initiatives enhance the quality of life of its citizens. The concept of resource Behavioural change around demand side management (DSM) and sustainability includes the following key elements: environmental sustainability

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Key Performance Area Policy Framework Regulatory Framework

Respond to climate change . Long-term Mitigation Scenarios for SA, . None impacts. 2007 . Climate vulnerability assessment & action plan, 2008 . Climate Change Adaptation Plan, 2009 . SA Integrated Resource Plan, version 2, 2010 . Discussion Paper on Carbon Tax for SA, 2010 . National Climate Change Response White Paper, 2011 . Energy & climate change Strategy & Action Plan, 2013 Air pollution reduction . 2010 Air Quality Management Plan (to be . National Environmental reviewed in 2014/15 FY)) Management: Air Quality Act, 39 of 2004 . Air permitting & licensing (By- laws)

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Key Performance Area Policy Framework Regulatory Framework

Demand side management . National White Paper on Energy, 1998 . National White Paper of (water and energy) . National Energy Efficiency Strategy, 2005 Renewable Energy Policy, 2003 . Energy Efficiency Design Guidelines for . National Energy Bill, 2008 buildings, 2008 . Energy Demand Side Management Policy, 2012

. Water Conservation & Demand . Strategic Framework For Water Management (Accelerated Water Services , September 2003 Conservation and Demand Management . National Water Services Strategy towards 2014), 2012 Regulation Strategy, 2010 Protection of the ecological . Catchment Management Policy (2008) . Stormwater By-laws reserve and river ecosystems . Wetland Protection & Management Plan . Stormwater manual and conservation of water (2009) resources . State of Rivers Report (2010) Biodiversity conservation and . Biodiversity Strategy & Action Plan (2009) . Constitution (Act 108 of 1996) enhancement of ecosystem . Open Space Management Framework . The National Environmental goods and services (2008) Management Act (Act 107 of . Bioregional Plan (2011) 1998) . National Environmental Act (Protected Areas Act) . Conservation of Agricultural

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Key Performance Area Policy Framework Regulatory Framework

Resources Act . Environmental Conservation Act . Municipal Systems Act (Act 32 of 2000 Integrated waste management . Integrated Waste Management Policy & . Waste Management Act 59 and regulation of the city’s Plan, 2011 (2008) waste streams . National Waste Management . Waste Management Bylaws Strategy,2011 (2013) Integration and mainstreaming . Requirements for High Density Areas of environmental issues . Environmental Management Frameworks for priority areas . State of the Environment Report – 2014 (underway)

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Annexure A: Implementation Plan: Resource Sustainability Programme CLIMATE CHANGE, AIR QUALITY AND ENERGY PROGRAMME ( Flagship Programme) Problem Statement Increase in atmospheric Green House Gas (GHG) emissions & High levels of air pollution High impact on Climate Change and vulnerability Declining revenue base from electricity sales Desired Outcome Reduction in atmospheric greenhouse gas emissions/ carbon footprint Identification of opportunities and revenue streams created by Clean Development Mechanisms (CDM) under Kyoto Protocol Adaptation to the impacts of climate change by increasing resilience Impact Indicator % Reduction in GHG emissions % Impact on enhanced resilience Baseline Used national baseline (5-10% reduction by 2020), developing a Joburg baseline through Global Protocol for GHG emissions for Communities (GPC) measurement process

Key Performance Indicator Projects / interventions Target Baseline Target 2013/14 2014/15 Budget (per programme) 2015/16 target (2013/16) (2013/16) (2007/11) FY MtCO2 Opex Capex Sector: Energy Roll-out of Solar water 15% 8% new R50m R7.9m 15% % Reduction in GHG heaters emissions as a result of (City Power) purchasing less Retrofitting council- 5% 3% New To be To be 5% electricity from coal-base owned buildings (City confirmed confirmed source (ESKOM) Power) Sector: Transport Rollout for BRT 30% 26% New To be To be 30% % Reduction in GHG Metrobus green fuel confirmed confirmed emissions from council and other transport owned fleet Sector: Water Installation of biogas 10% 7% new To be To be 10% % Reduction in GHG plant at other WWTW’s confirmed confirmed emissions from (Joburg Water)

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Key Performance Indicator Projects / interventions Target Baseline Target 2013/14 2014/15 Budget (per programme) 2015/16 target (2013/16) (2013/16) (2007/11) FY MtCO2 Opex Capex WWTW’s Sector: Waste Harvesting landfill gas 20% 7% 10% Nil Nil 20% % Reduction in GHG to energy (EISD) emissions from waste to energy Conversion of organic 7% new To be To be 7% waste to energy (Fresh confirmed confirmed Produce) Sector: Biodiversity Tree planting – 20 000 20% 20 000 t.b.c t.b.c 20% % Reduction in GHG trees emissions from waste to planted energy

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Programme WATER DEMAND MANAGEMENT

Problem statement Limited water supply (limited resources) Desired Outcome Adequate water supply for urban use Impact Indicator Maintain supply volumes at the approved extraction volumes (WUL allows for 1570Ml/day by 2020) Baseline 2013 (Actual volumes extracted)

Key Projects / Target (2013/16) Baseline Target 2013/14 financial 2014/15 Budget (per programme) 2015/16 target Performance interventions (2006/11) year Indicator Opex Capex (2013/16) Limit daily Interventions to 6% Reduction32 New JW still using % R98 286 25% usage of reduce water (from 31% losses UFW for this year water (not losses (non- to 25% losses) (12/13 NRW= and target is 29% to exceed revenue water) 40.7%) target of Interventions to TBD TBD New TBD 1500ML/da increase the y use of rain water harvesting:

Households (JW)

Institutions (EISD) Increase in Ground water TBD TBD New TBD

32 15.7% reduction = ± 246.49 Ml/day

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Key Projects / Target (2013/16) Baseline Target 2013/14 financial 2014/15 Budget (per programme) 2015/16 target Performance interventions (2006/11) year Indicator Opex Capex (2013/16) supply (exploring from phase)33 alternative sources (additional ML/day) Programme RIVER HEALTH & ECOLOGICAL INFRASTRUCTURE

Problem statement Poor state of river health (water quality, aquatic life, erosion, sedimentation, alien vegetation etc.) Fragmentation and degradation of open space networks and associated ecological infrastructure To improve the ecological state of rivers Desired Outcome Well managed and ecological functional open space system and equitable provisioning of open spaces contributing to livable communities Number of water courses rehabilitated to improve river health (measured in terms of present Impact Indicator ecological status class which is an aggregate of the total river health including water quality, aquatic life, habitat integrity, riparian vegetation) % increase in secured and well managed open space 2 Water courses improved; 5 % Reduction of E.coli in Water Quality Hotspot Areas Baseline State of river Report 2010: Improvement of PESC; Klipspruit Environmental Management Framework Report; Jukskei Environmental Management Framework Report

Key Performance Projects / interventions Target (2013/16) Baseline Target 2013/14 2014/15 Budget R‘000 (per 2015/16 target Indicator (2013/16) (2006/11) financial year programme) Opex Capex Number of Various Number of river New New Nil Nil Improve 2 river health water courses interventions34 health monitoring monitoring points

33 An investigation into the feasibility of ground water is included in the EISD business plan for 2014/15

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Key Performance Projects / interventions Target (2013/16) Baseline Target 2013/14 2014/15 Budget R‘000 (per 2015/16 target Indicator (2013/16) (2006/11) financial year programme) Opex Capex rehabilitated points improved from a lower class to a higher class35

River clean-ups 8 River clean-ups New 3 River R4.6 mill R40 mill 4 River clean ups (EISD) conducted clean-ups Rehabilitation Number of New 2 7 projects completed projects rehabilitation projects completed Jobs created in river 450 350 150 500 health programme (EISD)

2011/12 2012/13 2013/14 2014/15 2015/16 POLLUTION POLLUTION CONTROL POLLUTION CONTROL POLLUTION CONTROL POLLUTION CONTROL (RIVER CLEANUP) (RIVER CLEANUP) (RIVER CLEANUP) CONTROL (RIVER (RIVER CLEANUP) CLEANUP) 1. Diepklooof (Bailey 1. Diepkloof (Bailey 1. Diepkloof (Bailey Spruit tributary of Spruit tributary of klip Spruit tributary of 1. Alexandra klip river): Litter and river): Litter and Debris klip river): Litter and Jukskei River: Debris control control Debris control Litter and 2. Lower Jukskei river 2. Lower Jukskei river in 2. Lower Jukskei Debris control in Diepsloot: Litter Diepsloot : Litter and river in Diepsloot

34 Various types of interventions are being undertaken to improve the quality of water courses. These interventions include pollution control (river clean-ups), and rehabilitation projects such as fencing, embankment repairs and impoundment repairs, wetland rehabilitation, silt control, etc.

35 A new measurement to determine the general river health in a broader context is being explored. It must be determine in terms of the desired state of a river which is based on the Present Ecological State (PES) and the viability of improving the PES.

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2011/12 2012/13 2013/14 2014/15 2015/16 and Debris control Debris control Diepsloot: Litter and 3. Weltevreden Park: 3. Pampoen spruit Debris control Litter and Debris tributary of little 3. Pampoen spruit control jukskei river in tributary of little 4. Bruma Lake: Litter Kysands: Litter and jukskei river in and Debris control Debris control Kysands: Litter and 4. Kaalspruit: Litter and Debris control Debris control 4. Klip river REHABILIATION REHABILIATION REHABILIATION REHABILIATION REHABILIATION 2. Kelland: 5. Orlando dam: 5. Bruma Lake: 5. Bruma lake: 1. Mshenguville – rehabilitation of removal of alien rehabilitation of the lake rehabilitation of the cont.: Wetland wetland invasive and fencing 6. Zola wetland: lake rehabilitation 3. Zola Wetland: the conservation area rehabilitation of wetland 6. Mshenguville: 2. Princess Dump- rehabilitation of 6. Zoo Lake: desilting of Wetland cont.: rehabilitation wetland silt pond rehabilitation measures to improve 7. Zola Wetland: 7. Princess Dump: the water quality of rehabilitation of rehabilitation Klip river wetland measures to improve 3. Cottesmore the water quality of Wetland Rehabilitation 4. Diepsloot Wetland Rehabilitation 5. Soweto Klipriver Klipspriut Rehabilitation 6. Alexandra/ Modderfontien/ Lombardy East New Ecological Infrastructure: Jukskei River

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2011/12 2012/13 2013/14 2014/15 2015/16 Rehabilitation 7. Orange Farm New Ecological Infrastructure: Klip River and wetland Rehabilitation

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Programme BIO DIVERSITY PROTECTION

Problem statement Loss of biodiversity and associated ecological goods and services (flood attenuation, pollination, prevention of heat island effects, climate change resilience) Desired Outcome Ensure persistence of ecological goods and services Impact Indicator % of critical Biodiversity areas protected (Total area = 30,349ha). (10% protection by 2020) Bioregional plan (high level identification and spatial representation of critical biodiversity areas Baseline in Bioregional plan) Biodiversity strategy and action plans

Key Projects / Target Baseline Target 2013/14 financial 2014/15 Budget (per programme) 2015/16 target Performance interventions (2013/16) (2006/11) year Indicator Opex Capex (2013/16) % of critical Proclamation 5% of total No areas 2% of total R1 500 5% of total metropolitan Biodiversity of Protected metropolita currently metropolitan protected under the areas Areas (EISD) n conserved conserved conserved under Protected Areas Act conserved under the under the the Protected Protected Protected Areas Act Areas Act Areas Act

Alien and 50% of nil 25% of Alien and R3 500 50% of alien and invasive Alien and Invasive species invasive species (AIS) control (EISD Invasive infested land infested land cleared through JZP) species cleared infested land cleared

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Programme INTEGRATED WASTE MANAGEMENT PROGRAMME ( Flagship Programme) Problem Statement Increasing waste generation and lack of landfill space

Desired Outcome Reduce waste to landfill site Impact Indicator % Reduction in waste disposal by landfill (70% by 2020) Baseline 8% of total waste disposed at landfill site

Key Performance Projects / Target Baseline Target 2013/14 2014/15 Budget (per programme) 2015/16 target Indicator (2013/16) interventions (2013/16) (2006/11) financial year R’000 Opex Capex % Reduction in Separation at 20% waste 8% 15% waste R500 (EISD) 20% waste Waste generation source (household reduction reduction reduction & garden waste (EISD & (household, Pikitup) PikitUp) garden & commercial Commercial waste waste) recycling (EISD)

Establishment of To be Feasibility To be determined Nil Nil To be determined waste-to-energy determined study plant (EISD)36 Number of Jobs Jobs created in 1000jobs 1434 1000jobs created Nil Nil 1000 created in waste recycling economy (cumulative) management sector

36 Volumes of waste diverted unknown at this stage. Feasibility study underway to establish a plant – see Business Plan.

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PRIORITY 6: SMART CITY (DRAFT)

The objective of this priority is to build Johannesburg as a smart city that provides services that are easy to access and use, while being efficient and responsive in an open and transparent way. A smarter City of Johannesburg will be based on promoting social development, service delivery efficiency, better decision making, stimulating economic activity, active citizen participation and creating a sustainable & liveable environment for its citizens.

The Smart City Strategy Roadmap has been drafted as the City’s guiding document towards a holistic smart city approach which is cross domain & multidisciplinary, citizen and people oriented (active engagement), leveraging local infrastructure, connectivity, resources and providing a common underlying smart platform (interoperable).

The roadmap defines a number of focus areas in creating a smarter City of Johannesburg starting with the following catalytic projects;

 Smart Institution (creation of real-time platform that ensure business process integration in terms of data governance, ICT architecture, skills development and change management)  Smart Public Safety (creation of a safer city through the deployment of technology & intelligent law enforcement)  Universal Access (utilise technology to eradicate digital divide and connectivity  Green Intelligent Infrastructure/Smart Technology (focus on resource sustainability/ automated meter reading/ connectivity and communication tool)  Mobility/ Intelligent traffic management (an integrated approach for improving the flow of traffic through network enabled traffic lights that are synchronized and adapting to the actual traffic load)  Citizen Engagement (platforms that promote active engagement with citizens as co-creators, improved communication, accessible information and services)  Innovation (research support on smart city trends);

Key outcomes:

 CoJ a technologically competent institution (cutting edge SMART technology, innovation and knowledge, skills generators, research and business intelligence)  Johannesburg a Smart City with enhanced service efficiencies and productivity which is maintained as the norm ;  Augmented CoJ Information, Communication and Technology (ICT) systems and services to support and enhance citizen active involvement and engagement;

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 Sustained provision of municipal services to households utilising the broadband infrastructure;  Job creation through improved economic development environment; and  Achieved green economy (resilience and resource sustainability).

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Joburg 2040 outcome: An inclusive, job-intensive, resilient and competitive economy that harnesses the potential of citizens

Long term IDP Key Target Projects / Target 2013/14 Target 2014/15 2014/15 2014/15 target impact programme Performan (2013/16) intervention financial year Budget (per (Joburg 2040 ce s Financial year programme) related Indicator output) (2013/16) Cap Opex Q1 Q2 Q3 Q4 ex

A smart city of Creation of a % creation 100% New 100% 25% ? 50% ? 75% ? 100% ? Johannesburg smart of a Smart creation of integration of that is able to institution Institution a Smart business processes/ deliver quality Institution architecture and services application systems

80% creation of 20% ? 20% ? 20% ? 20% ? a single platform that provides unified data repository (intelligent data, and data management)

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Joburg 2040 outcome: An inclusive, job-intensive, resilient and competitive economy that harnesses the potential of citizens

A smart city of Integrated/ % 20% Intelligent Operability of 10% Policing Policing Policing Johannesburg intelligent reduction reduction Operation the CCTV reduction of Policing linked linked linked that is able to smart of crime of crime s Centre section of the crime to IOC to IOC to IOC technolog through leveragin (IOC) IOC by June leveraging technol technol technol deliver quality linked to y creation g from 2014 from smart ogy & ogy & ogy & services IOC of an smart technology technolo intellige intellige intellige Intelligen technolog offered by nt law nt law nt law gy & t y offered the enforce enforce enforce Operatio by the Intelligent intelligen ment ment ment n Centre Intelligent Operations t law (data (data (data by 30 Operatio Centre by 30 enforcem analytic analytic analytic June n Centre June 2015 ent (data s and s and s and 2016 by 30 analytics prevent prevent prevent June an ative ative ative 2016 interven interven interven preventat tions tions tions ive interventi ons

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Joburg 2040 outcome: An inclusive, job-intensive, resilient and competitive economy that harnesses the potential of citizens

Long term IDP Key Target Projects / Target Target 2014/15 2014/15 2014/15 target impact programme Performan (2013/16) interventions 2013/14 Budget (per (Joburg 2040 ce financial year Financial year programme) related Indicator output) (2013/16) Cape Opex Q1 Q2 Q3 Q4 x

A smart city of % 10% reduction Johannesburg Access reduction 20% of the that is able to and in the reduction Terms of telecommunic CoJ deliver quality connectivit in CoJ reference and ation costs y telecom telecomm appointment of services municati unication service on costs costs provider by 30 June 2016 % 100% 50% All targeted access access to Wi-Fi broadband eradication buildings/ to affordabl hotspots, infrastructur of the digital BRT stations affordabl e internet connectivity e roll out divide(univer using city and public e internet access to sal access to broadband spaces access libraries, infrastructu libraries connected to other CoJ other CoJ re (% libraries, facilities, facilities, eradication househol selected public of the digital ds and public spaces ,

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Joburg 2040 outcome: An inclusive, job-intensive, resilient and competitive economy that harnesses the potential of citizens

other spaces, BRT divide) CoJ 48 BRT stations, zoo, facilities, stations, parks, etc) public zoo and spaces, selected BRT parks. stations, zoo, parks,

% coverage New Conceptualis ? ? ? ? A smart city of Integrated/ of traffic ation of Johannesburg intelligent lights as Mobility/ that is able to smart part of Intelligent deliver quality technolog traffic traffic services y manageme management nt approach improveme nt

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A smart city of Integrated/ Number of 250 000 Migration of 50 000 meters 25 000 R550 20 000 30 000 25 000 25 000 Johannesburg intelligent household households LPU and Metering m that is able to smart s connected metering Data technolog deliver quality connected to electricity data to the Management y (150 000 services to smart new MDMS System to be domestic 100,0 electricity meters by platform installed by meters installed 00 smart 30 June June 2014 cumulative to meter meters 2016 Installation end June 2015) s for of smart 2014/ meters in 52 15 FY suburbs /

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townships

% 40% Reduce reduction reduction in Reduce billing billing of billing electricity costs by 10% Reduce billing costs by costs billing costs costs by 12% 12% by 30 June 2016

% 96.2% Increase improveme increase in Increase electricity nt on electricity Increase electricity payment electricity consumptio electricity payment levels levels to consumpti n payment payment levels to 96.2% 96.2% on levels by 30 to 96% payment June 2016 levels

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PRIORITY 10: SAFER CITY

JOBURG 2040 OUTCOME: Improved quality of life and development driven resilience for all

1. Overview

A Safer City approach encompasses a range of multi-disciplinary approaches and collaborative interventions in order to address the challenges associated with crime, violence, human security, vulnerability and resilience.

To enhance urban safety a number of key interventions and approaches will guide the City to drive a different future, using a Safer City approach.

The City interprets one of its mandates of creating a safer city to include, investment in public safety through community development, urban design and management, the protection of vulnerable groups, infrastructure upgrades, improvements to by-law compliance and enforcement, and responding to emergency and disaster situations.

Safe communities will be achieved through integration of these mandates. The Safer City approach is dependent on enduring partnerships both within and outside of government. Safety intersects with a number of pillars in the GDS and has mutual dependencies with being a smart city, resilient city, social, competitive city, developmental city, liveable city and the manner in which the drivers reflected in the City’s priority IDP programmes are supported. The Jo’burg 10Plus initiative, will serve as the mechanism to strengthen the implementation of the Safer City priority, based on an integrated and multi-disciplinary approach, in dealing with crime, violence and safety and security in Johannesburg. Through this approach law enforcement will be well positioned to identify and report safety problems such as broken street lights or unsafe buildings to relevant authorities through joint forums.

Building safer communities will require community participation and partnerships both within and outside of government. Jo’burg 10Plus is further supported by the “Engaged Active Citizenry” and “Sustainable Human Settlements and Urbanization” programmmes, which will promote safety as a common responsibility for all citizens by building a culture of prevention. Engaging the communities to co-manage the spaces they use and building ownership in the city through its community based planning approach and citizen interaction will foster

Page 160 of 359 participatory processes of engaging the citizens in the planning and design of their neighbourhoods.

1.1 Objective

The over-arching objective of this priority is to promote and create a safe, healthy, secure and resilient environment for all citizens.

Important aspects of securing the safety of citizens include the need for citizens:

. To be safe from crime;

. To feel safe while travelling, as drivers, pedestrians, and passengers;

. To feel safe in public spaces;

. To be safe from fires and emergencies;

. To be safe from the effects of natural and un-natural disasters;

1.2 Alignment to the GDS 2040

The Safer City programme contributes to outcome 1 “improved quality of life and development driven resilience for all”, which has the following specific outputs specified by the GDS: a) Reduced poverty and dependency b) Food security that is both improved and safeguarded c) Increased literacy, skills and lifelong learning amongst all our citizens d) Substantially reduced HIV prevalence and non-communicable diseases – and a society characterised by healthy living for all e) A safe and secure city f) A city characterised by social inclusivity and enhanced social cohesion

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1.3 Strategic focus areas

The following Safer City Programmes will form the basis for the City’s interventions in targeted projects and programmes.

Programme 1: Enabling Safety through Urban Design, Management and Governance

Building safe communities and neighbourhoods require a multi-dimensional focus.

In this respect the reflection on safety as a spatial issue of design and purpose and management is an important aspect of making communities safe. Sustainable community safety approaches will entail environmental (re)design (CPTED) and management strategies combined with place specific interventions informed by safety audits.

Through the development of safe design and management guidelines, City planning projects and programmes will strengthen the safety lens/components of how it fosters sustainable communities and neighbourhoods.

Benefits from more integration of community needs and ideas into the earlier phases of design and planning, particularly for places that have the intention of collective use will promote generic and situation-specific collaborative good practices. Parks, transport hubs, community centers, service access points and shopping centers will be designed to meet community needs, while incorporating principles of safe design; light, access and intended user needs will be primary concerns for new developments. Connecting social well-being with place will be important to improve liveability in the City.

The Transit Oriented Development (TOD) approach to urban planning will seek to be safety conscious especially for women, children and the elderly in order to facilitate the use of public transport and more public space usage. A TOD approach will support a safe and healthy lifestyle as it aims to promote less car use, more dense use of urban spaces and more public spaces as well as more walking and cycling

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Desired Outcome:

. Changing the conditions in neighbourhoods by reducing opportunities that influence offending and victimization through applying sensible urban safety principles.

Programme 2: Creating a Safe and Resilient City

Key Focus Areas:

• Resilient City

The reduction of the city’s most prevalent risks through data collection, mitigation plans, education and awareness initiatives will be an important focus in building resilient communities better prepared in times of disaster management.

• Healthy City

In addition to fostering a safe and resilient city, the focus of this programme will also be on building a healthy city through interventions aimed at reducing prevalence of communicable diseases.

• Smart Safety

The focus on smart safety through the establishment of a “Joint Intelligence Operations Centre” (IOC) will enable the City to enhance early warning systems; establish good data systems and GIS Platforms and integrate real time data from different Departments and MOE’s , in order for City departments to respond effectively to service delivery, public safety and security issues.

The collection and collation of relevant and reliable information will form an important platform for reporting, monitoring and evaluation of safety initiatives in the City.

Desired Outcome:

. A safe, healthy and resilient city

Programme 3: Policing Public Spaces

Key Focus Areas:

• Winning back the Streets

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The City is committed to working towards the reduction of crime. This will be advanced through the ward-based approach adopted by the City, which aims to further promote a community based/problem oriented policing methodology adopted in the City’s Safety Strategy.

This approach aims to strengthen the engagement with communities on policing issues and solutions through existing partnerships and structures such as Community Policing Forums (CPF), Community Safety Forums as well as forging new partnerships, for e.g. with the Private Security Industry, directed at achieving maximum impact on safety and security in the City of Jo’burg.

The City will initiate joint crime prevention projects and initiatives in partnership with SAPS in order to have a clear crime reduction strategy focused on the key drivers of crime in priority hotspot areas. Inner City and tourist areas which are particularly high profile crime areas will receive focused attention. Interventions will focus on street crimes like muggings, assaults, and robberies.

Property crimes like house breaking and business robberies which are prevalent across the metro will also be prioritised through ward based policing.

Social interventions with respect to substance abuse is an important building block to promoting prevention. Here the City will implement inter-governmental interventions to address the underlying causes of crime.

The programme will ensure that the appropriate policing resources, solutions and tactics are assigned and implemented to address the specific safety and security needs of the city

• Creating a law abiding and regulated city

The City is committed to work towards creating a law abiding and regulated City in which the organic dynamism of the growing city can thrive absent from the crime and grime that threatens to engulf it. The benefits of the approach will include reducing the burden on the law enforcement environment and the criminal justice system by promoting respect for the rule of law and based on a growing understanding of the potential for improved safety and quality of life by living in a well regulated city.

This programme will focus on a priority list of by-laws for enforcement that will have the most impact. Realising this objective will require addressing compliance to by-laws and traffic regulations by improving enforcement and setting standards for enforcement levels and

Page 164 of 359 improving the effectiveness of the municipal court and thus promote respect for the rule of law.

By-law enforcement will be leveraged as a crime prevention tool where information will underpin an evidence based strategy for response to and reduction of crime in public places.

Regular compliance inspections to promote safe buildings in the city will be an important goal.

Public Safety will also work with the City’s Citizen Relations and Urban Management Department to build a critical mass of citizens who willing comply and encourage others to comply. Communication and education campaigns in community crime prevention initiatives will be improved and formalised through the Engaged Active Citizen Programme.

Desired Outcomes:

. Deliver a measurable improvement in safety for citizens

2. Key policies and strategies: . Growth and Development Strategy 2040

. Jo’burg City Safety Strategy

. National Development Plan

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Programme Accountability Matrix

Programme Sub Programme Lead department Enabling Safety through Safe design and Development Planning Urban Design, Management management guidelines and Governance Spatial assessments and CRUM safety audits

Creating a safe and resilient Reduction of City’s top Public Safety (Disaster city 10 risks Management) Reduce communicable Health Department diseases Integrated Operations GSPCR. Centre Group ICT and IM Policing Public Spaces Reduction of Crime Public Safety (JMPD) Reduce prevalence of Social Development substance abuse 3. Integrated cross-cutting priorities to support the Safer City priority Priority Lead department Active Engaged Citizenry CRUM Sustainable Human Development Planning Settlements Agriculture and Food Social Development Security SMME and Entrepreneurial Economic Development Support

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National outcome: All people in South Africa are and feel safe

Joburg 2040 outcome: Improved quality of life and development-driven resilience for all

Long term IDP programme Key Performance Target Projects / Baseline Target Target Target impact (Joburg Indicator (2013/16) (2013/16) interventions 2013/14 2014/15 2015/16 2040 related output)

A safe and Enabling Safety Implementation of n/a Implementation New Changing the SHSUP Implementation secure city through Urban safe design and of safe design conditions in programme roll- of safe design Design, management and neighbourhoods out and a public and Management guidelines management by reducing management transport facility and Governance guidelines to support guidelines opportunities guidelines to area based safety that influence pilot site. support improvement offending and Development measures through victimization Planning applying sensible through applying applications and urban safety sensible urban community principles - .( for safety principles. safety initiatives. SHSUP programme roll-out and public transport facilities )

Conduct spatial n/a Spatial Urban Decay n/a Conduct spatial Conduct spatial assessments and assessments Framework & assessments assessments safety audits of and safety Assessment tool and safety and safety precincts / public audits bi- audits bi- audits bi- spaces in high risk annually annually to annually to areas to inform inform safety inform safety safety improvement improvement improvement intervention to plans plans. improve safety in communities .

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Long term IDP programme Key Performance Target Projects / Baseline Target Target Target impact (Joburg Indicator (2013/16) (2013/16) interventions 2012/13 2013/14 2014/15 2015/16 2040 related output)

A safe and Policing Public % reduction of assaults 15% Winning Back 3% - 5% 2150 5% 5% secure city Spaces and robberies in areas the Streets 2011/12: covered by CCTV 2042 1940

Assaults and

robberies = 2342

2012/13 : Assaults and robberies = 2263

% reduction of priority 15% 7% 5% 5% 5% crimes across the City

% Reduction in 10 % New Tier 1- youth led Tier 1- youth led 10 % reduction prevalence of reduction in multi-media multi-media in social crime substance abuse social crime campaign. campaign. and substance through social and Tier 2- Positive abuse in highest Tier 2- Positive interventions substance life style prog. risk areas life style prog. abuse in Tier 3- Family through a 3 tier

highest risk Tier 3- Family casework programme areas casework intervention targeting youth intervention system for at risk

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Long term IDP programme Key Performance Target Projects / Baseline Target Target Target impact (Joburg Indicator (2013/16) (2013/16) interventions 2012/13 2013/14 2014/15 2015/16 2040 related output)

10% of system for identified reduction identified beneficiaries from what to beneficiaries what

Improved quality 15% Creating a law TBD (base on % 8% reduction in 12% reduction in 15% reduction in of life and reduction abiding and of National road accident road accident road accident Effective development- in road regulated city target) fatalities fatalities fatalities implementation of driven resilience accident traffic management / fatalities for all enforcement operations in targeted areas in the city to enhance road safety

Increase in by-law 20% TBD 10% Increase in 15% Increase in 20% Increase in compliance through Increase in compliance compliance compliance regular and consistent compliance inspections of inspections to inspections to inspections, inspections priority by-laws city By-Laws city By-Laws enforcement and to city By- through targeted through targeted through targeted educations - In order to Laws ward based ward based ward based promote respect for the policing policing policing rule of law and interventions interventions interventions demonstrating an

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Long term IDP programme Key Performance Target Projects / Baseline Target Target Target impact (Joburg Indicator (2013/16) (2013/16) interventions 2012/13 2013/14 2014/15 2015/16 2040 related output)

improved environment and quality of life

Compliance to by-laws Developed 68% compliance Developed Buildings Buildings in buildings, flammable database of to by-laws of the database of all compliance - compliant - 95%, liquid outlets and all City’s City’s buildings City’s buildings 84%, Flammable Flammable dangerous goods buildings & flammable and flammable liquid outlets & liquid outlets & and liquid outlets liquid outlets. dangerous dangerous

flammable Buildings goods - 84%, goods - 95%,

liquid compliant - 83%, Events Events outlets. Flammable compliance - compliance - liquid outlets & 100%; back yard 100%; back yard dangerous dwellings - 12% dwellings -15% goods -83%,

Events compliance - 100% ; back yard dwellings - 10%

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8. Intergovernmental planning and partnerships

The Intergovernmental Relations Framework (IGR) Act No 13 of 2005 requires that all spheres of government effectively co-ordinate, communicate, align and integrate service delivery to ensure access to services and delivery. The IGR Act provides this framework and legislative expression to inter-governmental alignment:  By taking into account the circumstances, material interests and budgets of government departments and organs of state when exercising statutory powers or performing statutory functions;  By consulting the affected organs of state in accordance with formal procedures, as determined by the applicable legislation, or accepted convention, or as agreed with them or, in the absence of formal procedures, consulting them in a manner best suited to the circumstances, including direct contact or through relevant intergovernmental structures;  By co-ordinating actions when implementing policy or legislation affecting the material interests of other governments;  In avoiding unnecessary and wasteful duplication or jurisdictional contests;  By taking all reasonable steps to ensure that sufficient institutional capacity and effective procedures prevail, i.e. to consult, co-operate and share information with other organs of state and to respond promptly to requests by such organs for consultation, co-operation and information sharing; and  By participating in inter-governmental structures and efforts to improve the implementation of projects.

The City of Johannesburg has adopted a co-ordinated process of intergovernmental and inter-municipal relations to ensure effective delivery of services to residents as well as to maximise impact. The City participated in the formulation of the Provincial IGR Framework which outlines guidelines for the practice of intergovernmental relations in the Gauteng Province. The City is represented in the MMC-MEC Forums to deliberate on issues of mutual and cross-cutting interest.

In its practice and discourse in the realm of intergovernmental relations the City is guided by its IGR Strategy. The framework essentially outlines strategic initiatives for it to be properly represented in all relevant forums. The purpose of such initiatives is to:  Establish a process to facilitate the City’s participation in key IGR and other beneficial forums and structures within government spheres (e.g. SALGA) for effective and

relevant representation to take place and to ensure that participation assists the City in achieving its strategic goals.  To develop an understanding within Council and amongst stakeholders of the role that IGR plays in the municipality and for the effective usage of such relationships to achieve the City’s strategic objectives.  To establish partnerships with the Provincial Government, National Government departments and other strategic role players to ensure a common approach and partnering on Integrated Development Planning implementation.  To establish and maintain twinning or sister city, project cooperation, information exchange arrangements and agreements with other municipalities nationally to assist in achieving Council’s strategic objectives.

This chapter highlights some of the national and provincial paradigms to which this IDP document is developed and aligned. In addition, the City takes careful note of statements made at national and provincial levels that may require the City to shift its focus in terms of resource allocation towards the development trajectory.

IGR Structures

The following are key IGR Forums that the City is represented and participates in:  Premier’s Coordinating Forum The forum consists of the Premier, all mayors and municipal managers. The function of the forum is to discuss issues pertaining to developmental local government and other common issues between province and local government to improve service delivery.  MEC-MMC Forums These forums exist within areas of joint competency between provincial departments and local government. It is an important instrument for intergovernmental cooperation as it allows interface between different sectoral role-players where provincial leaders meet with counterpart Members of Mayoral Committees from local government.  South African Local Government Association The South African Local Government Association (SALGA) is an autonomous association of municipalities with its mandate derived from the 2006 Constitution of the Republic of South Africa. This mandate defines SALGA as the voice and sole representative of local government. SALGA interfaces with Parliament, the National Council of Provinces (NCOP), Cabinet as well as provincial legislatures.

The four key roles of SALGA are: o Advice and support – policy analysis, research and monitoring, knowledge exchange and support to members. o Representation – stakeholder engagement; lobbying on behalf of local government in relation to national policies and legislation o Act as an employer body – collective bargaining on behalf of its members; capacity building and municipal human resources. o Strategic Profiling – building the profile and image of local government locally and internationally.

Gauteng Provincial IDP Engagement o A provincial IDP Engagement is held annually between the City and Gauteng Province to discuss plans encapsulated in the City’s draft IDP and provincial sector departments’ plans. This engagement ensures that government spheres participate in inter-governmental structures to improve the implementation of projects. The engagement further provides a platform for provincial departments to provide feedback on the City’s IDP for possible alignment. o o The IDP provincial engagement session addresses the challenge of how the three spheres of government can jointly respond to community issues, especially given that issues raised during the consultation process at various community sessions relate to local government as well as provincial and national government. The City also used the opportunity of the provincial engagement to factor in comments by provincial government to the final IDP. o o At the provincial engagement session it was agreed to hold ongoing and periodic engagements between sector departments and the City to align and coordinate implementation of projects, especially at a technical level. This will strengthen integrated and effective planning between both spheres of government.

National Development Plan (NDP), 2030

The National Development Plan (NDP) is a 2030 plan for the country to enhancing the capability of the state and leaders working together to solve complex problems. Moreover, the National Development Plan states that we should “take a more proactive approach to resolving coordination problems and a more long-term approach to building capacity”. It goes without saying that strong IGR is central in attaining the objectives of NDP and especially at a local level because that is where service delivery happens. The NDP recognizes the burden of unequal and inefficient spatial arrangements placed on communities, especially the poor who, for example, have to bear significant transport costs to commute long distances to and from work.

The NDP offers a long-term perspective and defines a desired destination including the identification of the role different sectors of society need to play in reaching that goal.

As a long-term strategic plan, it serves four broad objectives: 1. Providing overarching goals for what South Africa wants to achieve by 2030. 2. Building consensus on the key obstacles to achieving these goals and what needs to be done to overcome these obstacles. 3. Providing a shared long-term strategic framework within which more detailed planning can take place in order to advance the long-term goals set out in the NDP. 4. Creating a basis for making choices about how best to use limited resources.

The NDP highlights the need to strengthen the ability of local government to fulfill its developmental role. Municipal Integrated Development Plans (IDPs) need to be used more strategically to focus attention on critical priorities in the NDP that relate to the mandate of local government such as spatial planning, infrastructure and basic services.

Political leadership is critical for effective implementation. The President and Deputy President are the lead champions of the Plan within Cabinet, in government and throughout the country. Premiers and Mayors are also visible and active champions of the NDP, with their offices being the catalytic agencies to drive implementation at provincial and municipal levels.

Twelve national outcomes of Government

Cabinet approved 12 national outcomes in 2010 that collectively address the main strategic priorities of Government. Each outcome has a limited number of outputs and sub-outputs as

well as clear targets. These outcomes and outputs are the strategic focus of the Government until the year 2014. All of these outcomes have implications for local government’s future plans. The City’s long term strategic plan, the Growth and Development Strategy 2040 contains similar outcomes to those of national government. As a result the City is playing a major role in the realization of these outcomes.

Outcome 1: Improve the quality of basic education

The Joburg 2040 Strategy identifies the need for a skilled labour force as key to shared economic growth and labour absorption.

Outcome 2: Improve health and life expectancy

Health programmes and projects remain a critical focus area for the City. The City will ensure that the majority of CoJ clinics comply with the prescribed Public Health Care norms and standards as outlined in the National Health Insurance. The City is committed to implementing and strengthening the HIV/Aids and TB programmes to ensure a further decline in HIV prevalence rates. The City has also managed to offer basic, comprehensive, primary healthcare services to its residents.

Outcome 3: All people in South Africa should be protected and feel safe

While the City is aware of the devastating effects high crime levels have on the population, economic development and general wellbeing of its residents, the Johannesburg Metro Police Department (JMPD), in collaboration with the South African Police Services (SAPS), will continue its efforts to reduce crime in the city. Furthermore JMPD will focus on city-wide crime prevention, by-law enforcement and road-traffic-management services.

The Joburg 10-plus programme, spearheaded by the JMPD, assists in achieving the objective of the outcome. This programme aims to bring metro police officers closer to communities through ward-based deployment, and aims to strengthen the engagement with communities on policing issues and solutions through existing partnerships and structures such as Community Policing Forums (CPF).

Outcome 4: Create decent employment through inclusive economic growth

Economic development and job creation is of primary importance in the City. This is evident through three priorities that have been identified focusing on economic growth and development. This includes facilitating economic growth in Johannesburg through initiatives such as the creation of Urban Development Zones (UDZ) as a tax-incentive measure for private investment and Business Process Outsourcing Parks. The City is also cognisant of the effect service delivery and maintenance of essential services infrastructure have on economic development and has, therefore, prioritised basic service repairs and maintenance in this IDP.

More information on these initiatives can be found in Chapter 7, focusing on the City’s Priority Implementation Plans. The Expanded Public Works Programme (EPWP) resulted in the creation of about 153 000 jobs in the previous mayoral term against a target of 120 000. The City will continue to ensure that wherever possible, the projects implemented are done through the EPWP to allow for greater creation of jobs and development of skills for the unemployed.

Outcome 5: A skilled and capable workforce to support inclusive growth

Internally, the City’s workforce plays a vital role in the delivery of services and programmes across the city. The provision of skilled, competent and satisfied human capital is therefore an important component of the City’s plans for the current term of office.

Outcome 6: An efficient, competitive and responsive economic infrastructure network

The City has experienced high demand for bulk services in recent years that have put pressure on its services. A number of bulk-services challenges therefore exist for the City. A R110 billion commitment has been made to address these challenges. The focus will be on the development of new infrastructure, while maintaining existing infrastructure in order to ensure a reliable provision of services.

The City is rolling-out the BRT to its identified strategic TOD nodes and corridors, including the implementation of station precinct upgrades.

Outcome 7: Vibrant, equitable and sustainable rural communities and food security

While the City is an urban environment and does not have a substantial role to play in improving rural services and communities, it is particularly aware of the issue of food security. The priority focused on agriculture and food security clearly outlines some of the critical programmes for this outcome.

Outcome 8: Sustainable human settlements and improved quality of household life

The City has identified sustainable human settlements as a key priority for this term of office. Among these is the City’s commitment to providing basic services and infrastructure to all settlements, regardless of the settlement’s state of formality. The City is re-stitching itself through “corridors of freedom” in order to reverse apartheid’s spatial planning. In these reconfigured developments issues of mixed-income developments and rental housing, and quality, density and access to social and economic opportunities will be taken into consideration.

Outcome 9: A responsive and accountable, effective and efficient local-government system

The cluster approach that has been adopted is a way of ensuring efficient and effective local government through a holistic, integrated approach to service delivery. This allows the City to have a targeted approach to development and thus allows for the measurable outputs and desirable outcomes.

The City has adopted Community-Based Planning with the main objective to give impetus to meaningful public participation in the context of the City’s planning processes.

Since Outcome 9 is specific to local government more detail is given in terms of the outputs for local government. The following are outputs for local government as communicated by the Office of the Presidency:  Implementing a differentiated approach to municipal financing, planning and support;  Improving access to basic services;  Implementing the Community Work Programme;  Actions supportive of the human settlement outcomes;  Deepen democracy through a refined ward-committee model;

 Administrative and financial capability; and  A single window of coordination.

The information below outlines the City’s contributions to these outputs. It should be noted that most of the City’s contribution will be within its powers and functions as articulated in the Constitution.

Implementing a differentiated approach to municipal financing, planning and support The City acknowledges that its financial resources are limited while the demand for the goods and services that it provides is increasing. With this in mind, the City has prioritised financial sustainability and specifically, maximising financial efficiency. This includes exploring alternative sources of funding and establishing partnerships for infrastructure and social investment.

Improving access to basic services The City has made progress in improving access to basic services. In line with this, the City will continue to pursue the following targets by 2014:  Water (100% access);  Sanitation (100% access);  Refuse removal (100% access); and  Electricity (92% access).

To achieve this, the City employs a capital investment management tool that allows for investment in infrastructure in a manner that is transformative and promotes economic growth.

While the City seeks to ensure the expansion of infrastructure, attention is being paid to challenges such as unaccounted for water and electricity theft. Through its operations, the City has put in place measures to address these. In line with the Joburg 2040 Strategy these initiatives are, where possible, carried out in a manner that demonstrates environmental sustainability through the use of green technology.

Implementing the Community Work Programme The Community Work Programme (CWP) intends to tackle poverty and provide livelihood support for poor households. This programme is a key initiative to mobilise communities to provide regular and predictable work opportunities at local level.

The City will therefore continue with its EPWP programme. Focus in this mayoral term is to ensure that the initiative is coordinated throughout the City and that participants in the programme are assisted to take part in the job market.

Actions supportive of human-settlement outcomes The Joburg 2040 Strategy recognises the spatial imbalances that exist in the City and the fact that efforts to address these have, in some instances, perpetuated this phenomenon. In a bid to reverse this, the City has identified the following measures towards spatial balance:  Sustainable and integrated delivery of water, sanitation, energy and waste;  Ensuring eco-mobility through the promotion of mass public transportation; and  Creating sustainable human settlements through spatial planning, economic and social investment.

As part of this mayoral term, the City has identified sustainable human settlements as one of the most critical pillars around which it concentrates much of its work. Focus is on a range of housing options including rental housing, hostel development, mixed-income projects and gap-market accommodation.

Deepen democracy through a refined ward-committee model Since the initial election of ward committees, the City has ensured the support and functioning of these committees. The City has developed plans to give ward committees the capacity to participate meaningfully in the development processes.

Administrative and financial capability The City has restructured itself in a way that will assist it in delivering on its development goals. While this is necessary,the City will ensure that it continues to be accountable, transparent and prescribe to the principles of good governance. This means working towards a clean audit, eradicating corruption and improving the financial health of the City.

A single window of coordination A single window of coordination is an organisational form intended to bring key departments together to facilitate cross-departmental collaborative partnerships to have a more decisive and positive impact on municipal performance. It is acknowledged that this will be achieved through a well thought-out process between all spheres of government. Engagement with

both national and provincial government has taken place and the City will continue with this to allow for more efficient planning and service delivery across all spheres of government.

The City’s institutional and administrative configuration in the form of regions is intended to realize the objective of outcome nine. The entry point for implementation of community- based planning is the regions. The regions will, through the CBP process, seek to realize the following outcomes:  Progressive and systematic reduction of service delivery breakdowns and backlog across all seven regions;  Integration of service delivery machinery at ward level using a multi- disciplinary approach;  Fully capacitate and operational ward structures;  100% adherence to turnaround times –Service Level Agreements (SLAs);  Galvanising communities to be part of service delivery solutions and to look after their own urban environment –community activism;  Enhanced regional political oversight;  Community profiles to inform interventions;  Integrated planning and execution of programmes and projects between departments and municipal entities at regional level;  Focus on preventative repairs and maintenance;  Enhanced civic education, communication and community mobilisation using integrated platform for community interface;  Quality customer care, accountability and feedback;  Dedicated multi-disciplinary teams to be active at least five days a week –“every day to be a service delivery day”;  Dedicated and ring-fenced budget for Regions A-G focusing on “doing the basics right”  Focus on sustainability and visibility; and  Adoption of an Integrated Visible Service Delivery as a model to drive service delivery at ward level without any deviation.

Outcome 10: Protection and enhancement of environmental assets and natural resources

One of the key aspects of the Joburg 2040 Strategy is focused on how the City can provide services in a manner that takes cognisance of the environmental challenges that it faces.

The themes of resilience and sustainability are core to the City’s long-term outcomes and the priorities identified correspond to the issues highlighted by the Joburg 2040 Strategy.

The City is aware of the scarcity of water and energy and programmes for sustainable resource management will be strengthened. Among those identified is the urban water- management programme which will intensify efforts to reduce unaccounted for water.

Moreover, Johannesburg recognised the importance of building a resilient city in pursuit of a low-carbon economy, mitigating and reducing the potential impact of climate change, natural resource management in an ever-changing urban landscape.

Outcome 11: A better South Africa, a better and safer Africa and world

While local government’s involvement in this area is fairly limited, the City does have a number of partnerships in place with other local governments, both regionally and internationally. These are intended to be sharing engagements where municipalities can learn from each other and include twinning agreements, project coordination and information sharing.

The City has recently reviewed its International Relations Strategy as part of its goal to refine and develop strategic partnerships with cities across the world.

Outcome 12: A development-orientated public service and inclusive citizenship

The City is committed to improving human-capital-management strategies in a way that will ensure that the public service is oriented towards delivering the best service for residents. The monitoring and evaluation framework of the City is critical to ensure that its desired goals are met and that they have a desired outcome for the citizen. In addition, the City’s focus on active engaged citizenry will ensure that it continues to empower and involve residents and communities in the City’s planning processes and delivery of services.

MEC: Local government and Housing’s comments on the 2013/14 IDP review The MEC for Local Government and Housing (DLGH) provides comments on an annual basis on the City’s approved IDP. The following comments were made on the 2012/16 IDP and have been included in this document, with the City’s responses.

Provincial Responsible CoJ MEC Comments Intervention COJ response department (if applicable) CROSS-CUTTING ISSUES Planning for Migration: Provincial Migration Social Noted. Its addressesd in the city’s plans such as the Since the release of the recent Census results, it is documented that Gauteng is the biggest province Strategy Development inner city road map, SHUSHP, CoF with regards to population size in the country. These points to upward trends regarding in-migration at both international and local levels. Whilst migration presents a number of opportunities for the province, it also comes with pressing challenges, key among which is the ability of municipalities to keep up with demands for basic services. A number of Gauteng municipalities are undertaking various initiatives to respond to this challenge which is commendable. However, a Provincial Migration Strategy is essential in enabling the province to respond effectively to the challenges posed by migration. To this effect, Gauteng COGTA will lobby all relevant stakeholders towards ensuring the development of a Provincial- wide Migration Strategy. Inter-Municipal Planning: Section 31 (c) (i) of the Municipal Systems Act imposes a requirement on COGTA to facilitate GSPCR/ GSPCR finalizing review of its IGR Strategy that is to COGTA to facilitate the alignment of IDPs of neighboring municipalities. Furthermore, inter-municipal the alignment of Development emphasize this aspect of inter-municipal planning. planning is a critical component towards the achievement of the Gauteng Global City Region. Much of IDPs of neighboring Planning the efforts contained in the IDPs in this regard are around information sharing, which points to a glaring Municipalities gap regarding inter-municipal planning. Municipalities are urged to start investigating collaborative initiatives in areas such as investment in strategic economic infrastructure; transportation planning (in GCR Indaba line with the provincial long term transport plan; as well as corridor and cross-boundary nodal development). The department will be convening a GCR Indaba aimed at facilitating a process of dialogue among various stakeholders in the bid to build a Globally Competitive Gauteng City Region. Re-configuring the apartheid space: Linked to the above, Gauteng still bear evidence of apartheid Development The City has through corridors of freedom embarked on spatial configuration, characterized by, among others, inequality and service disparities among various Planning a deliberate objective of restitching the City to reverse communities within municipalities. As a result of this, historically disadvantaged communities remained apartheid’s spatial planning. To this effect spatial area predominantly poorly-serviced as opposed to the wealthier areas. Foremost to the agenda of frameworks have been developed. municipalities should be to reverse this trend through acceleration of service delivery to the poor communities. One of the most effective mechanisms of achieving this is area-based planning, through which municipalities are again urged to prioritise certain areas and make development impact in them as opposed to spreading the limited budgetary resources across a myriad of services with little impact. The success achieved by the City of Johannesburg in Soweto is the most glaring example of the kind of impact that this community-based planning model of service delivery can attain.

Provincial Responsible CoJ MEC Comments Intervention COJ response department (if applicable) Operation Clean Audit: The year 2014 marks the deadline for Gauteng municipalities to achieve Clean Group Finance The City has achieved unqualified for the previous Audits. Whereas some municipalities have made significant strides in this regard, some are still lagging financial year. With the programs and projects that behind. Municipalities are called upon to utilise 2014/15 financial year IDP review process to address the have been introduce the city is well on its way to matters raised by the Auditor General (AG) in the bid to deliver Operation Clean Audit (OPCA). attaining this objective. Planning for outcomes: Since the introduction of national outcomes, Gauteng Municipalities have Intergovernmental GSPCR Noted made commendable progress in ensuring that IDPs are aligned to them. Municipalities are urged to engagement continue striving for the attainment of all government outcomes through the IDP and not just to focus on roadmap outcome 9. The Department is currently coordination the development of an intergovernmental engagement roadmap whose main aim is to facilitate structured engagements between Municipalities and sector departments in the bid to entrench coordination and alignment. Gender, Youth and People with Disabilities (GEYODI): Although Municipalities in Gauteng have GSPCR The city has developed and EEP which tries to address made strides in their attempt to integrate GEYODI issues in their planning, serious challenges remain. the GEYODI issues. The general picture with regard to the mainstreaming of GEYODI issues in IDPs still shows gaps especially in relation to employment equity, accommodating special groups of people in public participation processes. At the moment it is not clear how Municipalities facilitate participation of the above-mentioned group of people during IDP public participation processes. In order to accommodate special groups, sign language skills should be developed as well as targeted sessions where women, youth and people with disabilities are priorities to ensure meaningful participation. Efforts should also be intensified to prioritise GEYODI in areas of Service Delivery, Employment Equity as well as Economic Empowerment. COJ SPECIFIC ISSUES Good Governance and Institutional Development GCSS Noted

 Employment Equity Plan: As desired by the Employment Equity Plan (EEP), the city is also urged to improve the representation of people with disability in the Municipal structure as these are currently under-represented. Furthermore in terms of the work place skills plan there are high vacancy rates of critical posts. An urgent improvement to the above –mentioned challenge is needed in order to enhance service delivery.

Provincial Responsible CoJ MEC Comments Intervention COJ response department (if applicable)  Research and Development: The city is commended for conducting regular service delivery GSPCR The City has entered into partnerships with tertiary satisfactory surveys. The above-mentioned initiatives can provide important feedback from institutions and the HSRC for this purpose. Already the communities to the city administration such as whether or not the IDP is improving the socio- City has conducted Quality of Life Survey to economic conditions of local communities. As part of R & D the city is urged to continue understand the impact of its services. partnering with various research institutions and capacitating internal research units to deliver sustainable and quality services to its citizenry. Local Economic Development Department The City is acutely aware of its economic status and Economic already an economic roundtable was held with experts  Local economy: The concentration of the city’s economy in financial and business services Development to explore economic options for the City. An economic exposes it to the external shocks and the vagaries of the modern global economy with high summit will be held later with the aim of developing an contagion across the economic regions. The City expresses intent to diversify the local economic strategy to chart the way forward in this economy given the risks associated with finance and business sector, which naturally exposes regard. the municipality to global risks and factors beyond their control. However, the IDP does not show how any plans or strategies geared towards diversification of the local economy. It is therefore important that the City begins to work on concrete strategies towards the actualization of such. To guard against the risks and cyclical shocks, domestic and regional demand should be stimulated and more domestic production encouraged through strategic procurement of locally produced goods with stipulated minimum threshold for local production and content.  Youth unemployment: The 2013/14 IDP indicates that Youth unemployment remains high Department Noted (35%) in the city majority of which has low levels of education. The formal employment sector Economic is slowing down and has a direct negative impact for the absorption of youth into the labour Development market. It is therefore important that any job creation as well as skills development initiatives prioritise the youth by linking skills development to the domestic market requirements.

Provincial Responsible CoJ MEC Comments Intervention COJ response department (if applicable)  Small, Medium and Micro-sized Enterprises and entrepreneurial support: The 2013/14 Department Noted final IDP has identified Small, Medium and Micro-sized Enterprises and entrepreneurial Economic support as key levers through which the city will be turned into a “SMME Centric City” and as Development instruments for fighting poverty, unemployment and inequality. However, the global trends in City Regions show a negative trend in that SMMEs are shedding jobs at a higher rate that the conventional formal sector. It is therefore important that the City continues to provide support to SMMEs and cooperatives aligned to Preferential Procurement as well as BEE frameworks as a way of ascertaining their sustainability.  Informal economy: Although the informal economy contributes only 3.2% to the City’s Department Noted Growth Domestic Product (GDP) the city is commended for proactively providing support to Economic the sector. Installation of linear markets in designated areas will go a long way in ensuring a Development deliberate incorporation and strategic location of the informal sector into the city’s economic and spatial landscape. However, the city should exercise utmost prudence in the application of informal economy policies and by-laws as they have the potential to stifle innovation and transition to the formal economy. Therefore, in their application of policies and by-laws, the City should strive to limit constraints and maximize opportunities through targeted support programme and stimulation of demand for local (domestic) goods and services. Financial viability Group Finance The City SCM policy seeks to address this concern.

 Supply chain management: The IDP addresses Supply Chain Management (SCM) issues at a high level, indicating the review of policies. It is recommended that the City considers setting targets on implementation of the SCM in the IDP. The latter should address, among others, indicators such as the number of jobs created through awarding tenders, number of tenders awarded to the historically disadvantaged people, people with disabilities and women as well as issues regarding localized procurement.  Payment of creditors: The IDP identifies Payment of creditors within 30 days as one of the Group Finance Noted key risks. However the measures in place to address this may be inadequate. The City is urged to ensure that contracts and Service Level Agreements (SLAs) are finalized prior to commencing of the project implementation at all times to ensure that projects are monitored in line with the SLA and payments are initiated within agreed terms.

Provincial Responsible CoJ MEC Comments Intervention COJ response department (if applicable)  “Business tax”: The IDP identifies a project titled “Business Tax” to enhance the City’s Group Finance Noted revenue generation. It is anticipated that the said project, whose feasibility is still being investigated, will make substantial contributions to the City’s revenue. This is a commendable initiative towards sourcing alternative revenue streams and the City is encouraged to fully pursue the said project. Service delivery Provincial Migration Development Noted Strategy Planning / EISD /  Basic service delivery: The City’s commitment to providing basic services to un-proclaimed Social townships is a commendable initiative. The IDP points to the growth in size of informal Development settlements resulting from migration. This imposes an additional responsibility on the City to enhance provision of access to basic services (specifically water, sanitation and waste removal) to these communities. Whereas the City will most likely generate no revenue from providing the said services to these communities, this will be a critical programme to ensure protection of human dignity as enshrined in the country’s Constitution, The Department will coordinate a process towards the development of a province-wide migration strategy as a means to enable Provincial and Local Government as a whole to better respond to migration. The City’s support in this initiative will be of vital importance.  Ward-based service delivery: Ward-based service delivery structure has been finalized to Development Through Community Based Planning the City intends to facilitate provision of services. Ward-based planning is an essential model to facilitate Planning / build communities and transcend artificial boundaries. provision of basic services (water, sanitation, waste removal and electricity). However, when GSPCR / CRUM dealing with built infrastructure services, the City is encouraged to develop communities instead of wards. The model adopted by the City in 2006-2011 term of office towards Soweto is the most profound example of the kind of impact that can be achieved through focused investment in communities. The City is urged to replicate this service delivery model across all historically disadvantaged communities as part of its Nodal Development Initiatives.  Infrastructure maintenance: Investment in infrastructure maintenance is key to ensuring EISD Noted sustainability and reliability of services. The City will spend R110 billion over the next 10 years in replacement and expansion of infrastructure. However there is limited detail on the infrastructure maintenance element that will accompany the investment. The City is urged to develop a detailed infrastructure maintenance plan to accompany the R110 billion investment.

Provincial Responsible CoJ MEC Comments Intervention COJ response department (if applicable)  Unaccounted -for water and electricity: Unaccounted -for water and electricity theft are EISD cited as major problems. Whereas the IDP identifies a number of commendable initiatives with regard to water losses, electricity theft is only addressed through a plan to install pre-paid meters. The City is called upon to investigate other initiatives to curb electricity theft, given the multi-faceted nature of this phenomenon. Spatial planning Development Planning  Spatial Development Framework: The City’s Spatial Development Framework (SDF) does not contextualize itself in relation to the provincial space and adjoining Municipalities. As one of the anchor Cities of the Gauteng City Region (GCR), the City is urged to reference the provincial, regional and adjoining space in the spatial planning component of the Integrated Development Plan and demonstrate linkages in this regard. This will contribute significantly towards the spatial construction of the Gauteng City Region.  Capital Investment Framework: The City is commended for aligning the Capital Investment Development Noted. Framework (CIF) to both the SDF and the long term vision. Subsequently, the consideration Planning given to the Government-wide as well as the City-specific outcomes forms the integral part of the CIF. The Capital Investment Framework is also spatially referenced in the Integrated Development Plan which ensures that the Spatial Development Framework forms the basis for prioritisation of capital investment.  Restructuring of apartheid spatial patterns: Restructuring of apartheid spatial patterns Development Noted. remains one of the big challenges confronting post-apartheid Cities. The City is therefore Planning applauded for pursuing urban growth through policies that advance strategic densification, an Urban Development Boundary and an emphasis on public transport as a key lever towards spatial transformation and promotion of access in the City. These initiatives, if implemented adequately, will greatly re-configure the apartheid spatial configuration.

9. Community Based Planning and Stakeholder consultation

A developmental local government should ensure a local democracy that empowers ordinary citizens (the people) and allows them to participate meaningfully in development of communities. The City remains committed to ongoing consultation and engagements with communities and continues to focus on improving consultation sessions to be more effective and meaningful. In order to give effect to this commitment, the City introduced the Community Based Planning approach which seeks to ensure that planning, implementation and monitoring of development interventions forge partnerships with all stakeholders.

The City’s commitment to participatory planning is underpinned by the following legislative requirements governing the systems and functions of local government:  Chapter 2 of the Constitution (1996): Sections 151(1)(e), 152, 195(e) pronounce on participatory requirements;  White Paper on Local Government (1998): Emphasises that political leaders remain accountable and work within their mandate to allow consumers to have input on the way services are delivered;  Municipal Structures Act 117 of 1998: Section 72 states that the objective of a ward committee is to enhance participatory democracy in local government;  Municipal Systems Act (2000): Sections 16(1) and 29(b) on the development of a culture of governance that complements formal representative government with a system of participatory governance; and  Municipal Systems Act sections (2000): Section 26 states that each municipality at the beginning of its term of office must develop a five-year IDP and review this plan annually in terms of Section 34 performance and changing circumstances.

2012/16 Community Based Planning Approach

The City’s Community Based Planning (CBP) approach focuses on driving social change in the city. In the context of the City of Johannesburg driving social change implies the changes people make to their behaviour that, when taken collectively, benefit the entire community. Examples of social change are the following:

 Recycling or separations at source;

 Food gardening;  Reduce crime rate;  Increased entrepreneurship;  Lower student drop-out rates; and or  Local inclusion of the poor.

The basis for driving social change is through sustained and meaningful involvement of the community in the City’s planning processes as well as the capacitation of residents to take ownership of development in their communities. Local government should not simply be a representative democracy but rather a proactive developmental democracy that facilitates participatory democracy, ensuring that people are involved in issues of local government and development. It is this responsibility that gives effect to the concept of community based planning.

The basic tenets of the City’s CBP approach are the following:  Ensuring that all citizens are included in planning;  Realistic and practical systems that are implementable and achievable;  Linked to a legitimate structure i.e. ward councillors and committees;  CBP is citizen focused and empowering;  The process builds on the strengths and opportunities of areas, and not only addresses problems;  Plans are holistic and cover issues of service delivery, social and economic development, growth and innovation, capital development etc; and  CBP promotes mutual accountability between communities and officials.

In driving social change the City and communities start by jointly formulating and analysing community needs and thereafter enter into developmental partnerships to achieve sustainable development. Focus is placed on local resources and abilities to deliver on the interventions. It allows for all stakeholders to play a role in development and planning of the City. Residents participate in identification, analysis, implementation and monitoring and evaluation of development interventions based on the lived experience. This approach is premised on the City delivering on its mandate and entering into developmental or strategic partnerships where necessary to bring about social change.

The following are key attributes of developmental partnerships:  People participate in joint analysis of community strategic needs, development of action plans and strengthening of local institutions;  Use knowledge and local resources to strengthen the City’s plans and development of communities; and  Create a culture of volunteerism and participation in local community priorities and development.

Community Based Planning – 2013/14 Process

CBP Pilot in Region E Prior to the city wide implementation of the CBP, the CBP pilot was rollout in Region E in order to test the approach and identify challenges or opportunities. A total of 18 Community driven CBP projects were conceptualised during the cluster community conversations held in November 2012. It is anticipated that the City will have identified 7 strategic partnerships in these areas by the end of 2013/14 and be in a position to roll them out in the 2014/15 financial year. In order to achieve these partnerships the City will focus on local resources and abilities. However, the City has also allocated a budget of R50 million Opex and R50 million Capex to CBP in the 2013/14 financial year, in order to ensure that there is sufficient budget available to initiate and support strategic partnerships, as well as to respond to immediate and urgent issues of service delivery.

City Wide CBP Rollout In 2013/14, the City rolled out community based planning in Region A, B, C, D, G and F. The following process was followed in the implementation of the community based planning region wide: • Councillors Forum briefing session (Only councillors in attendance) • Detailed CBP workshop to present the CBP concept and clarify roles and responsibilities for various stakeholders i.e. Councillors, ward committee members, Community Development Workers and departmental representatives and ME (Capex Units) during the CBP rollout process • Cluster Community Conversations (CCC) focused on mobilising the communities and key stakeholders around addressing areas of need. These mobilised communities around taking steps towards initiation of ward based initiatives (supported by the city) and allowed an opportunity for communities to engage towards crafting their developmental future

• Feedback councillors forum meeting where councillors deliberated on the outcome of the community conversation. These discussions formed the foundation for the development of the community based plans. ME and Departments invited to confirmation Capex and Opex in the ward plans • Departments and Entities response – ward issues emanating from Cluster Community Conversations were routed to the departments and municipal entities for consideration in their plans.

Regional CBP Cluster Community Conversations A total of 27 CBP cluster community conversations were held across the five regions and the number of cluster meetings varied according to the number of wards in the region. These sessions targeted community members, NGOs, CBOs, ward councillors and committees, and other interested stakeholders. The agenda for each cluster meeting was a CBP presentation stating the interface of the CBP and IDP. This was followed by a discussion and inputs from communities.

Table: Regional Cluster Community Conversation schedule Region Number of Ward Clusters A 4 B 2 C 5 D 8 F 5 G 4

Region A Region A to commence with Cluster Community Conversation in earlier 2014

Region B Region B has 12 wards which were clustered into 2 Cluster Community Conversations and held as follows:  Cluster 1 (Wards 87, 88, 90, 98, 99, 102, 104 and 117), 4 December 2013 at Marks Park, Emmarentia, Attendance – 117  Cluster 2 (Wards 68, 69, 82 and 86), 5 December 2013 at Danie van Zyl Recreation Centre, Montclare, Attendance – 124

Region C Region C has 17 wards which were clustered into 5 Cluster Community Conversations and held as follows:  Cluster 1 (Wards 100, 101 and 114), 11 November 2013 at Cosmo City Multi- Purpose Centre, Attendance – 70  Cluster 2 (Wards 89, 97 and 126) at Roodepoort Athletic Stadium, Attendance – 55  Cluster 3 (Wards : 71,83, 84 and 85), 13 November 2013 at Witpoortjie Recreation Centre, Attendance – 114  Cluster 4 (Wards : 70, 127 and 128), 14 November 2013 at Discovery Recreation Centre, Attendance –127  Cluster 5 (Wards : 44, 49, 50 and 129), 18 November 2013 at Braamfischer Multi- Purpose Centre, Attendance – 174

Region D Region D has 37 wards which were clustered into 8 Cluster Community Conversations and held as follows:  Cluster 1 (Wards 22, 24, 25 and 26), 4 November 2013 at Pimville Recreation Centre, Pimville, Attendance – 53  Cluster 2 (Wards 36, 38, 39 and 40), 6 November 2013 at Uncle Toms Hall, Orlando West, Attendance 50  Cluster 3 (Wards 41, 42, 43, 45, 47 and 48), 11 November 2013 at Meadowland Hall, Meadowlands, Attendance – 121  Cluster 4 (Wards 27, 28, 29, 30 and 31), 13 November 2013 at Diepkloof Welfare Centre, Diepkloof, Attendance – 72  Cluster 5 (Wards 13, 14 and 53), 18 November 2013 at Protea Glen Recreation Centre, Protea Glen, Attendance – 48  Cluster 6 (Wards 11, 12, 15, 16 and 19), 20 November 2013 at Dlamini Multipurpose Centre, Attendance – 68  Cluster 7 (Wards 20, 21, 46, 51, 52 and 130), 25 November 2013 at Naledi Hall, Naledi, Attendance – 15. The meeting was then postponed.  Cluster 8 – Wards 33, 34, 35 and 37 – 27 November 2013 at Mavis Hall, White City Jabavu, Attendance – 98

Region F Region F has 19 wards which were clustered into 4 Cluster Community Conversations and held as follows: • Cluster 1 (Wards 62, 63, 64, 66, 67 and 123), 20 November 2013 at Yeoville Recreational Centre, • Cluster 2 (Wards 57, 61, 65 and 118), 21 November 2013 at Bertha Solomon Recreation Centre • Cluster 3 (Wards 23, 54, 55, 56, and 125), 25 November 2013 at Kliprivierburg Recreation Centre • Cluster 4 (Wards 58, 59, 60, 124), 26 November 2013 at Braamfontein Recreational Centre

Region G Region G has 13 wards which were clustered into four Cluster Community Conversations and held as follows: • Cluster 1 (Wards 1, 2, 3, 4 and 5), 12 October 2013 at Corobrick Canteen, Lenasia South East • Cluster 2 (Wards 6, 7, 120 and 121), 2 November 2013 at Corobrick Canteen, Lenasia South East • Cluster 3 (Wards 8,9,10. And 122), 16 November 2013, Corobrick Canteen, Lenasia South East • Cluster 4 (Wards 17, 18 and 119), 22 November 2013, JD Opperman hall, Eldorado Park

The table below covers an overview of the key issues raised in each region, as well as areas identified for potential developmental partnerships.

Region B Region C Region D Region F Region G Summary of  Traffic calming measures,  Storm water drainage;  Request for storm water  Communities felt that their  Illegal dumping in storm water issues raised speed signs, speed humps;  Upgrading of gravel roads; drainage system; areas do not have clinics. In drains;  Upgrading/maintenance of  Connecting roads, road signs  Restoration of the golf course some instances clinics are  Open/undeveloped stands infrastructure, water, roads, and bridges; and enclose it; there, but are too small, not cause problems in the ward; storm water; pavements;  Potholes;  Request for a pedestrian capacitated or equipped with  Johannesburg Water projects  Law enforcement – illegal  Street lights and widening of bridge; medical staff and tools have not been completed; dumping, buildings, illegal roads;  Ablution facility requires major  There was a general feeling that  Requests roads to be electricity and water  Unused public transport repairs; the region is not being upgraded in the area; connections; facility;  Traffic signal and traffic prioritised when it comes to  Complaints about storm water  Maintenance of parks,  Building control violations calming measures at Heroes affordable housing. People live drainage; sidewalks; (encroachments); bridge; in overcrowded hostel and  Complaints about the lack of  Public toilets in Melville;  Lack of public health facilities;  Request for a satellite police dilapidated buildings in the sport grounds and facilities in  Maintenance and upgrading of and station; Inner City Poortjie, as well as the lack of parks, sidewalks;  Construction of schools in the  Establishment of an Industrial  Parks all across the city are services;  Electricity, cable theft and ward without community Park and Skills Centre at the said to be dark and creating a  Illegal waste dumping and street lighting; engagement, as a result public open space crime haven for criminals. insufficient distribution of  Extreme Park Phase 2 Toilets some facilities become white  24 hour creche/Early Maintenance projects of all park plastic refuse bags by Pikitup; and lights; elephants. Learning Centre (Place of lights is needed  Complaints about illegal land  Maintenance and upgrading of Safety for Children);  Due to increase in drug-use, invasion in Lenasia South Ext. recreation centres, libraries,  Indoor sporting facility and communities feel that the City 4; swimming pools, sports restoration of shanty soccer must build a rehabilitation  Ward needs an old age home grounds; grounds; centre soon and hospice;  Maintenance of Council owned  Dilapidated Salvation Army  Communities are concerned  Complaints about sewerage in flats and houses; Building and empty school about neglect of senior citizens. Thembalihle;  Vagrants, shelter for homeless; are haven for criminal The homes are in a dire state  Complaints about crime in the and activities; and need some infrastructure area;  Overcrowding and drug  Maintenance of all public upgrades e.g. roof repainting,  The construction of a trading. open spaces and plumbing, painting, safety etc. pedestrian bridge at Lenz establishment of a park  Rehabilitation and construction railway station;  Restoration of the libraries; of bridge at Denver informal  The development of  Pedestrian bridge over the settlement pavements and the widening of railway line and some major  Rehabilitation of the stadium for roads in the CBD; roads; community meetings and  Bus and taxi services from the  Develop a park at the events Lenz CBD to the Mshenguville public open  Communities are concerned Johannesburg CBD; about the growing

Region B Region C Region D Region F Region G space to curb the high rate of unemployment in the Region.  The regulation of vehicle crime and illegal dumping; Outside people are given parking areas in the Lenz CBD,  Maintenance of Council projects which locals can do vis-à-vis illegal traders and facilities;  MAI-MAI is said to have been scholar transport;  Illegal dumping; fixed for R4 million but the  Surveillance cameras for the  Council office be accessible quality of work is so poor that it CBD; to the community for other leaks, rents being collected but  Regulation of delivery vehicle uses and projects; nor reaching JPC etc. parking zones in the industrial  City Parks to employ local  Young artists feels that the City area; youth; do not support their activities  Request information on how  Traffic signal at intersection and are left out when major the community of Vlakfontein Pela Street and Klipvalley projects/programmes that can can become involved with Road; expose their talents take place Joburg 10 Plus  Improve pedestrian safety on in the region. the Phefeni Station  Development of skills centre/ Pedestrian Bridge; economic incubation centre  Request for doctors and  General maintenance of public dentists at Diepkloof Clinic infrastructure and Upgrade Shanty Clinic; o Roads  Pikitup does not deliver o Parks refusal plastic bags; and o Street lights  Drug abuse is prevalent. o Side walks o Sports facilities e.g. swimming pools play grounds etc. o Sewer lines, bridges etc. Projects  Food gardens and feeding  Agriculture/vegetable gardens  Beautification of the mountain  Community proposes the  For economic development to identified for scheme;  Livestock (Small scale to enhance tourism; establishment of a Mayfair succeed markets should be developmental  Brick work; farming)  Provision of facility for the Precinct and to be involved closer to the people. Mini- partnerships  Assistance to youth  Empowerment of emerging upholstery project; therein; markets may be the solution. organisations; contractors in the ward  Establishment of a buy-back  Communities want to be Co-operatives should be  Partnerships between  Community buy back centre centre; empowered to recycle waste encouraged and assistance communities and SAPS to  Establishment of food and generate an income out of provided with their eradicate crime; gardens at public open it establishment;  Economic development hub spaces;  Partnership with community to  Proposes a system where the required in partnership with  A cleaning project for look after parks local community assists in private sector to accommodate women’s hostel;  The City of Johannesburg to home based care;

Region B Region C Region D Region F Region G unemployed and  Establishment of consider Gauteng housing co-  Urban agriculture should be unemployable people; cooperatives and training of operative for management of promoted with communities;  Unemployed people can be the members thereof; existing co-operatives  Proposes that the community used to plant grass and trees  An established cooperative  Agricultural activities – support assists in running the Lenasia on mine dumps to alleviate dealing with chicken farming to communities so that they can Clinic on a twenty-four hour dust pollution; requires land to carry out their be self-sustainable basis;  Establishment of public- business;  To develop Lenasia Cricket community partnership to bring  Backyard mechanics are Stadium in partnership with the the City’s vision to fruition with requesting a place from which City; the City and the community to conduct their business;  Project in Eldorado Park is aligning their objectives to  A Women’s forum to doing well and should be bring mutual benefits; capacitate other women supported;  City to empower SAPS, ADT needs assistance from the  Recycling of waste and buy and Cortac by JPC issuing a City; back centre in the region. Letter of Trespass for the Car  Establishment of a cultural Park and Bus Terminus village; and property;  Lake View requires the  Mandating the appointment of development of a tourism Public Safety Officers place that will link with Regina empowered by the Metro who Mundi. can assist in the policing of the parking;  Eviction of the so-called “squatters” on City property;  City Power’s permission for the PNRA to green and cultivate the areas around the substations; and  City’s investment in the creation of an achievable model of a sustainable Neighbourhood.

2014 Draft IDP and Budget Participatory Process

The 2014 IDP and Budget outreach process provides the City an opportunity to communicate its draft plans and budget to a specific audience through cluster community conversations. The outreach process traditionally takes place in March, following the tabling of the draft IDP and Budget. This allows for communities at a local level to reflect on the IDP to determine to what extent the City’s plans respond to the issues raised during previous outreach processes.

In addition an extensive communication campaign provides the platform for community mobilisation and greater publicity around the IDP and Budget process. Through these engagements, the City encourages the involvement of communities in local government.

A number of processes will be followed post tabling of the IDP at Council in March which will, amongst others, include:  Call for public comment advertisement in newspapers prior to tabling of the IDP and Budget  Councillor engagement session  Launch of the IDP and budget outreach  Regional Cluster Community Conversation  Other public and private stakeholders and NGO and CBO’s.

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10. Medium Term Budget

In order for the City to achieve its goals as set out in this document, it needs to clearly prioritise resource allocation. The City of Johannesburg therefore publishes its medium term budget every financial year, to reflect changes in anticipated spending patterns and report on expenditure and revenue progress.

Long Term Financial Overview The City has developed a long term Financial Development Plan to fund capital spending of R100 billion over the next eight to ten years on infrastructure replacement and expansion. The long term Financial Development Plan is part of the ongoing financial planning and medium-term budgeting processes. The long term Financial Development Plan aims to ensure that the City is in a sound financial condition and can finance services on a sustainable basis on the long-term. The medium-term budget represents a detail three-year operating and capital budget that enables the City to meets its operational and strategic objectives for the three years and in the outer years.

Financial sustainability means that future generations will not be burdened with paying for services that today’s taxpayers enjoy. While some expenses do not have to be immediately paid, the City still must have the ability to pay them in the future.

The long term Financial Development Plan was developed as part of the IDP and budget cycle for 2013/14 and was updated for the 2014/15 financial year. The long-term development financial plan uses economic, financial, policy assumptions and the expenditure outlook to project expenses, revenue and changes in the balance sheet. The three year Medium Term Budget of the City is in line with the long term Financial Development Plan of the City.

Budget process The City engages in a similar process as that of developing its Integrated Development Plan, when finalising its budget. In January 2014, a Technical Budget Steering Committee reviewed each department and entity’s plans and budget submissions. Thereafter a Budget Steering Committee sessions took place, chaired by the MMC: Finance. This committee provides strategic direction and prioritises budget according to the submissions received.

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Budget Steering Committee outcomes The Budget Steering Committee was held on 23-24 January 2014 reaffirmed the need for changing the City’s course. To do this, it is necessary to change the way the City delivers within its limited resources. It also noted a number of other critical points that clusters and departments have taken into account in their planning. These include:

 Increasing productivity – managing human resources effectively  An inter-clusteral approach is critical to ensure co-ordination of programmes.  As part of changing the course, there is a need to continue to stabilise the revenue base of the City  Customer centric approach  Addressing the culture of abundance  Tariff increases should be reviewed taking into account macroeconomic challenges

Medium Term Budget Framework The CoJ is heeding the national call of expanding public sector investment in infrastructure. The City continues to increase capital investment on infrastructure over the medium term and projects a spending plan of approximately R32.4 billion over the next three-year period. In line with this increased capital investment on infrastructure, the City has developed the long term Financial Development Plan which encompasses:

 Achievement of a net operating margin of 15% and above  Reduction in the quantum of personnel remuneration, including the charge out of project manager’s cost to capital  Elimination of unnecessary expenditure  Pursuing other revenue sources  Improvement in strategic and budget planning and processes, including zero- based budgeting  Improvement in monthly operational revenue and expenditure control and monthly operational reporting.

The City has focused attention on achieving its goals as outline in the Joburg 2040 GDS. The City acknowledges the challenge of balancing the need to change course with limited resources and delivering towards Joburg 2040. To respond to this, the City developed short, medium and long term interventions in the 2012 budget cycle. These are still on track. In the short-term, the City will continues to focus on stabilising its finances, refining and

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implementing its IDP, accelerating service delivery and improving customer and citizen’s experience of the City. In the medium-term it will consolidate its finances and ensure that service excellence becomes a norm in the city. In addition, there will be acceleration of the implementation of IDP key programmes. In the long-term, the City will focus on financial sustainability and resilience as well as conduct impact assessments of the IDP key programmes against the GDS outcomes.

Medium Term Budget In order to achieve financial stabilisation and long term sustainability the City has a set of parameters within which financial planning should be aligned. These key financial indicators are included in the table below.

Key Financial Indicators Actual Adjusted Bench- Ratios 2012/13 Budget Marks Budget Estimate Estimate 2013/14 2014/15 2015/16 2016/17 Current ratio 1:1 1.1:1 Above 1:1 1:1 1:1 1:1

Solvency ratio 2:1 2.1:1 Above 2:1 2.1:1 2.2:1 2.3:1

Debt: Revenue 49.7% 39.0% Below 45% 42.4% 43.6% 45.0% Remuneration to Expenditure ratio 36.6% 36.3% Below 30% 36.1% 35.1% 34.4% (excluding bulk purchases) Remuneration to Expenditure ratio 23.7% 24.0% Below 30% 23.8% 23.1% 22.6% (including bulk purchases) Maintenance to Expenditure ratio 3.4% 4.6% 7% 5.0% 5.3% 5.2%

Interest to Expenditure ratio 5% 4% Below 7% 5% 5% 6%

Net operating margin 10% 13% Above 15% 12% 13% 13%

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Tariffs Tariff setting in the City takes place within the framework of the City’s Tariff Policy. The Policy is premised on the following principles:

 Social: affordability of services, promotion of access to services, cross- subsidisation of the poor where necessary and feasible, simple and easy to implement tariff structure.  Economic: competitiveness of the City, in support of macroeconomic policies of the country, tariffs must positively influence microeconomic input costs facing firms.  Financial: Cost- reflective tariffs linked to medium term financial framework.

The proposed tariffs per service for the 2014/15 financial year can be accessed on the City’s website.

Operating and Capital Budget In 2014/15, the City’s total budget amount to approximately R47.4 billion, the split between operating and capital are as follows:

Capital R10.9 bn 23%

Operating R36.5 bn 77%

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High level budget of the City are as follows:

Financial Performance (revenue and expenditure) Adjusted Budget Budget Estimate Estimate 2013/14 2014/15 % 2015/16 2016/17 R 000 R 000 R 000 R 000 Revenue 36 118 703 38 521 467 7% 41 758 610 44 743 468 Internal Revenue 3 861 293 4 381 294 13% 4 668 891 4 816 601 39 979 996 42 902 761 7% 46 427 501 49 560 069 Expenditure 34 222 576 36 512 567 7% 39 051 825 41 624 384 Internal Expenditure 3 861 293 4 381 294 13% 4 668 891 4 816 601 38 083 869 40 893 861 7% 43 720 716 46 440 985 Surplus (Deficit) 1 896 127 2 008 900 2 706 785 3 119 084 Taxation 499 499 528 805 6% 648 787 729 052 Surplus (Deficit) for the year 1 396 628 1 480 095 2 057 998 2 390 032 Capital Grants & Contributions 3 094 028 3 154 275 3 231 886 3 230 582 Surplus (Deficit) for the year 4 490 656 4 634 370 5 289 884 5 620 614 including Capital Grants & Contr.

Capital Budget Capital Expenditure 12 000 000 R 000 R11439 195 R10861 642 R10137 959

R7700 263 8 000 000

4 000 000

2013/14 2014/15 2015/16 2016/17

Capital Budget – sources of funding

Adjusted Budget Budget Budget Budget 2013/14 2014/15 2015/16 2016/17 COJ - Loans 1 458 631 3 276 000 3 440 000 2 506 000 COJ - Cash 3 147 604 4 431 367 4 767 309 4 401 377 National 1 028 634 996 021 1 011 247 1 034 074 Provincial 35 000 USDG 1 565 316 1 695 189 1 755 074 1 848 093 Other 465 078 463 065 465 565 348 415 Total 7 700 263 10 861 642 11 439 195 10 137 959

Further details of the split in budgets between departments and municipal entities are available in the City’s Medium Term Budget document.

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Conclusion

The 2014/15 Medium Term Budget continues the City’s approach to shift the budget from consumption to investment. Massive infrastructure investments are planned over the coming years to transform Joburg spatially and economically. The stability of the City’s finances is an enabler for the realization of this vision. This requires the City to implement operational efficiencies, ensure that Capex spend is in line with prudential ratios, review tariffs to reflect the cost of providing a service taking into account the current macro economic climate. Funding in the City is allocated to critical service delivery pressures as well as changing the City’s course to deliver on its long term outcomes, as revenue improvement is achieved.

The information contained here is a summary of the 2014/15 medium term budget and provides a high level overview for the next financial year.

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11. 2014/15 Capital Investment Framework

The City uses its Capital Investment Framework (CIF) to identify and prioritise capital projects for implementation in the following financial year and medium term period. The objectives of the CIF are to:  Contribute towards the eradication of service delivery backlogs, especially in poor and marginalised areas by prioritising capital projects in these locations;  Ensure the improved management of the City’s existing infrastructure;  Improve new service delivery through infrastructure and services that are planned, delivered, and managed in an objective and structured manner;  Prioritise projects and programmes through a strategic and spatially-linked information system known as the Capital Investment Management System (CIMS) in the context of a limited capital budget; and  Direct future public and private investment, by aligning capital budget requirements of departments and entities to priority areas, defined in the Joburg 2040 Strategy, the Integrated Development Plan, Capital Investment Priority Areas (CIPAs) and the Sustainable Human Settlement Urbanisation Plan (SHSUP).

City Priorities

The City has aligned itself to the outcomes of the National Government specifically in relation to ‘Outcome 9’ which aims to ensure, “A responsive and accountable, effective and efficient local government system”.

In addition the City’s planning and budget is aligned to City policy notably the Joburg 2040 Strategy, the IDP and the Spatial Development Framework (SDF) which outlines the City’s spatial developmental path.

The Capital Investment Framework is a component of the City of Johannesburg’s IDP and meets the City’s obligations in terms of Chapter 5, Section 26(i) of the Municipal Systems Act (Act 32 of 2000). This requires local government to present “a financial plan, which must include a budget projection for at least the next three years”. The three year detailed capital budget is a companion document to the City’s IDP.

Each of the priority areas as identified earlier in this document has cost implications for the City. The capital budget has been orientated to cater for these focus areas and to

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progressively meet the City’s long term goals. For example, major capital projects in the City such as the construction of City Power’s new electricity intake facilities at Sebenza and Rivasdale contributes to improving resource sustainability by ensuring long term power supply to the City. The focus areas associated with the Joburg 2040 Strategy provide a tool for guiding the City’s capital spending.

Two city policies: the Capital Investment Priority Areas (CIPA) and the Sustainable Human Settlement Urbanisation Plan (SHSUP), define where, how and when the capital budget must be spent.

The CIPA is a refinement and re-orientation of the Growth Management Strategy (GMS) that identified priority areas for future development in the City. The CIPA take into account the original investment areas of the Growth Management Strategy and the recent changes to the Rea Vaya Bus Rapid Transit routes known as the Corridors of Freedom(see figure below). The current budget identifies three key development corridors (Louis Botha, Perth-Empire and Turffontein) for which detailed capital planning has been undertaken. Detailed planning for the other corridors of freedom is to be undertaken in the short to medium term. In addition the CIPA prioritises the inner city that remains a critical mixed use node for the City, as well as the marginalised areas of the City (Diepsloot, Ivory Park, Alexandra and surrounds, Soweto and Greater Orange Farm. The footprint of development corridors and prioritisation has been used as the means to prioritise and assess capital projects using CIMS in the capital budgeting process.

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Figure: Capital Investment Priority Areas – Including marginalised areas and key public transport corridors

The Sustainable Human Settlement Urbanisation Plan (SHSUP) defines future shelter solutions for the City. It provides housing typologies, strategies for residential densification, possible locations for future housing development and models infrastructure requirements to achieve the plan’s proposals. It promotes housing provision along the Corridors of Freedom, closer to the existing City away from peripheral locations. SHSUP provides the capital budgeting process with a guide to the nature of future City investment in residential development, and an indicator of which housing and related infrastructure projects should be prioritised within the City.

2014/15 Capital Budget

The total 2014/15 capital budget allocation for the City is R11 034 462 000. This is a 45% increase in capital budget from the 2013/14 financial year of R7 594 678 000. The sources of funding of this budget are illustrated in the figure below. The majority of the funding comes

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from Cash Reserves (5 192 778 000), City of Johannesburg Loans (R2 525 000 000) and the Urban Settlement Development Grant (R1 684 778 000)

Table: 2014/15 Sources of Funding Sources Capital Budget City of Johannesburg (loans/Revenue) R 3,276,000,000.00 CRR (Cash Reserves) for Operational Capex R 4,431,367,000.00 National Grant R 996,021,000.00 Provincial Grant R 0.00 Urban Settlement Development Grant (USDG) R 1,695,189,000.00 Other (e.g. Developer’s contribution) R 463,065,000.00 Total R 10,861,642,000.00

Capital Budget Allocation in 2014/15 for Priority Investment Areas

There are areas within the city where the need for basic services and amenities is concentrated and most urgent. These marginalised areas of the city include Greater Orange Farm, Alexandra, Greater Soweto, Greater Ivory Park and Diepsloot. The City has approved Urban Development Frameworks (UDF’s) that outline the interventions needed to address the development issues in all these areas.

In addition to the marginalised areas, the Inner City has also been identified as a priority for City investment through the Inner City Charter. The Charter’s commitments form the basis for Inner City projects defined below.

With the finalisation of the Capital Investment Priority Areas the Corridors of Freedom with an emphasis on Louis Botha, Perth-Empire, and Turffontein have been added to the marginalised and Inner City areas as priority investment areas (see figures below). These areas will also be analysed below.

In addressing the needs of the City’s priority areas in the 2014/15 budget, allocations per programme area can be summarised as follows: Soweto receives the largest portion of the investment (R 1 579 867 120.00); followed by the Inner City (R 633 357 000.00), Corridors of Freedom (R 564 948 476.00), Orange Farm (R 238 863 000.00), Alexandra (R 233 243 000.00), Ivory Park (R 204 313 000.00), and Diepsloot (R 134 260 000.00).

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Figure: Value of Capital Projects in the capital investment priority areas for 2014/15 (%)

The location of the priority areas in relation to the capital projects allocated in 2014/15 is represented in the figure below. This highlights the City’s commitment to ensure that marginalised areas within the City have access to services, indicating spatially the concentration and clustering of capital projects to be undertaken during 2014/15 within the priority areas.

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Figure: Location of capital projects approved for 2014/15 located in priority areas

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Greater Orange Farm

Figure: Percentage value allocation by department/ME to Greater Orange Farm for 2014/15

The figure above illustrates the division of budget by department/municipal entity for the Greater Orange Farm area, located in the far south of the City, bordering on Sedibeng. The divisions that spent the most in 2013/14 in the area are again the divisions that are projected to spend the most in 2014/15. The division that is spending the most in the Greater Orange Farm area in 2014/15 is Joburg Water with sewer upgrade and pipe replacement projects continuing work in Lakeside but also undertaking work in the broader catchment area. In addition, Joburg Water is also upgrading the water infrastructure in the area and constructing a water tower and reservoir. Housing’s projects in the area relate to the provision of bulk infrastructure to Drieziek exts 3 and 5, Lakeside Ext 1, 2, 3 and 5; and Orange Farm Ext 9. The Johannesburg Road Agency’s projects in Orange Farm include the tarring of gravel roads in Orange Farm and Drieziek, the covering of open drains and planning for the extension of James Street.

Alexandra

Figure: The percentage value allocation by department/ME to Alexandra for 2014/15

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Alexandra is a very dense residential area adjacent to Sandton. A significant proportion of capital projects are managed by the Alexandra Renewal Project which has been relocated from the Development Planning Department to the Johannesburg Development Agency (JDA). Alexandra will benefit from the Rea Vaya Bus Rapid Transit route to be built along the Louis Botha Ave Corridor of Freedom between Alexandra and the Inner City. Other departments with projects within Alexandra include Joburg Water which speaks to water upgrades and sewer mains replacement in Alexandra and surrounding areas, and City Power for the normalisation of the electricity network and the provision of public lighting in Alexandra.

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Soweto

Figure: Percentage value allocation by department/ME to the Greater Soweto Area for 2014/15

Housing (32%), Joburg Water (25%), City Power (15%), JRA (12%) and JOSHCO are to spend the greatest proportion of the capital in the Greater Soweto area in 2014/15. Key projects to be undertaken include:  Housing: The provision of bulk services for Braamfischerville Ext 12 and 13, Lufhereng, Elias Motsoaledi, Devland Ext 1, 27, 30, 31 and 33, various Kliptown housing projects, Dube Hostel, Orlando Women’s Hostel, Eldorado Park Infill, Jabulani Hostel, Jabulani Flats.  Joburg Water: The on-going Operation Gcin’ Amanzi project for the replacement of water and sewer pipes; and the construction of the Ennerdale/ Lenasia High Level Reservoir.  City Power: The installation of a fourth intake at Rivasdale, the provision of street lights, the provision of pre-paid meters, and the electrification of Elias Motsoaledi and Lufhereng.  JRA: Construction of the Naledi / Protea pedestrian bridge across the railway line; planning for the Jabulani/Molapo and Klipspruit West pedestrian bridges; stormwater intervention projects on the Klipriver including at Kliptown; resurfacing of the Soweto Highway and planning for the construction of the Spenser Road link.

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 JOSHCO: Provision of Nancefield Station Housing; the Orlando Ekaya Staff Hostel redevelopment; the Dobsonville Social Housing Project; and the Golden Highway Social Housing Project

Ivory Park

Figure: Percentage value allocation by department/ME to the Ivory Park Area for 2014/15

In Greater Ivory Park, the divisions spending the greatest proportion of the R204 313 000 allocated for 2014/15 are JRA (31%), Housing (11%) and Development Planning (10%). Key projects for Ivory Park include: the tarring of gravel roads, the covering of open drains; initial work on KwaGreen, Hlope, Goniwe and Thabo Mbeki associated housing initiatives; the development of industrial facilities at Bambanani.

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Diepsloot

Figure: Percentage value allocation by department/ME to the Diepsloot Area for 2014/15

The figure above represents the division of budget by department or municipal entity for the Diepsloot Area for 2014/15. Of the R134 260 000 allocated to Diepsloot, Housing is undertaking the Diepsloot Redevelopment Project on Northern Farms. Johannesburg Water (12%) is constructing a reservoir for Diepsloot and upgrading sewers within the township. JRA projects for Diepsloot include the tarring of gravel roads, and the covering of open drains.

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Inner City

Figure: Percentage value allocation by department/ME to the Inner City Area for 2014/15

The Inner City’s budget is skewed due to a majority of departments and municipal entities having their offices within the Inner City. This inflates the budget for the Inner City, and why a wider range of role players is reflected. The estimated 2014/15 budget for the Inner City is R 633 357 000. Development Planning is the largest contributor. This is for public environment upgrade projects in the vicinity of Westgate, Park Station and Hillbrow to be executed by the Johannesburg Development Agency. JOSHCO has the second largest budget in the Inner City. This is for a number of social housing projects, notably: 11 Ellof Street and 195 Commissioner Street. JRA has the third largest budget in the inner city for the resurfacing and upgrading of the M1 and M2 highways and associated bridges, and for the refurbishment of the Robinson Canal.

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Corridors of Freedom: Louis Botha Corridor

Figure: Percentage value allocation by department/ME to the Louis Botha Corridor for 2014/15

An amount of R 119 270 000 has been allocated to the Louis Botha Corridor. City Power has the highest budget for the upgrading and refurbishment of the existing electrical infrastructure. Community Development and City Park’s allocation is primarily for the upgrading of Patterson Park facilities in Orange Grove. Health’s allocation is for the upgrading of the existing clinics located within the corridor.

Corridors of Freedom: Perth-Empire Corridor

Figure: Percentage value allocation by department/ME to the Perth-Empire Corridor for 2014/15

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An amount of R 232 533 436 has been allocated to the Perth-Empire Corridor. Similarly to the Louis Botha corridor, City Power has been allocated funding to upgrade the existing electrical infrastructure on the Perth-Empire Corridor. Joburg Water has been allocated budget for the upgrade of the existing water and sewer networks within the corridors. The third highest budget allocation is for JOSHCO for social housing at Pennyville and for the refurbishment of the Geldenhuys Hostel.

Corridors of Freedom: Turffontein Corridor

Figure: Percentage value allocation by department/ME to the Turffontein Corridor for 2014/15

Of the three Corridor’s Turffontein does not have a bus rapid transit system that serves the entire area under consideration. The expectation is that in future the area will be serviced by a feeder route to the existing bus Rea Vaya Network. In 2014/15 JOSHCO is the division that has the highest budget in Turffontein primarily for the Bellavista, City Deep and Turffontein social housing projects. Joburg Water and JRA receive the next highest allocations respectively for the upgrading of existing roads, stormwater and water infrastructure.

The analysis of the individual Corridors of freedom does not take into account the R250 million allocated to strategic projects within the three corridors. Neither does it take into account the R 1 059 571 000.00 of grant funding for the construction of the Rea Vaya in the Perth-Empire and Louis Botha Corridors.

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Service Capacity Backlogs

In addition to the Capital Investment Priority Areas defined above, there are critical capital interventions required to ensure that bulk infrastructure remains operational within the City. In this regard City Power, Joburg Water, the Johannesburg Roads Agency and the Department of Housing have identified ‘hotspot’ areas where projects are required to meet demands placed on the network.

City Power defines two types of infrastructure constraints to identify ‘hotspot areas’. These are those substations whose load readings are over 100% of capacity; and those areas where user demand is growing and the network capacity is over 100%. When looking at City Power projects it must be noted that a project to resolve a particularly ‘hotspot’ may be located outside the ‘hotspot’ area itself.

City Power’s ‘hotspot’ areas for the 2014/15 year are located primarily in the north of the City (e.g. parts of Roodepoort, Randburg and Midrand) and areas in the south such as Lenasia, Ennerdale and Lehae.

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Figure: Power Capacity Hotspot Areas – City Power Capital Projects 2014/15

Joburg Water defines ‘hotspots’ as those areas where the water and sewer capacities are operating at levels that are in excess of the infrastructure’s design.

The water hotspot areas are located in a west–east band to the north of the City incorporating Sandton and Randburg, and in the south of the City centred on the Greater Orange Farm area. The sewer hotspots are centred on the Braamfontein and Zandspruit basins, as well as the portion of the Klipspruit catchment that incorporates Soweto and Orange Farm.

As in the case of City Power, water and sewer projects that would alleviate these areas may be located outside of the actual ‘hotspot’ areas.

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Joburg Roads Agency has identified backlogs in relation to the tarring of gravel roads in marginalised areas, and backlogs in relation to storm water projects.

There are serious constraints in relation to storm water management across the City and associated river catchments. There is currently an under-investment in storm water management in the City. This situation is to be addressed in the next 5 -10 year period. Currently there is a poor correlation between storm water projects and those areas that have been identified as ‘hotspots’.

With regards to the gravel roads upgrading programme, there is a strong correlation between the projects to be undertaken in 2014/15 and the areas that have been identified as requiring upgrading. Figure: Water Capacity Pressure Areas – Joburg Water Capital Projects 2014/15

Figure: Sewer Capacity Pressure Areas – Joburg Water Capital Projects 2014/15

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Figure: Priority Gravel Road and Storm Water Areas – JRA Capital Projects

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Housing backlogs relate to the informal settlements located within the City as well as the large scale issue of backyard shack rentals, which are concentrated in the marginalised areas within the City.

The housing figure below shows the relationship between the Department of Housing’s capital projects and the existing informal settlements in the City. While at a citywide level there is not a significant correlation between projects and informal settlements, at the level of individual marginalised areas which also have informal settlements – namely Orange Farm, Kanana Park, Ennerdale, Soweto and Diepsloot – there is correlation between housing projects and adjacent informal settlements.

The Capital Budget and Identified Deprivation Areas

In 2008 the Social Development Department identified areas of relative deprivation across the City of Johannesburg. The areas that were considered to be most deprived were closely linked to marginalised areas, as defined by this report. These were the Greater Orange Farm Area, Diepsloot, Ivory Park and Alexandra, as well as informal settlements in the North West of the City. In the study, Soweto was viewed as being more complex as there were areas of extreme deprivation located adjacent to areas of relative wealth, which indicates that public investment over the past 10 years has improved the lives of a significant number of people within Soweto.

The City is locating the majority of its capital interventions in those areas that are considered to be most deprived.

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Figure: Housing Projects on the 2014/15 capital budget relative to Informal Settlements

Figure: Deprivation Focus Areas – Capital Projects 2014/15

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2014/15 Capital Budget by cluster, department and municipal entity

The remainder of the CIF provides a breakdown of the most significant projects to be undertaken in 2014/15 by cluster, and then according to department and municipal entity. For coordination purposes within the City the departments and municipal entities are defined in terms of clusters. There are four clusters: the sustainable services cluster; the economic growth cluster, the human and social development cluster and the sound governance cluster. Departments and municipal entities refer to the individual administration units into which the City is divided, where ‘departments’ represent core administration functions, and ‘municipal entities’ represent corporate entities/utilities.

The breakdown of the capital budget for 2014/15 by department and municipal entity is captured in Figure x below. The divisions receiving the highest budget in 2014/15 are: City Power (R 2,221,762,200.00 ); Group Corporate and Shared (R 1 431 268 000); Johannesburg Roads Agency (R 1,423,210,000.00); Joburg Water (R1 091 585 000) and.Transportation (R 971,511,000.00)

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2014/2015 Source Amount Project Name External COJ Funds CRR Cash Provincial State Grant USDG Other Total 2014/15

City Parks and Zoo R 112,400,000.00 R 0.00 R 0.00 R 0.00 R 54,000,000.00 R 0.00 R 166,400,000.00 City Power R 891,030,000.00 R 760,667,200.00 R 0.00 R 31,000,000.00 R 90,000,000.00 R 449,065,000.00 R 2,221,762,200.00

Community Dev: Arts, Culture R 21,500,000.00 R 0.00 R 0.00 R 0.00 R 0.00 R 0.00 R 21,500,000.00 and Heritage

Community Dev: Head Office R 600,000.00 R 2,084,000.00 R 0.00 R 0.00 R 0.00 R 0.00 R 2,684,000.00

Community Dev: Libraries R 22,651,000.00 R 0.00 R 0.00 R 0.00 R 3,300,000.00 R 0.00 R 25,951,000.00

Community Dev: Sport and R 32,901,000.00 R 7,000,000.00 R 0.00 R 0.00 R 20,000,000.00 R 0.00 R 59,901,000.00 Recreation

Development Planning R 400,550,000.00 R 0.00 R 0.00 R 98,958,000.00 R 0.00 R 0.00 R 499,508,000.00

Economic Development R 0.00 R 42,389,000.00 R 0.00 R 36,492,000.00 R 0.00 R 0.00 R 78,881,000.00

Environment and Infrastructure R 0.00 R 46,830,000.00 R 0.00 R 0.00 R 0.00 R 0.00 R 46,830,000.00

Group Corporate and Shared R 158,400,000.00 R 1,272,868,000.00 R 0.00 R 0.00 R 0.00 R 0.00 R 1,431,268,000.00 Services

Group Finance: Finance R 2,700,000.00 R 499,000.00 R 0.00 R 0.00 R 0.00 R 0.00 R 3,199,000.00

Health R 0.00 R 25,026,000.00 R 0.00 R 0.00 R 60,000,000.00 R 0.00 R 85,026,000.00 Housing R 0.00 R 150,500,000.00 R 0.00 R 0.00 R 792,862,000.00 R 0.00 R 943,362,000.00 JDA R 0.00 R 165,100,000.00 R 0.00 R 0.00 R 69,589,000.00 R 0.00 R 234,689,000.00 JHB Water: Sewer R 68,829,000.00 R 220,128,000.00 R 0.00 R 0.00 R 133,044,000.00 R 0.00 R 422,001,000.00 JHB Water: Water R 372,756,000.00 R 193,461,000.00 R 0.00 R 0.00 R 89,367,000.00 R 14,000,000.00 R 669,584,000.00 Joburg Market R 208,322,000.00 R 0.00 R 0.00 R 0.00 R 0.00 R 0.00 R 208,322,000.00 Johannesburg Theatre R 8,300,000.00 R 0.00 R 0.00 R 0.00 R 0.00 R 0.00 R 8,300,000.00 JOSHCOManagement Company R 210,750,000.00 R 299,422,000.00 R 0.00 R 0.00 R 20,000,000.00 R 0.00 R 530,172,000.00 JPC R 0.00 R 124,500,000.00 R 0.00 R 0.00 R 0.00 R 0.00 R 124,500,000.00 JRA R 500,000,000.00 R 574,183,000.00 R 0.00 R 0.00 R 349,027,000.00 R 0.00 R 1,423,210,000.00 Mayor's Office/ City Manager R 2,200,000.00 R 65,760,000.00 R 0.00 R 0.00 R 0.00 R 0.00 R 67,960,000.00 Metrobus R 70,000,000.00 R 130,151,000.00 R 0.00 R 0.00 R 0.00 R 0.00 R 200,151,000.00 Pikitup R 187,050,000.00 R 0.00 R 0.00 R 0.00 R 14,000,000.00 R 0.00 R 201,050,000.00 Public Safety: EMS R 0.00 R 102,687,800.00 R 0.00 R 0.00 R 0.00 R 0.00 R 102,687,800.00 Public Safety: JMPD R 0.00 R 60,112,000.00 R 0.00 R 0.00 R 0.00 R 0.00 R 60,112,000.00 Social Development R 5,061,000.00 R 15,139,000.00 R 0.00 R 0.00 R 0.00 R 0.00 R 20,200,000.00 Speaker: Legislative Arm of the R 0.00 R 30,920,000.00 R 0.00 R 0.00 R 0.00 R 0.00 R 30,920,000.00 Council Transportation R 0.00 R 141,940,000.00 R 0.00 R 829,571,000.00 R 0.00 R 0.00 R 971,511,000.00 Grand Total R 3,276,000,000.00 R 4,431,367,000.00 R 0.00 R 996,021,000.00 R 1,695,189,000.00 R 463,065,000.00 R 10,861,642,000.00 Figure x: 2014/15 Capital Budget by Division and Source of Funding

The Sustainable Services Cluster has the highest capital allocation within the City for 2014/15. The cluster consists of: the Environment and Infrastructure Services Department (EISD); the Housing Department; the Johannesburg Social Housing Company (JOSHCO); PIKITUP, responsible for waste disposal; City Power; Joburg Water; the Development Planning Department; the Johannesburg Development Agency; and the Johannesburg Roads Agency.

In the 2014/15 draft Budget the Environment and Infrastructure Services Department has been allocated R46 830 000. The primary project for the department is the Bruma Lake Rehabilitation, which will result in the closure of the dam given that it is a major source of pollution in the area.

The Housing Department has a budget of R943 362 000 for 2014/15. The primary source of capital funding for the Housing Department is the Urban Settlement Development Grant

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(USDG) (R792 862 000) which is for the construction of bulk infrastructure for low income housing projects. The Housing Department is in the process of shifting from RDP housing projects located on the periphery of the City to a strategy that focuses on higher density housing solutions in more centrally accessible locations. The intention is to complete the more peripheral projects in the medium term (two years) and to begin to plan for better located housing projects. Key projects to be undertaken by the Housing Department in 2013/14 are: Klipspruit/Kliptown Housing Projects (R309 million), Fleurhof (R60 million) and Devland Ext 1, 27, 30, 31&33 (R66 million).

The projects that will cost the City the most in the three year medium term budget period are the Klipspruit/Kliptown Project (R465 million), Fleurhof (R156 million) and Devland Ext 1,27,30,31&33 (R133 million).

In order to shift to a strategy that provides better located housing solutions for the poor, R50 million has been put aside for land purchases in 2014/15. Similarly, an amount of R30 million has been allocated to the implementation of Sustainable Human Settlement Urbanisation Plan (SHSUP) in 2014/15 to facilitate the implementation of the policy and to change how and where residential development is provided in the City.

The Johannesburg Social Housing Company (JOSHCO) will receive R 530,172,000.00 in 2014/15. This will be used to provide high density social housing for the Company. The key projects for the municipal entity include: Fleurhof Junction (R 60 million, Dobsonville (R 50 million) and Lombardy East Social Housing Projects (R 46 million).

Major staff hostel redevelopment projects for 2014/15 include: City Deep (R30 million) Nancefield Station)/ Klipspruit (R60 million).

It is envisaged that JOSHCO will play an increasingly important role in the restructuring of human settlements through the provision of alternative accommodation solutions.

A total allocation of R 201 050 000 is to be given to Pikitup in 2014/15. Significant projects include: the purchase of underground bins (R20 million); ensuring that existing PIKITUP facilities (landfills/depots) meet OHASA safety standards; the construction of composting plants for green waste (R20 million). The intention of Pikitup in the medium term is to focus on projects that reduce waste and promote recycling.

City Power received an allocation of R 2,221,762,200 for 2014/15; the breakdown for a significant portion of this budget is as follows:

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 R200 million has been allocated to the on-going construction of an intake at Sebenza, which takes power from the Eskom Grid for the north of the City. The project’s ultimate cost will be approximately R900 million. The project aims to provide a stable supply of bulk energy from Eskom for the northern areas of the City.  The construction of a fourth intake for the City at Rivasdale in Soweto is shifting to the construction phase in 2014/15. R70 million has been set aside for the project in 2014/15. The project is set to cost the City approximately R900 million. The project aims to provide a stable supply of bulk energy for the southern areas of the City.  R70 million has been allocated for the upgrading of identified 88kV overhead lines in the 2014/15 budget. This is an on-going project that is to cost the City R230 million in the next three years  R690 million will be used to implement Pre-paid system installation of semi- automated pre-paid & automated pre-paid smart meters). This project will allow for automatic centralised meter reading, so that meter readings will not have to be undertaken manually on a monthly basis. This project is to cost the City approximately R1.4 billion over the next three financial years. Timelines, scope and costs of this project have increased since the last financial year.  Approximately R120 million will be spent on the provision of new connections to developments predominantly in the north of the City. These projects are largely funded from service contributions  R11.3 million will be spent on public lighting in marginalised areas

Joburg Water receives an allocation of R 1 091 585 000 for 2014/15. An overview of the budget is provided below:  R88 million will fund the upgrade of the Bushkoppies Waste Water Treatment Works (WWTW) in the south of the City, and R46 million is budgeted for the Driefontein WWTW expansion in Mogale City. Approximately R50 million each has been allocated to Northern Works and Olifantsvlei WWTWs.  R50 million has been put aside for the construction of the new Lanseria waste water treatment plant to the north of the City.  Operation Gcin’ Amanzi has been allocated an amount of R 250 million to fund water infrastructure rehabilitation and water resource management in Soweto  Bryanston, Woodmead, Douglasdale and Sandton will receive R 43 million for the upgrading and refurbishment of water infrastructure.

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The Development Planning Department is responsible for the, Inner City Regeneration Programme, for coordinating the Neighbourhood Development Partnership Grant and Public Transport Corridor Development in the City. R 499 508 000.00 was allocated to the Department for 2014/5.

The Inner City Regeneration Programme has received an allocation of R150 million. This will be used to upgrade the public environment in the Inner City.

An amount of R250 million has been allocated to Development Planning to facilitate capital interventions in the Corridors of Freedom.

The Neighbourhood Development Partnership Grant, which is funded by National Treasury, is coordinated in the City through Development Planning. Projects to be funded from the grant include the reconstruction of Ngonyama Road, public upgrades in Jabulani and the Bambanani and Marlboro Industrial Production Facilities.

The Johannesburg Development Agency is to receive an allocation of R 234 689 000 for 2014/5.

Under this funding upgrading to the public environment will take place at the following locations: Jabulani, Kliptown, Nancefield, and Randburg.

Responsibility for the Alexandra Renewal Project has been shifted to the JDA. The amount set aside for the Alexandra Renewal Project in 2014/15 is approximately R70 million for a number of projects.

The Joburg Roads Agency received an allocation of R 1 423 210 000 million for 2014/15. This is a 92% year on year increase for the municipal entity, and continues the City’s commitment to improving roads, bridges and stormwater infrastructure. R87 million will go towards bridge upgrading; R110 million for the resurfacing of the M1, M2 and Soweto Highways; R287 million for the resurfacing of other roads; R100 million for Road Rehabilitation and Road Reconstruction; R46 million for stormwater related projects; and R262 million for the tarring of gravel roads in marginalised areas.

The Economic Growth Cluster consists of the Economic Development, Joburg Market and Johannesburg Property Company, Transportation and Metro Bus.

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The Department of Economic Development received R 78 881 000 in the 2014/15 capital budget. R21 million is for the construction of linear markets; R11 million is for the Inner City Property Scheme for the purchase and redevelopment of property in the Inner City; and R10 million for the Inner City Skills Development Centre. R 36 492 000 is for projects under the Extended Public Works Programme

Johannesburg Property Company incorporates the Metro Trading Company (MTC) and the Facilities Management and Maintenance Unit (FMMU). The Municipal Entity is to receive R124.5 million in 2014/15. Of this amount R35 million is for the Construction of a taxi rank and the Sandton Gautrain Station; and R20 million is for the Jabulani precinct.

R7.5 million has been put aside for FMMU related projects. R1.3 million has been put aside for the upgrading of existing Metro Trading Facilities in the City.

The Joburg Market has been allocated R 208 322 000.00 primarily for the Market of the Future project (R95 million) that will expand the capacity of the existing facility, but also for the refurbishments of infrastructure within the market precinct at City Deep.

The Transportation Department has a budget of R 971 511 000.00. R 829 571 000.00 of this funding is from the National Public Transport Infrastructure and Systems Grant, for the continued construction of the Rea Vaya: Bus Rapid Transit System. The remainder of the funding is to go to various taxi rank and non-motorised transport projects being undertaken by the department.

Metrobus received an allocation of R 200 151 000.0 for 2014/15 to fund the purchase of new buses (R 187 591 000.00), and upgrade the bus company’s existing assets.

The Human and Social Development Cluster includes: Community Development, Health, Social Development, City Parks and Zoo, the Johannesburg Theatre Company (JTC), Emergency Management Services (EMS) and the Johannesburg Metropolitan Police Department (JMPD).

The focus for the core Community Development Department for the 2014/15 financial year is to continue the refurbishment of existing facilities. However there are new facility projects on the budget for 2014/15. The total amount to be allocated to the Community Development Department is R 110 036 000.00. Of this amount: Arts, Culture and Heritage receives R 21 500 000.00; Libraries R 25 951 000.00; Sports and Recreation – R 59 901 000.00 and R 2 684 000.00 to Head Office. Key projects for 2013/14 include: refurbishment of the

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Johannesburg Art Gallery (R 11 647 000.00); Construction of a new sports facility at Rabie Ridge (R 2 713 000.00); Construction of a new Multi-purpose Centres at Orlando Ekaya (R 2 588 000.00) and Diepsloot (R 2 000 000.00); and R 10 000 000.00 for the upgrading of Union Stadium. There are also a number of upgrading and refurbishment projects that are to be undertaken in the Corridors of Freedom

The Health Department is to be allocated 85 026 000.00 in 2014/15. Key projects to be undertaken by the Health Department include the construction of the Mountain View Clinic outside Ennerdale (R3 million), and the Mpumelelo Clinic – Phase 2 in Ivory Park (R4 million).

The Social Development Department has been allocated R20.2 million in 2014/15. This is to be spent primarily on the construction of the Golden Harvest Drug Rehabilitation Centre (R 7 350 000.00); and the refurbishment of the Zakheni Skills Development Centre (R 6 000 000.00).

The Johannesburg Theatre Company is the umbrella management company for the Joburg, Soweto and Promusica (Roodepoort) Theatres. The Company is to receive R8.3 million rand for various capital projects at the three theatres.

Johannesburg City Parks and Zoo have been allocated R 166 400 000.00 for 2014/15. Of this amount the Zoo has been allocated R 24 283 000.00 for various capital projects. City Park’s major projects for 2014/15 include: the development of the Olifantsvlei Cemetery (R 30 000 000.00; and the development of an urban agriculture facility (R 10 000 000.00). There will also be significant expenditure on parks in the Corridors of Freedom and in the Inner City.

In relation to the public safety departments, Emergency Management Service’s allocation of R 102 687 800.00 is to be spent on among other projects: ambulance equipment (R 10 000 000.00); the construction of the Protea Glen Fire Station (R 11 200 000.00) and the reconstruction of the Inner City Fire Station (R 20 000 000.00). The Johannesburg Metropolitan Police Department’s allocation of R 60 112 000.00 is to be spent primarily on upgrading the Langlaagte Station Offices (R 5 350 000.00); the Tetra Radio System (R 10 000 000.00) and for stormwater management at the JMPD facilities at Rosettenville.

The Sound Governance Cluster consists of the Speaker’s Office, the Office of the Executive Mayor and the Corporate and Shared Services Department and Group Finance.

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The Speaker’s Office has received an amount of R 30 920 000.00 for the construction of a new Council Chamber in the Mayoral Wing of the Metropolitan Building in Braamfontein. This project will cost R100 million over two years.

The Office of Executive Mayor/City Manager has been allocated R 67 960 000.00 primarily for Community Based Planning Activities (R50 million); the establishment of an Integrated Disaster Management Centre (R4 million); the purchase of base-stations as part of the smart city initiative (R 10 000 000.00) Joburg Tourism’s E-marketing platform and associated website (R1, 7 million).

Group Finance which includes the Finance and Revenue Departments will receive R 3 199 000.00. . Group Corporate and Shared Service’s has been allocated R 1 431 268 000.00. Of this amount R 158 000 000.00 is for IT infrastructure renewal and optimisation, and R 1 058 400 000.00 for the upgrading of computer software for the City and will be overseen by the Office of the Chief Information Officer. A further R 142 800 000.00 will be spent on the City’s vehicle fleet contract from CAPEX by the Department.

The section above has provided an overview of the major capital projects to be undertaken by departments and municipal entities in 2014/15.

The Capital Investment Framework has provided an overview of the policy and processes that the City uses to identify and prioritise capital projects within the City. It has highlighted the City’s commitment to providing services to the City’s marginalised, for addressing upgrading requirements of existing infrastructure and facilities and to fundamentally alter the urban form of the City. The CIF in turn has interpreted these commitments into the capital budget, and the key projects that each department and municipal owned entity is to undertake within 2014/15. In so doing the CIF sets out the rationale, and the tangible outcomes of that rationale, in relation to the capital.

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City-wide Projects- Capital budget by project

CIMS Project Name Description Assets Asset Sub- 2014/15 Medium Term Expenditure Project Information Number Class Class Framework Total Total Total Division Location New Or Renewal 30555 City Parks House - IT IT Equipment New Computer Intangibles Computers - 3 500 1 000 2 363 City Parks City New Equipment New Computer Hardware software and 000.00 000.00 000.00 and Zoo Wide Hardware New Computer programming Hardware JOHANNESBURG F Ward

30556 City Parks House – Building Buildings upgrade Infrastructure Other 5 000 4 000 4 000 City Parks City New upgrade New Building 000.00 000.00 000.00 and Zoo Wide Alterations JOHANNESBURG F Ward 30557 Plant and equipment New Plant and equipment Community Parks & gardens 4 000 2 500 2 500 City Parks City New Plant and Equipment 000.00 000.00 000.00 and Zoo Wide JOHANNESBURG F Ward 31077 Road islands and Town Development of road islands Community Parks & gardens 2 000 2 000 2 000 City Parks City New Entrances developments & and town entrances 000.00 000.00 000.00 and Zoo Wide Beautification New Park JOHANNESBURG F City Wide 33802 Study and Implementation of The undertaking of detailed Community Parks & gardens 2 000 2 000 2 000 City Parks City New NMT and tree planting New studies and investigations into 000.00 000.00 000.00 and Zoo Wide Park JOHANNESBURG F the parameters for the City Wide development of NMT paths and appropriate tree planting 32781 Upgrade of existing parks to Upgrade of Parks developed in Community Parks & gardens 4 000 2 000 2 000 City Parks City New Occupational health and the last five year period to 000.00 000.00 000.00 and Zoo Wide safety standards New Park comply with new health and JOHANNESBURG F City safety regulations Wide 33447 Urban Agriculture New Park Food security project City wide Community Parks & gardens 10 000 7 302 5 697 City Parks City New JOHANNESBURG F Regional 000.00 315.00 685.00 and Zoo Wide 33620 Alarm monitoring devices for Install alarm/monitoring Infrastructure Electricity 6 000 5 000 City Power City New Miniature Sub Stations New devices in high risk miniature Reticulation 000.00 000.00 - Wide Security Equipment REUVEN substations F City Wide

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CIMS Project Name Description Assets Asset Sub- 2014/15 Medium Term Expenditure Project Information Number Class Class Framework Total Total Total Division Location New Or Renewal 27696 Acquire servitudes and sub Acquisition of servitudes for Investment Other 12 000 12 000 14 000 City Power City New station sites New transmission lines and sub Property 000.00 000.00 000.00 Wide Transmission Line REUVEN F station sites. City Wide 27008 Capital Program to replace Switchgear Capital Program to Infrastructure Electricity 20 000 20 000 20 000 City Power City Renewal aged and critical switchgear replace aged and critical Reticulation 000.00 000.00 000.00 Wide Renewal Bulk Infrastructure switchgear REUVEN F City Wide 29881 Earthing and lightning Earthing and Lightning Infrastructure Electricity 5 000 5 000 20 000 City Power City Renewal protection at Major sub protection at all major sub Reticulation 000.00 000.00 000.00 Wide stations Renewal Bulk stations Infrastructure REUVEN F 31129 Emergency work on the Emergency work on the Infrastructure Electricity 5 000 10 000 20 000 City Power City Renewal transmission network transmission network Reticulation 000.00 000.00 000.00 Wide Renewal Bulk Infrastructure REUVEN F City Wide 33364 Eskom payments. New Bulk Eskom payments for feasibility Infrastructure Electricity 30 000 22 000 30 000 City Power City New Infrastructure REUVEN F City quotes. Reticulation 000.00 000.00 000.00 Wide Wide 33634 ICT Network upgrade for ICT Network upgrade for smart Intangibles Computers - 20 892 10 000 15 000 City Power City New smart grids to substations grids to substations sofware and 000.00 000.00 000.00 Wide New Load Management programming REUVEN F City Wide

33636 Implementation of Sharepoint Implementation of Sharepoint Intangibles Computers - 6 000 3 000 3 000 City Power City New Portal Portal sofware and 000.00 000.00 000.00 Wide New Computer Software programming REUVEN F City Wide 33641 Infills for adhoc projects, All Infills for adhoc projects, All Infrastructure Electricity 500 City Power City Renewal Areas Renewal Electrification Areas Reticulation 000.00 - - Wide REUVEN F City Wide

30697 Install new IED's in Install new IED's in substations Infrastructure Electricity 10 000 10 000 10 000 City Power City Renewal substations Renewal with grading problems Reticulation 000.00 000.00 000.00 Wide Protection REUVEN F City Wide 30696 Install public lights in formal Install public lights in formal Infrastructure Street Lighting 10 000 10 000 10 000 City Power City New areas New Public Lighting areas based on petitions 000.00 000.00 000.00 Wide REUVEN F City Wide received 33618 Install Pylon monitoring Install Vibration alarms on Infrastructure Electricity 2 000 City Power City New alarms New Security Pylons Reticulation 000.00 - - Wide Equipment REUVEN F City Wide

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CIMS Project Name Description Assets Asset Sub- 2014/15 Medium Term Expenditure Project Information Number Class Class Framework Total Total Total Division Location New Or Renewal 32820 Install statistical meters on all Install statistical meters at all Infrastructure Electricity 50 000 25 000 50 000 City Power City New distributors New Load substations Reticulation 000.00 000.00 000.00 Wide Management REUVEN F City Wide 30105 Operating Capital New Operating Capital Intangibles Computers - 20 000 20 000 20 000 City Power City New Operational Capex REUVEN software and 000.00 000.00 000.00 Wide F City Wide programming

29830 Pre-engineering design of sub Pre Engineering design of sub Infrastructure Electricity 10 000 10 000 10 000 City Power City New stations New Bulk stations Reticulation 000.00 000.00 000.00 Wide Infrastructure REUVEN F City Wide 33622 Protection, Supply and Replacement of secondary Infrastructure Electricity 3 000 3 000 5 000 City Power City Renewal delivery of Secondary Plant plant equipment of old Reticulation 000.00 000.00 000.00 Wide equipment Renewal technology Protection REUVEN F City Wide 32822 refurbish distribution Refurbish distribution Infrastructure Electricity 10 000 10 000 10 000 City Power City Renewal transformers and miniature transformers and miniature Reticulation 000.00 000.00 000.00 Wide substations. Renewal Medium substations. Voltage Network REUVEN F City Wide 30698 Refurbish obsolete protection Refurbish obsolete protection Infrastructure Electricity 10 000 10 000 10 000 City Power City Renewal relays Renewal Protection relays in various sub stations Reticulation 000.00 000.00 000.00 Wide REUVEN F City Wide

27007 Refurbish transformers and Transformer Capital Program Infrastructure Electricity 10 000 10 000 15 000 City Power City Renewal switchgear Renewal Bulk to eliminate high risk Reticulation 000.00 000.00 000.00 Wide Infrastructure REUVEN F City transformers. Wide 30670 Replace batteries in sub Replace batteries in sub and Infrastructure Electricity 1 000 2 000 3 000 City Power City Renewal stations Renewal Bulk switching stations Reticulation 000.00 000.00 000.00 Wide Infrastructure REUVEN F City Wide 32808 Replace obsolete energy Replace obsolete energy Infrastructure Electricity 291 473 115 000 115 000 City Power City Renewal meters with prepaid units meters with prepaid units Reticulation 000.00 000.00 000.00 Wide Renewal Service Connections REUVEN F City Wide 28792 Replace open LV conductors Turnkey project to replace Infrastructure Electricity 12 500 30 000 30 000 City Power City Renewal with ABC Renewal Low bare OH mains in problematic Reticulation 000.00 000.00 000.00 Wide Voltage REUVEN F City Wide areas with ABC.

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CIMS Project Name Description Assets Asset Sub- 2014/15 Medium Term Expenditure Project Information Number Class Class Framework Total Total Total Division Location New Or Renewal 31141 Revenue Generation Revenue Generation Efficiency Other Assets Other 390 000 420 000 90 000 City Power City Renewal Efficiency Project. Pre-paid Project. Pre-paid system 000.00 000.00 000.00 Wide system installation of semi installation of semi automated automated pre-paid & pre-paid & automated pre paid automated pre paid (smart (smart meters) meters) Renewal Service Connections REUVEN F City Wide 32837 Roll out of smart grid to all Roll out of smart grid to all Infrastructure Other 3 000 5 000 8 000 City Power City New substations New Protection substations 000.00 000.00 000.00 Wide REUVEN F City Wide 31121 Telecommunications, Fibre Fibre optic installations and Infrastructure Other 10 000 10 000 10 000 City Power City Renewal optic installations and upgrades 000.00 000.00 000.00 Wide upgrades Renewal SCADA REUVEN F Regional 25856 Tetra Radio system New Mobile radio system with Other Assets Plant & equipment 500 500 500 City Power City New Tools and Loosegear dispatch capability 000.00 000.00 000.00 Wide REUVEN F City Wide 30840 Transformer capital program Transformer capital program to Infrastructure Electricity 15 000 15 000 15 000 City Power City Renewal to eliminate high risk eliminate high risk Reticulation 000.00 000.00 000.00 Wide transformers Renewal Bulk transformers Infrastructure REUVEN F City Wide 33638 Upgrade of Virtualization Upgrade of Virtualization Intangibles Computers - 5 000 5 000 City Power City New Infrastructure Infrastructure sofware and - 000.00 000.00 Wide New Computer Software programming REUVEN F City Wide 32459 Upgrading of 88 kV overhead Upgrade 88 kV overhead lines Infrastructure Electricity 70 000 76 003 84 896 City Power City Renewal lines Renewal Bulk Reticulation 000.00 000.00 000.00 Wide Infrastructure REUVEN F City Wide 33457 ACH - Building Restorations Upgrading of building Community Recreational 1 500 2 000 Community City Renewal (City Wide) Renewal Heritage facilities 000.00 000.00 - Dev: Arts, Wide Area Upgrade Culture and JOHANNESBURG F Heritage 33762 Inner City (Comm Dev: ACH) Inner City ring-fenced amount Community Recreational 3 353 9 000 2 000 Community City Renewal Renewal Inner City for undertaking capital projects facilities 000.00 000.00 000.00 Dev: Arts, Wide Intervention Culture and JOHANNESBURG F Heritage 30712 Operational Capital Operational capital for Comm Other Assets Other 2 084 2 185 1 824 Community City Renewal JOHANNESBURG F Devt 000.00 000.00 000.00 Dev: Head Wide Office

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CIMS Project Name Description Assets Asset Sub- 2014/15 Medium Term Expenditure Project Information Number Class Class Framework Total Total Total Division Location New Or Renewal 33344 Rec - People with disabilities PWD access Community Recreational 600 600 600 Community City New access JOHANNESBURG F facilities 000.00 000.00 000.00 Dev: Head Wide Office 33328 ACH - New Monuments New monuments Community Museums & Art 1 000 1 500 Community City New Citywide New Incineration Galleries 000.00 000.00 - Dev: Libraries Wide JOHANNESBURG F 33012 Lib.Installation of book Installation of book security to Community Libraries 1 000 1 000 1 000 Community City New security system in Libraries various libraries 000.00 000.00 000.00 Dev: Libraries Wide New Library BRAAMFONTEIN WERF F 33010 Lib.Pail Project Library New Upgrade of internet to various Community Libraries 3 400 4 500 7 000 Community City New Library BRAAMFONTEIN facilities 000.00 000.00 000.00 Dev: Libraries Wide WERF EXT.1 F 33011 Lib.RFID asset tagging for Installation of asset tag for Community Libraries 8 051 949 Community City New books New Library books 000.00 000.00 - Dev: Libraries Wide BRAAMFONTEIN WERF F 33013 Lib.Satelite Libraries New Construction of satellite Community Libraries 2 000 2 000 2 000 Community City New Corridors of Freedom libraries 000.00 000.00 000.00 Dev: Libraries Wide Intervention BRAAMFONTEIN WERF F 32553 Aqua - Minor upgrading of Upgrading of filtration system Community Swimming pools 2 000 1 000 1 500 Community City Renewal Swimming Pools Renewal and pumps in the city 000.00 000.00 000.00 Dev: Sport Wide Community Centre and JOHANNESBURG F City Recreation Wide 33342 Rec - Construction of Clay Construction of Clay soccer Community Recreational 1 200 1 200 1 200 Community City New soccer field New Community fields facilities 000.00 000.00 000.00 Dev: Sport Wide Centre JOHANNESBURG F and City Wide Recreation 33602 NDPG Hub Projects New Hub Identification Infrastructure Other Development City New Programme - - - Planning Wide JOHANNESBURG F City Wide 29624 Operating Capital: DPUM new Other Assets Surplus Assets - 550 580 610 Development City Renewal Renewal Operational Capex (Investment or 000.00 000.00 000.00 Planning Wide BRAAMFONTEIN WERF F Inventory) City Wide 33600 Public Transport Corridor Corridor Development Infrastructure Other 250 000 250 000 250 000 Development City New Development (TOD) New 000.00 000.00 000.00 Planning Wide Operational Capex JOHANNESBURG F City Wide

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CIMS Project Name Description Assets Asset Sub- 2014/15 Medium Term Expenditure Project Information Number Class Class Framework Total Total Total Division Location New Or Renewal 33824 Integrated City Development Infrastructure Other 50 497 Development City Grant 000.00 - Planning Wide 29027 Operational Capital (DED) Monies required to ensure Other Assets Surplus Assets - 440 470 500 Economic City Renewal Renewal Operational Capex ongoing operation of projects (Investment or 000.00 000.00 000.00 Development Wide BRAAMFONTEIN WERF F Inventory) City Wide 33603 EPWP Projects 36 492 Economic City 000.00 - - Development Wide 33822 Green Energy Initiative New Project for green energy Infrastructure Other 6 000 10 000 Environment City New Green Infrastructure 000.00 000.00 - and Wide JOHANNESBURG F City Infrastructure Wide 29048 Operational Capital (EISD) To ensure ongoing Other Assets Surplus Assets - 830 880 930 Environment City Renewal Renewal Operational Capex maintenance of existing capital (Investment or 000.00 000.00 000.00 and Wide BRAAMFONTEIN WERF Inventory) Infrastructure EXT.1 F City Wide 33558 ICT - Infrastructure renewal Renewal of existing computer Intangibles Computers - 158 000 Group City Renewal and optimisation Renewal hardware in the City software and 000.00 - - Corporate and Wide Computer Hardware programming Shared JOHANNESBURG F City Services Wide 33556 ICT: Infrastructure new Purchase of new computers Intangibles Computers - 71 600 24 000 20 761 Group City New hardware New Computer and other hardware for the City software and 000.00 000.00 000.00 Corporate and Wide Hardware JOHANNESBURG programming Shared F City Wide Services 33557 ICT: Software Upgrades, Upgrade of software packages Intangibles Computers - 1 058 400 Group City Renewal implementation and used by the City of software and 000.00 - - Corporate and Wide broadband migration Renewal Johannesburg programming Shared Computer Software Services JOHANNESBURG F City Wide 29039 Operational Capital - Operational Capital Other Assets Surplus Assets - 468 494 560 Group City New Corporate Services New (Investment or 000.00 000.00 000.00 Corporate and Wide Operational Capex Inventory) Shared JOHANNESBURG F City Services Wide 33553 Procurement of Fleet vehicles Contract for vehicles for use of Other Assets Plant & equipment 142 800 Group City New New Operational Capex Council 000.00 - - Corporate and Wide JOHANNESBURG F City Shared Wide Services

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CIMS Project Name Description Assets Asset Sub- 2014/15 Medium Term Expenditure Project Information Number Class Class Framework Total Total Total Division Location New Or Renewal 29030 Operational Capital operational capital inclusive of Other Assets Surplus Assets - 3 199 3 499 3 047 Group City Renewal Renewal Operational Capex Comprehensive Infrastructure (Investment or 000.00 000.00 000.00 Finance: Wide BRAAMFONTEIN WERF F Plan Inventory) Finance City Wide 32941 AIRCONDITIONERS: Supply, Supply, installations and Community Clinics 500 500 500 Health City New installation and repairs of air repairs of air conditioners in 000.00 000.00 000.00 Wide conditioners in Health clinics across the city Facilities across the city New Clinic JOHANNESBURG F City Wide 32387 City Wide - BULK FILING Acquisition of Bulk Filing Other Assets Furniture and other 500 500 Health City New SYSTEMS FOR RECORDS, Systems for Health Facilities office equipment 000.00 000.00 - Wide supply and installation in across the City for keeping Health facilities and offices patient records safe, New Office Equipment confidential and in accordance JOHANNESBURG A City with legislation Wide 32419 City Wide - Tools of trade and Purchase of equipment to Other Assets Plant & equipment 300 300 250 Health City Renewal equipment for Vector Control prevent the spread of disease 000.00 000.00 000.00 Wide Personnel Renewal at all 80 clinics Operational Capex JOHANNESBURG F City Wide 30328 City wide Operational Capital Operational Capital Spend Community Clinics 1 726 1 826 1 730 Health City Renewal spend for Health Renewal 000.00 000.00 000.00 Wide Operational Capex JOHANNESBURG F City Wide 32943 ELECTRICITY UPGRADE for Electricity upgrade for health Community Clinics 300 300 300 Health City New health facilities across the city facilities across the city 000.00 000.00 000.00 Wide New Clinic JOHANNESBURG F City Wide 32395 Guardhouse construction at construction of guardhouses Community Clinics 1 000 500 500 Health City New various facilities across the across the city at various 000.00 000.00 000.00 Wide city New Building Alterations health facilities Johannesburg City Wide 30339 MINOR WORKS at various MINOR WORKS across the Community Clinics 6 000 1 000 3 000 Health City Renewal clinics across the City City Of Johannesburg, design 000.00 000.00 000.00 Wide Renewal Clinic and layout of Clinics, JOHANNESBURG F City construction of buildings and Wide carports, furniture and equipment, landscaping, paving and signage.

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CIMS Project Name Description Assets Asset Sub- 2014/15 Medium Term Expenditure Project Information Number Class Class Framework Total Total Total Division Location New Or Renewal 30693 Formalisation of informal Formalisation of Informal Investment Housing 50 000 50 000 25 000 Housing City Renewal settlements across the City. Settlements within the City of Properties development 000.00 000.00 000.00 Wide Renewal Bulk Infrastructure Johannesburg Administration JOHANNESBURG F City Regions A-G Wide 29798 Land Purchases New Land purchases for properties Other Assets Civic Land & 50 000 Housing City New Operational Capex in Princess Plots Buildings 000.00 - - Wide BRAAMFONTEIN WERF (R14,748,602), Lindhaven EXT.1 F City Wide (R8,021,040), Jameson Field (R2m) and Vlakfontein (R1,402,767) 29041 Operational capital (HS) New Operational Capital for Other Assets Surplus Assets - 500 530 560 Housing City New Operational Capex maintenance of Housing Stock (Investment or 000.00 000.00 000.00 Wide BRAAMFONTEIN WERF F Inventory) City Wide 33601 SHSUP Interventions New SHSHUP Interventions Infrastructure Other 30 000 10 000 20 000 Housing City New Operational Capex 000.00 000.00 000.00 Wide JOHANNESBURG F City Wide 32377 Biogas to electricity at NW, Biogas to electricity at NW, Infrastructure Sewerage 10 000 25 600 30 000 JHB Water: City New GK ,BK New Bulk Waste GK, BK Purification & 000.00 000.00 000.00 Sewer Wide Water DIEPSLOOT WES Reticulation EXT.5 C Regional 29385 WWTW : Scada and PLC WWTW: Scada and PLC Intangibles Other 4 251 JHB Water: City Renewal Replacements for Replacements 000.00 - - Sewer Wide infrastructure investigations Person W Longhow Renewal JOHANNESBURG F 32776 WWTW General:Skid steer WWTW General:Skid steer Infrastructure Sewerage 3 000 JHB Water: City New loaders # 6 loaders # 6 Purification & 000.00 - - Sewer Wide New Bulk Waste Water Reticulation JOHANNESBURG F Regional 33806 WWTW: Install flume at Construction of aqueduct to Infrastructure Sewerage JHB Water: City New Tshwane / JHB boundary New transport waste water Purification & - - - Sewer Wide Bulk Waste Water LANSERIA Reticulation EXT.17 A 33121 WWTW: Upgrade and Install flume Infrastructure Sewerage 10 000 30 000 JHB Water: City New Refurbish New Inner City Purification & 000.00 - 000.00 Sewer Wide Intervention BERTRAMS F Reticulation

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CIMS Project Name Description Assets Asset Sub- 2014/15 Medium Term Expenditure Project Information Number Class Class Framework Total Total Total Division Location New Or Renewal 22371 Basic Water Service New Provision of a basic level of Other Assets Other 30 000 30 000 50 000 JHB Water: City New Basic Water and Sewer sanitation in the form of VIP 000.00 000.00 000.00 Water Wide Services ORANGE FARM toilet to individual households EXT.8 G Regional in informal impermanent settlements earmarked for relocation. 24116 Corporate Requirements of Corporate Requirements Intangibles Other 7 859 7 658 6 400 JHB Water: City New Johannesburg Water New 000.00 000.00 000.00 Water Wide Corporate Service Assets JOHANNESBURG F City Wide 22334 Operation Gcin amanzi - Unaccounted for Water Infrastructure Sewerage 248 205 429 005 350 854 JHB Water: City New water conservation New initiative Purification & 000.00 000.00 000.00 Water Wide Operate and Maintenance Reticulation Assets JOHANNESBURG D City Wide 26902 Unplanned bulk water & Unplanned bulk water & sewer Infrastructure Other 1 000 1 000 1 000 JHB Water: City New sewer connections to new connections to new townships. 000.00 000.00 000.00 Water Wide townships New Basic Water and Sewer Services JOHANNESBURG F City Wide 23819 Operations and Maintenance Operations and Maintenance Infrastructure Other 49 120 39 198 23 600 JHB Water: City Renewal Renewal Operate and of Water and Sewer networks 000.00 000.00 000.00 Water Wide Maintenance Assets across the City JOHANNESBURG F City Wide 23791 Planning and engineering Planning and Engineering Intangibles Other 19 000 18 000 18 200 JHB Water: City New studies for Johannesburg Studies 000.00 000.00 000.00 Water Wide Water New Operate and Maintenance Assets MARSHALLS TOWN F City Wide 29010 Provision for Emergency Work Provision: for Emergency Work Infrastructure Other 10 000 10 000 10 000 JHB Water: City Renewal Renewal Operate and 000.00 000.00 000.00 Water Wide Maintenance Assets MARSHALLS TOWN F City Wide 26423 FMMU - Public Conveniences Construction of Public Community Other 7 500 7 500 7 500 JPC City New New Public toilets Conveniences at various sites 000.00 000.00 000.00 Wide JOHANNESBURG F Ward over the city

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CIMS Project Name Description Assets Asset Sub- 2014/15 Medium Term Expenditure Project Information Number Class Class Framework Total Total Total Division Location New Or Renewal 33550 Land Regularisation Renewal Add value to existing City Community Social Renting 10 000 50 000 32 286 JPC City Renewal Operational Capex Owned Property by formalising Housing 000.00 000.00 000.00 Wide JOHANNESBURG F City tenure and land rights and Wide then distributing land to beneficiaries in Orange Farm and Ivory Park 33797 Purchase of land in Purchase of Land within the Community Social Renting 22 402 56 005 7 780 JPC City New Perth/Empire, Louis Botha Perth/Empire, Louis Botha and Housing 000.00 000.00 000.00 Wide and Turffontein Corridors New Turffontein Corridors of Corridors of Freedom Freedom as defined in the Intervention relevant Strategic Area CORONATIONVILLE F City Frameworks Wide 33692 Site Development Projects land preparation of various site Other Assets Civic Land & 16 298 41 102 28 700 JPC City New New Land Preparation within the City of Buildings 000.00 000.00 000.00 Wide JOHANNESBURG F City Johannesburg Wide 32802 BRID 10 - Bridge Expansion Ongoing improvements to Infrastructure Roads, Pavements, 15 000 15 000 15 000 JRA City Renewal Joints. Renewal Bridges bridge expansion joints: Bridges & Storm 000.00 000.00 000.00 Wide (Pedestrian and Vehicles) Chilvers Str Bridge; Bridge 6 Water JOHANNESBURG F City Heidelberg I/C; Crown I/C; Wide Heidelberg I/C EB + WB; Treu Rd Bridge. 28344 BRID 11 - Bridge Bridge Management System Infrastructure Roads, Pavements, 3 000 23 000 3 000 JRA City Renewal Rehabilitation. Renewal (BMS): Detailed inspections Bridges & Storm 000.00 000.00 000.00 Wide Bridges (Pedestrian and completed for urgent work to Water Vehicles) JOHANNESBURG be done in 2012-13 as part of F City Wide Motorway and District Bridge Rehabilitation Programme including ongoing make safe items in the following bridges: Rockridge Rd Bridge; Treu Rd Bridge; M1 Double Deck; Killarney Bridge; Jan Smuts Av Bridge. 32804 BRID 11 - Bridges: Visual and Ongoing visual inspections of Infrastructure Roads, Pavements, 5 000 10 000 10 000 JRA City New Detailed (Principal) all bridges, major culverts, Bridges & Storm 000.00 000.00 000.00 Wide Inspections. New Bridges retaining walls, gantries and Water (Pedestrian and Vehicles) other structures for inclusion in JOHANNESBURG F City BMS on: M1 Bridge over Wide Empire Rd; M1 Bridge over Booysens Rd; M1 over Oxford Rd; M2 Kazerne Viaduct;

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CIMS Project Name Description Assets Asset Sub- 2014/15 Medium Term Expenditure Project Information Number Class Class Framework Total Total Total Division Location New Or Renewal Mandela Bridge.

32803 BRID 12 - Motorway Gantries. Urgent and ongoing Infrastructure Roads, Pavements, 10 000 5 000 5 000 JRA City Renewal Renewal Roads: replacement and/or Bridges & Storm 000.00 000.00 000.00 Wide Rehabilitation improvements of overhead Water JOHANNESBURG F City motorway sign gantries in: M1 Wide N 1st Ave; M2 W Heidelberg I/C; M2 W Benrose; 9 others. 32805 BRID 20 - Bridges: Ten major bridges (and 10 Infrastructure Roads, Pavements, 30 000 50 000 40 000 JRA City Renewal Overtopping (Flooding). minor structures also)that Bridges & Storm 000.00 000.00 000.00 Wide Renewal Bridges (Pedestrian overtop in large storms Water and Vehicles) because of their low capacity JOHANNESBURG F City need to be upsized. Wide Investigate reasons for overtopping and safety problems and provide solutions. Bridges also need upgrade and rehabilitation. The major ones are: Canada Rd over river; Gertrude St over river (2) in Fontainebleau; Bridge St over river in Dhlamini; Nirvana Dr East over river in Lenasia; Stone Haven St over river in Paulshof; and Nxumalo St, Kinini- Leselinyana St, Zulu- Mahalefele Rd, and Mzilikatzi St over river in Dube-Mofolo. 27980 CATCH 210 - Bosmont Infrastructure Roads, Pavements, 2 000 15 000 50 000 JRA City New Catchment: Stormwater Bridges & Storm 000.00 000.00 000.00 Wide Drainage: Central Areas New Water Stormwater Catchments BOSMONT F Ward 31034 CS - Capital Equipment. New Fleet and Plant required Other Assets Plant & equipment 15 000 15 000 15 000 JRA City New Plant and Equipment equipment 000.00 000.00 000.00 Wide JOHANNESBURG F City Wide

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CIMS Project Name Description Assets Asset Sub- 2014/15 Medium Term Expenditure Project Information Number Class Class Framework Total Total Total Division Location New Or Renewal 33478 CS - Construction of Archiving Construction of archiving Other Assets Other 5 000 20 000 JRA City New Facility. New Operational facility for JRA to be prioritised 000.00 000.00 - Wide Capex JOHANNESBURG F (Physical,not inclusive of IT). City Wide 32871 CS - Depot Upgrading and Upgrading and standardization Other Assets Other Buildings 30 000 110 000 50 000 JRA City Renewal Standardization. Renewal of JRA's depots up to 000.00 000.00 000.00 Wide Operational Capex standards to accommodate JOHANNESBURG F City people and functions including Wide demolition, reconstruction and new construction. 33489 CS - IT Security. New Replace JDE and Hansen with Intangibles Computers - 1 000 1 000 1 000 JRA City New Computer Software SAP ERP (Enterprise software and 000.00 000.00 000.00 Wide JOHANNESBURG F City Resource Planning) System to programming Wide enhance security and performance at the Head Office. 29922 CS - Operational Capex. Continue upgrading of lifts; Other Assets Surplus Assets - 20 000 25 000 25 000 JRA City Renewal Renewal Operational Capex OHSA compliance; furniture; (Investment or 000.00 000.00 000.00 Wide JOHANNESBURG F City training facilities; laboratory Inventory) Wide upgrade; disaster/emergency equipment. 32906 IT - ERP Migration. New Replace current Enterprise Intangibles Computers - 20 000 20 000 JRA City New Computer Software Resource Planning (ERP) software and 000.00 000.00 - Wide JOHANNESBURG F City system in place at Head Office programming Wide by a SAP ERP integrated system to enhance security and performance required for financials, HR and workflow management. 32234 MISCL - Dam Safety Urgent upgrading work Infrastructure Roads, Pavements, 10 000 40 000 30 000 JRA City Renewal Rehabilitation Renewal according to dam inspections Bridges & Storm 000.00 000.00 000.00 Wide Stormwater Management and updating of inspections to Water Projects JOHANNESBURG F comply with statutory City Wide legislation and ensure public safety. Dams are moving to EISD; however there is nothing in writing confirming the movement.

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CIMS Project Name Description Assets Asset Sub- 2014/15 Medium Term Expenditure Project Information Number Class Class Framework Total Total Total Division Location New Or Renewal 30729 MISCL - Emergency Emergency stormwater Infrastructure Roads, Pavements, 5 000 5 000 5 000 JRA City Renewal Stormwater Interventions. improvements (Recurring): Bridges & Storm 000.00 000.00 000.00 Wide Renewal Stormwater Erosion protection; installation Water Management Projects of water control measures; JOHANNESBURG F City stormwater infrastructure Wide reconstruction 27825 MISCL - Emergency, Critical Emergency stormwater Infrastructure Roads, Pavements, 40 000 40 000 40 000 JRA City New and Urgent Depot Stormwater improvements which have Bridges & Storm 000.00 000.00 000.00 Wide Improvements. New temporarily been put in holding Water Stormwater Management action by OPEX but are too Projects JOHANNESBURG F large to be completed by City Wide OPEX funding. 28002 MISCL - Environmental Preliminary planning for Infrastructure Roads, Pavements, 1 500 1 500 1 500 JRA City New Compliance. New legislative requirements in Bridges & Storm 000.00 000.00 000.00 Wide Operational Capex relation to environmental Water JOHANNESBURG F City aspects (EIA, WUL). Wide 32030 MISCL - Inner City Road network upgrade: Infrastructure Roads, Pavements, 7 000 15 000 15 000 JRA City Renewal Improvement. Renewal Sidewalks; stormwater; Bridges & Storm 000.00 000.00 000.00 Wide Roads: Construction and pedestrianization and Water Upgrades JOHANNESBURG managed lanes. Priority F Regional interventions to commence in 2014-15. 28162 MISCL - Integrated Roads Determination of floodlines and Infrastructure Roads, Pavements, 6 000 6 000 6 000 JRA City New and Stormwater Master all the roads and stormwater Bridges & Storm 000.00 000.00 000.00 Wide planning. New Stormwater studies as part of master Water Management Projects planning throughout the City of JOHANNESBURG F City Johannesburg. Wide 28119 MISCL - Investigate and Ongoing. Intangibles Other 10 000 10 000 10 000 JRA City New Design Future Schemes. New Investigate and design future 000.00 000.00 000.00 Wide Operational Capex schemes as required. JOHANNESBURG F City Wide 31473 MOB - Alternative Energy: Energy efficiency: Light Infrastructure Other 5 000 5 000 6 000 JRA City New Alternative Power Sources Emitting 000.00 000.00 000.00 Wide (LED). New Mobility: Diodes(LED)installation at Intelligent Transportation traffic signals. System & Networks JOHANNESBURG F City Wide

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CIMS Project Name Description Assets Asset Sub- 2014/15 Medium Term Expenditure Project Information Number Class Class Framework Total Total Total Division Location New Or Renewal 31827 MOB - Alternative Energy: Installation of Uninterruptible Infrastructure Other 5 000 7 000 7 000 JRA City New Alternative Power Sources Power Supply (UPS) at critical 000.00 000.00 000.00 Wide (UPS). New Mobility: identified intersections. Intelligent Transportation System & Networks JOHANNESBURG F City Wide 32161 MOB - CCTV Cameras. New Install 50 CCTV cameras to Infrastructure Roads, Pavements, 2 500 2 500 4 000 JRA City New Mobility: Intelligent monitor intersections and Bridges & Storm 000.00 000.00 000.00 Wide Transportation System & roads. Water Networks JOHANNESBURG F City Wide 29905 MOB - Complete Streets Upgrade streets to the Infrastructure Roads, Pavements, 35 000 70 000 80 000 JRA City New (Streets Alive). New Roads: complete streets principles in: Bridges & Storm 000.00 000.00 000.00 Wide Construction and Upgrades 2014-15 Ivory Park, Water JOHANNESBURG F City Braamfischerville, Soweto, Wide Diepsloot, Orange Farm; 2015- 17 City wide; including also June 16 in Soweto and Alexandra retrofitting. 31516 MOB - Geometric Planning, design & Infrastructure Roads, Pavements, 10 000 10 000 10 000 JRA City Renewal Improvements. Renewal construction/implementation of Bridges & Storm 000.00 000.00 000.00 Wide Mobility: Intelligent geometric improvements at: Water Transportation System & 3rd Av & 1st St, Linden Networks JOHANNESBURG (Region B); 2nd Av & 3rd St, F City Wide Linden (Region B); Paul Kruger and Amplifier St (Region C); Jim Fouche and Constantia/Wilhelmina Av (Region C); and Rivonia & Marion St (Region E). 31898 MOB - Guardrails. Renewal Installation/substitution of Infrastructure Roads, Pavements, 15 000 35 000 30 000 JRA City Renewal Roads: Construction and guardrails along main roads. Bridges & Storm 000.00 000.00 000.00 Wide Upgrades JOHANNESBURG Water F Regional

30733 MOB - Installation of New Installation of new warranted Infrastructure Roads, Pavements, 10 000 10 000 10 000 JRA City New Warranted Traffic Signals in traffic signals identified through Bridges & Storm 000.00 000.00 000.00 Wide All Wards City Wide. New the CBP process. Water Mobility: Intelligent Transportation System & Networks JOHANNESBURG F City Wide

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CIMS Project Name Description Assets Asset Sub- 2014/15 Medium Term Expenditure Project Information Number Class Class Framework Total Total Total Division Location New Or Renewal 28875 MOB - Intelligent Transport This is a broad range of Infrastructure Roads, Pavements, 20 000 22 000 22 000 JRA City New Systems (ITS) Projects. New advanced communications Bridges & Storm 000.00 000.00 000.00 Wide Mobility: Intelligent technologies applied to the Water Transportation System & transportation system to make Networks JOHANNESBURG it safe, efficient and reliable F City Wide without necessarily altering the existing transport infrastructure. 32846 MOB - Recabling of Old Replacement of old cables at Infrastructure Roads, Pavements, 15 000 10 000 4 000 JRA City Renewal Redundant Cables at signalized intersections. Bridges & Storm 000.00 000.00 000.00 Wide Signalized Traffic Water Intersections. Renewal Mobility: Intelligent Transportation System & Networks JOHANNESBURG F City Wide 31619 MOB - Remote Monitoring: The Project aims to enhance Infrastructure Roads, Pavements, 14 000 7 000 7 000 JRA City New Urban Traffic Control (UTC). security & safety of people and Bridges & Storm 000.00 000.00 000.00 Wide New Mobility: Intelligent assets; maximize efficiency Water Transportation System & and reliability; ensure fast and Networks JOHANNESBURG co-ordinated response; F City Wide support co-ordination and cooperation across geographic organizational and institutional boundaries. 31457 MOB - SARTSM: Upgrade of Upgrade of JRA's signalised Infrastructure Roads, Pavements, 5 000 2 000 1 000 JRA City Renewal Existing Signalised intersections according to the Bridges & Storm 000.00 000.00 000.00 Wide Intersections. Renewal SARTSM (South African Road Water Mobility: Intelligent Traffic Manual). Transportation System & Networks JOHANNESBURG F City Wide 31925 MOB - Upgrading Controllers New phasing to be installed in Infrastructure Transportation 8 000 8 000 8 500 JRA City Renewal and Phasing. Renewal Inner City where many 000.00 000.00 000.00 Wide Mobility: Intelligent controllers are old / outdated; Transportation System & and the equipment is neither Networks JOHANNESBURG compatible nor F Regional interchangeable. 33490 RAMS - GIS Improvement. Group of support audit Intangibles Computers - 10 000 10 000 5 000 JRA City New New Computer Software management system for sofware and 000.00 000.00 000.00 Wide JOHANNESBURG F City RAMS (Road Assets programming Wide Management System) including various GIS tools

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CIMS Project Name Description Assets Asset Sub- 2014/15 Medium Term Expenditure Project Information Number Class Class Framework Total Total Total Division Location New Or Renewal (BMS, PMS).

33742 RAMS - Stormwater Asset Asset audit system. Intangibles Computers - 10 000 5 000 5 000 JRA City New Monitoring System. New software and 000.00 000.00 000.00 Wide Computer Software programming JOHANNESBURG F City Wide 28057 REHAB - Road Rehabilitation Roads in very poor condition to Infrastructure Roads, Pavements, 100 000 160 000 220 000 JRA City Renewal and Reconstruction be reconstructed according to Bridges & Storm 000.00 000.00 000.00 Wide Programme. Renewal Roads: PMS to improve VCI (Visual Water Construction and Upgrades Condition Index). JOHANNESBURG F City Wide 32626 RESUR - Resurfacing of According to PMS resurfacing Infrastructure Roads, Pavements, 287 244 486 941 516 417 JRA City Renewal Roads. Renewal Roads: work is urgently required to Bridges & Storm 000.00 000.00 600.00 Wide Rehabilitation prolong the life of roads in poor Water JOHANNESBURG F City condition between 5 to 6 years Wide depending on type of surface treatment. It includes all regions plus access to motorways. 32783 Anti Fraud and Anti Corruption Purchase of IT system to Other Assets Computers - 500 500 Mayor's City New Programme New Computer assist in the implementation of hardware/equipment - 000.00 000.00 Office/ City Wide Software JOHANNESBURG F City programme to ensure Manager City Wide fraud and corruption awareness 33823 Broad Band Base Stations The construction of Base Intangibles Computers - 10 000 10 000 10 000 Mayor's City New New Plant and Equipment Station with speed WiFi software and 000.00 000.00 000.00 Office/ City Wide JOHANNESBURG F City connection link by the city's programming Manager Wide Broad Bank network 32784 Combined assurance planning Integrate enterprise risk Other Assets Computers - 500 750 Mayor's City Renewal and monitoring system management, internal audit, hardware/equipment - 000.00 000.00 Office/ City Wide Renewal Computer Software risk finance, performance Manager JOHANNESBURG F City monitoring, forensic Wide investigations and compliance through the purpose of the updated Information Technology system, and therefore enable combined assurance planning

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26432 E Marketing Platform and JTC JTC Website Phase 2 - Intangibles Computers - 1 700 1 310 1 526 Mayor's City Renewal Website Renewal Computer Business Tourism Website - software and 000.00 000.00 000.00 Office/ City Wide Software ROSEBANK B City Photography for Image Library programming Manager Wide - Touch Screen Kiosks - Tourism Office Upgrades - IT Infrastructure & Office Equipment - Trade Extranet - Media Extranet - Department of Foreign Affairs and Investment Portal - Interactive DVD creation - Multilingual Multimedia - Backend integration into route planning systems - Tourism Satellite account website - Stakeholder system and Credit Card Portal - Market Segmentation and Data Warehousing software - Interactive E-Learning platform - Backend integration into payment - systems (touch pay, sms payment, credit card, banks etc) - Image Library and Guard Book - Call Centre Integration into Joburg Connect SAP system

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CIMS Project Name Description Assets Asset Sub- 2014/15 Medium Term Expenditure Project Information Number Class Class Framework Total Total Total Division Location New Or Renewal 32782 Group compliance with laws, Purchase of tools of trade Other Assets Computers - 90 30 Mayor's City Renewal rules, codes and standards required to ensure the City's hardware/equipment - 000.00 000.00 Office/ City Wide Renewal Operational Capex compliance with MFMA Manager JOHANNESBURG F City regulations, and to Wide accommodate additional staff 33545 Insurance Claims Insurance Claims Intangibles Computers - 500 Mayor's City New Administration software New Administration software software and 000.00 - - Office/ City Wide Computer Software programming Manager BRAAMPARK F City Wide 33598 Integrated Disaster Integrated Disaster Infrastructure Other 4 000 4 077 24 874 Mayor's City New Management Centre New Management Centre 000.00 000.00 000.00 Office/ City Wide Building Alterations Manager JOHANNESBURG F City Wide 29028 Operational Capital New Other Assets Other 1 760 1 903 940 Mayor's City New Operational Capex 000.00 000.00 000.00 Office/ City Wide JOHANNESBURG F City Manager Wide 33599 Ward-based Planning CBP interventions Community Other 50 000 50 000 50 000 Mayor's City New Interventions New Operational 000.00 000.00 000.00 Office/ City Wide Capex JOHANNESBURG F Manager City Wide 30345 building - various upgrades building alterations Heritage Buildings 1 200 2 000 1 200 Metrobus City New New Building Alterations Assets 000.00 000.00 000.00 Wide BRAAMFONTEIN WERF EXT.1 F City Wide 29609 Engine + gear box New Replacements Community Buses 8 200 2 620 2 610 Metrobus City New Vehicle BRAAMFONTEIN 000.00 000.00 000.00 Wide WERF F Ward 22393 Furniture and office Comp/Furn/Equip: Computers, Other Assets Furniture and other 120 400 400 Metrobus City New equipment New Office furniture, office equipment office equipment 000.00 000.00 000.00 Wide Equipment BRAAMFONTEIN WERF EXT.1 F Ward 30344 It equipment, new computers IT infrastructure and system Other Assets Computers - 300 300 300 Metrobus City New and hardware New Computer implementation. hardware/equipment 000.00 000.00 000.00 Wide Hardware BRAAMFONTEIN WERF EXT.1 F City Wide

26240 Plant and machinery - Metro MB Office equipment Other Assets Plant & equipment 240 300 300 Metrobus City New bus New Plant and Equipment 000.00 000.00 000.00 Wide BRAAMFONTEIN WERF EXT.1 F Ward

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CIMS Project Name Description Assets Asset Sub- 2014/15 Medium Term Expenditure Project Information Number Class Class Framework Total Total Total Division Location New Or Renewal 26197 Purchasing of New Busses Recap of Buses Community Buses 187 591 60 000 Metrobus City New New Plant and Equipment 000.00 000.00 - Wide JOHANNESBURG F City Wide 30346 Replace vehicle fleet (Cars depots vehicle replacement Community Buses 400 250 300 Metrobus City New and bakkies) New Vehicle 000.00 000.00 000.00 Wide BRAAMFONTEIN WERF EXT.1 F Ward 30343 software licenses New software licences Intangibles Computers - 1 100 Metrobus City New Computer Software software and 000.00 - - Wide BRAAMFONTEIN WERF programming EXT.1 F City Wide 33543 Tools and Loose gear Replacement of material due Other Assets Plant & equipment 1 000 Metrobus City New replacement New Operational to wear and tear 000.00 - - Wide Capex BRAAMFONTEIN WERF EXT.1 F City Wide 32695 10 Facilities to facilitate To facilitate waste Infrastructure Refuse 13 200 13 200 16 500 Pikitup City New separation at source city wide minimisation across the city 000.00 000.00 000.00 Wide New waste collection JOHANNESBURG F City Wide 32799 19 Street Furniture in Purchase of infrastructure for Other Assets Other 1 500 1 500 1 500 Pikitup City New Marginalised Areas and the street litter collection 000.00 000.00 000.00 Wide Inner City New waste collection JOHANNESBURG F City Wide 30352 2 Branding of Facilities Erection and placement of Other Assets Civic Land & 3 000 2 000 1 000 Pikitup City Renewal Renewal Branding & signage for landfill sites, Buildings 000.00 000.00 000.00 Wide Marketing JOHANNESBURG depots, garden sites and F City Wide compost plant 30349 25 Facility for compliance Upgrade of existing Facilities Infrastructure Refuse 32 000 3 750 3 750 Pikitup City Renewal renewal building alterations to comply with the OHS Act. 000.00 000.00 000.00 Wide including HR academy and Depots are increasingly posing assessment centre. Renewal a risk to staff in terms of Building Alterations health, electrucution and JOHANNESBURG F City serous injury to the Community Wide and Oikitup staff. This project will also include the Provision of Pikitup Learning centre and the assessment centre. 33537 3 Bulldozers, Compactors and To purchase 7 Bulldozers, Infrastructure Refuse 1 000 Pikitup City New Graders New Plant and Compactors and Graders 000.00 - - Wide Equipment JOHANNESBURG

251

CIMS Project Name Description Assets Asset Sub- 2014/15 Medium Term Expenditure Project Information Number Class Class Framework Total Total Total Division Location New Or Renewal F City Wide

22316 4 IT Hardware and Software Upgrade I T software and Other Assets Computers - 14 650 14 750 1 500 Pikitup City New New Computer Hardware hardware in order for staff to hardware/equipment 000.00 000.00 000.00 Wide BRAAMFONTEIN WERF perform better. EXT.1 F City Wide 32694 8 EIA for all Pikitup's waste Waste collection method Infrastructure Refuse 1 500 1 500 1 500 Pikitup City New facilities (including Depots, 000.00 000.00 000.00 Wide landfills, Garden sites) New waste collection JOHANNESBURG F City Wide 30650 Garden Sites, Buy Back Development of separation at Infrastructure Refuse 15 000 10 000 12 500 Pikitup City Renewal Centres and Sorting Facilities source facilities and waste 000.00 000.00 000.00 Wide Renewal waste collection collection methods BRAAMPARK F City Wide 33286 Air Conditioners in all EMS air conditioners for the regions Investment Other 250 250 250 Public Safety: City New Buildings New Building Property 000.00 000.00 000.00 EMS Wide Alterations MARTINDALE C City Wide 32602 Ambulance equipment Equipping ambulances with Community Fire, safety & 10 000 10 000 10 000 Public Safety: City Renewal replacement Programme required medical supplies emergency 000.00 000.00 000.00 EMS Wide Renewal Plant and Equipment MARTINDALE B City Wide 32584 Bay Doors Renewal Building Replacement of existing bay Community Fire, safety & 3 543 Public Safety: City Renewal Alterations MARTINDALE B doors to all fire stations across emergency 000.00 - - EMS Wide City Wide the City 30659 CCTV cameras for security CCTV cameras at all fire Community Fire, safety & 5 200 Public Safety: City New network at all Fire Stations stations for security to be emergency 000.00 - - EMS Wide New Computer Hardware beefed up to safeguard MARTINDALE B City Wide Council's assets. 33391 Centralised Data Base New Purchase of System Intangibles Computers - 5 000 Public Safety: City New Computer Software software and 000.00 - - EMS Wide MARTINDALE C City Wide programming

23407 EQUIPMENT CHECHE FOR Purchase of Specialised Other Assets Plant & equipment 5 000 500 5 000 Public Safety: City New URBAN SEARCH AND search and rescue equipment 000.00 000.00 000.00 EMS Wide RESCUE(jaws of life, breathers for Gautrain)and Air lifting equipment New Plant and Equipment MARTINDALE B City Wide

252

CIMS Project Name Description Assets Asset Sub- 2014/15 Medium Term Expenditure Project Information Number Class Class Framework Total Total Total Division Location New Or Renewal 33283 Fire and Rescue Equipment Rescue equipment Other Assets Other 3 000 4 000 13 000 Public Safety: City New New Plant and Equipment 000.00 000.00 000.00 EMS Wide MARTINDALE C City Wide

32603 Fire and Rescue Medical Equipment and Related Community Fire, safety & 6 000 6 000 Public Safety: City New Equipment Tracking System software to monitor the emergency 000.00 000.00 - EMS Wide New Plant and Equipment condition of EMS equipment MARTINDALE B City Wide and whether the equipment is lost or not 23412 FIRE PROTECTIVE Fire Protective clothing Other Assets Other 1 400 1 800 1 900 Public Safety: City New CLOTHING for 150 firefighters 000.00 000.00 000.00 EMS Wide New Operational Capex MARTINDALE C City Wide 30925 First phase Disaster Disaster management centre Community Fire, safety & Public Safety: City New Management Centre New to be done in phases this is for emergency - - - EMS Wide Building Alterations the first phase. SANDOWN E City Wide 30991 Level 3 Incident Command Purchase of a mobile Community Fire, safety & 2 700 12 300 Public Safety: City New Vehicle New Operational command and control centre to emergency 000.00 000.00 - EMS Wide Capex MARTINDALE B Ward accommodate 12 EMS officers to manage a disaster on site 29044 Operational Capital (EMS): Fire Equipment Other Assets Surplus Assets - 530 560 Public Safety: City New New Operational Capex (Investment or - 000.00 000.00 EMS Wide MARTINDALE F City Wide Inventory)

23411 STANDBY GENERATORS for Standby Generators Other Assets Plant & equipment 5 000 5 000 5 000 Public Safety: City New current fire stations and 000.00 000.00 000.00 EMS Wide replacement New Plant and Equipment MARTINDALE C City Wide 32433 Wash Bay Project New wash bays for EMS Other Assets Other Buildings 7 000 8 350 8 350 Public Safety: City New Building Alterations 000.00 000.00 000.00 EMS Wide MARTINDALE F City Wide 27506 CCTV for the protection of CCTV for the protection of City Other Assets Other 1 800 2 100 2 400 Public Safety: City New City of Johannesburg Council of Johannesburg Council 000.00 000.00 000.00 JMPD Wide owned property. New Plant owned buildings. and Equipment CITY AND SUBURBAN EXT.9 F City Wide

253

CIMS Project Name Description Assets Asset Sub- 2014/15 Medium Term Expenditure Project Information Number Class Class Framework Total Total Total Division Location New Or Renewal 29436 IMPROVE AREA LIGHTING Improvement area lighting Other Assets Other Buildings 4 600 4 800 5 000 Public Safety: City New AT JHB, MIDRAND, buildings, terrain consisting of 000.00 000.00 000.00 JMPD Wide RANDBURG, ROODEPOORT supply, installation, AND WEMMER COMPLEX commissioning of new lights, New Plant and Equipment masts, cabling, wiring, MARTINDALE B City Wide switches, electricity power and supply upgrading. 29443 Installation of CCTV cameras Install CCTV cameras in all Other Assets Other 3 400 3 600 3 800 Public Safety: City New at JMPD HQ, Dube, Licensing JMPD facilities for internal 000.00 000.00 000.00 JMPD Wide HQ & Langlaagte for Internal control. control New Plant and Equipment MARTINDALE B City Wide 28872 LIGHTING MAST AT INSTALLATION OF LIGHTING Other Assets Other 1 600 1 800 1 600 Public Safety: City New POUNDS New Building MASTS AT VON WIELIGH 000.00 000.00 000.00 JMPD Wide Alterations WEMMER F Ward POUND,FENNEL ROAD POUND AND WEMMER COMPLEX POUND,FOR THE IMPROVEMENT OF SECURITY AND REDUCTION OF RISK TO COJ. 29045 Operational Capital (JMPD) NEW OPERATION CAPEX Other Assets Surplus Assets - 909 949 740 Public Safety: City New New Operational Capex (Investment or 000.00 000.00 000.00 JMPD Wide BRAAMFONTEIN WERF F Inventory) City Wide 30431 Supply Firearms to the JMPD Supply new hand guns to Other Assets Other 2 178 2 822 2 800 Public Safety: City Renewal new recruits Renewal Plant JMPD Officers recruitment and 000.00 000.00 000.00 JMPD Wide and Equipment CITY AND 2010 compliance SUBURBAN EXT.6 F 26858 Upgrading and improving Upgrading and improving Other Assets Other Buildings 2 500 3 000 3 500 Public Safety: City Renewal security at JMPD Cash Sites. security for the various pay 000.00 000.00 000.00 JMPD Wide Renewal Building Alterations points of JMPD MARLBORO E City Wide 32777 Upgrading of Weighbridges at Upgrading of Weighbridge to Other Assets Plant & equipment 1 400 1 600 1 800 Public Safety: City Renewal JMPD Testing Centres ensure that they comply to the 000.00 000.00 000.00 JMPD Wide Renewal Plant and Equipment new SANS no. 1838-1 MARLBORO E City Wide accreditation at Marlboro,Laanglagte, Randburg and Roodepoort.

254

CIMS Project Name Description Assets Asset Sub- 2014/15 Medium Term Expenditure Project Information Number Class Class Framework Total Total Total Division Location New Or Renewal 33341 Establishment of Day Care Design, layout and Community Other 2 000 2 000 Social City New Facilities for the Elderly New construction of buildings and - 000.00 000.00 Development Wide Skills Development Centre carports, furniture and JOHANNESBURG F City equipment, landscaping, Wide paving and signage in Regions A-G. 33542 Operational Capital Renewal Operational capital for the Other Assets Plant & equipment 1 200 1 400 1 600 Social City Renewal Skills Development Centre department 000.00 000.00 000.00 Development Wide BRAAMPARK F City Wide

30746 Rec - Upgrading of the People Installation of dedicated PWD Community Recreational 1 000 1 000 1 000 Social City Renewal With Disabilities (PWD) parking bays, ramps to facilities 000.00 000.00 000.00 Development Wide access in community facilities buildings and lifts if needed. Renewal Skills Development Centre PHIRI D City Wide 33343 Shelters for Displaced People Design and layout and Community Other 2 000 Social City New New Skills Development construction of buildings, - 000.00 - Development Wide Centre JOHANNESBURG F carports, furniture and City Wide equipment, landscaping, paving and signage in Regions A,B,C,D,E,G 30367 Operational Capital Purchasing of laptops and Other Assets Furniture and other 920 970 844 Speaker: City Renewal (Speaker's Office) Renewal furniture office equipment 000.00 000.00 000.00 Legislative Wide Operational Capex Arm of the JOHANNESBURG F Ward Council 29533 Operational Capital New Purchase of computer Other Assets Surplus Assets - 900 470 500 Transportation City New Operational Capex equipment (not covered under (Investment or 000.00 000.00 000.00 Wide JOHANNESBURG F City Masana Agreement), furniture, Inventory) Wide and office machines, intended for new and certain existing staff 30886 Rea Vaya New Bus Rapid Bus Rapid Transit (BRT) Infrastructure Transportation 829 571 900 693 930 412 Transportation City New Transit JOHANNESBURG F System: roads and ancillary 000.00 000.00 000.00 Wide City Wide works, depots, termini, land, Intelligent Transport System (Automatic Public Transport Management System & Automated Fare Collection System). Also NMT links feeding Rea Vaya Stations

255

Regional Projects CIMS Project Name Description Assets Asset 2014/15 Medium Term Expenditure Project Information Number Class Sub-Class Framework Total Total Total Division Regional New Or Location Renewal 27419 New Parks development in Development of parks in Ivory Community Parks & 4 000 City Parks Region A New Ivory Park New Park Park gardens 000.00 - - and Zoo KAALFONTEIN EXT.7 A Ward 33767 Perth/Empire (City Parks) Implementation of Park Related Infrastructure Other 8 000 13 000 15 000 City Parks Region B Renewal Renewal Corridors of Freedom Projects to realise the corridors 000.00 000.00 000.00 and Zoo Intervention WESTBURY B City of freedom Wide 33774 Perth/Empire (City Power) Implementation of City Power Infrastructure Electricity 50 000 177 039 City Power Region B Renewal Renewal Corridors of Freedom Projects to realise the Corridors Generation 000.00 000.00 - Intervention WESTBURY B City of Freedom Wide 33804 Perth Empire Corridor (Comm Libraries in the Corridors of Community Libraries 3 000 3 000 Community Region B Renewal Dev: Libraries) Renewal Freedom 000.00 000.00 - Dev: Libraries Corridors of Freedom Intervention WESTBURY B 33780 Perth/Empire (Comm Dev: Implementation of Community Community Recreational 5 000 15 000 15 000 Community Region B Renewal S&R) Renewal Corridors of Facilities to realise the facilities 000.00 000.00 000.00 Dev: Sport Freedom Intervention Corridors of Freedom and WESTBURY B City Wide Recreation 33769 Perth Empire Corridor (Health) Ring-fenced amount for Infrastructure Other 20 000 8 000 10 000 Health Region B Renewal Renewal Corridors of Freedom undertaking capital project in 000.00 000.00 000.00 Intervention WESTBURY B the corridor Regional 33773 Perth Empire Corridor Ring-fenced amount for Infrastructure Other 30 000 Housing Region B Renewal (Housing) Renewal Corridors of undertaking capital projects in - - 000.00 Freedom Intervention the corridor WESTBURY B Regional 33777 Perth Empire Corridor (JDA) Ring-fenced amount for Infrastructure Other 15 000 66 200 20 000 JDA Region B Renewal Renewal Corridors of Freedom undertaking capital projects in 000.00 000.00 000.00 Intervention WESTBURY B the corridor Regional 33792 Perth Empire Corridor (JW: Ring-fenced amount for Infrastructure Sewerage 10 000 JHB Water: Region B Renewal Sewer) Renewal Corridors of undertaking capital projects in Purification & - - 000.00 Sewer Freedom Intervention the corridor Reticulation WESTBURY B 33787 Perth Empire Corridor (JW: ring-fenced amount for Infrastructure Water, 10 000 10 000 10 000 JHB Water: Region B Renewal Water) Renewal Corridors of undertaking capital projects in Reservoirs & 000.00 000.00 000.00 Water Freedom Intervention the corridor Reticulation WESTBURY B Regional

256

Regional Projects CIMS Project Name Description Assets Asset 2014/15 Medium Term Expenditure Project Information Number Class Sub-Class Framework Total Total Total Division Regional New Or Location Renewal 28698 Emergency Work Renewal Execute emergency work of a Infrastructure Electricity 10 000 20 000 30 000 City Power Region C Renewal Medium Voltage Network capital nature in the Northern Reticulation 000.00 000.00 000.00 NORTH RIDING EXT.30 C Region. Regional 25914 Refurbishment of LV Northern Region, Refurbish LV Infrastructure Electricity 10 000 10 000 10 000 City Power Region C Renewal infrastructure infrastructure in the Northern Reticulation 000.00 000.00 000.00 Renewal Low Voltage NORTH Region. RIDING EXT.54 C Regional 25887 Refurbishment of MV Refurbish MV infrastructure in Infrastructure Electricity 5 000 10 000 30 000 City Power Region C Renewal infrastructure(Switchgear and Northern Region. Reticulation 000.00 000.00 000.00 transformers) Renewal Medium Voltage Network NORTH RIDING EXT.30 C City Wide 26224 Replacement of aged and/or Replace obsolete MV cables Infrastructure Electricity 5 000 10 000 15 000 City Power Region C Renewal faulting MV cables Northern Region Reticulation 000.00 000.00 000.00 Renewal Medium Voltage Network NORTH RIDING EXT.30 C City Wide 27694 Upgrading of Load Centres Upgrade load centres in Infrastructure Electricity 10 000 10 000 20 000 City Power Region C Renewal Renewal Medium Voltage existing townships - Northern Reticulation 000.00 000.00 000.00 Network NORTH RIDING Region EXT.30 C City Wide 33764 Louis Botha (City Parks) Project interventions to realise Community Parks & 10 000 2 000 8 000 City Parks Region E Renewal Renewal Corridors of Freedom the Corridors of Freedom gardens 000.00 000.00 000.00 and Zoo Intervention ORANGE GROVE E Regional 33772 Louis Botha (City Power) Implementation of City Power Infrastructure Electricity 17 020 42 550 25 530 City Power Region E Renewal Renewal Corridors of Freedom Interventions to realise the Reticulation 000.00 000.00 000.00 Intervention ORANGE GROVE Corridors of Freedom E City Wide 33778 Louis Botha (Comm Dev: S&R) Execution of Community Community Recreational 20 000 27 500 Community Region E Renewal Renewal Corridors of Freedom Development related projects in facilities 000.00 000.00 - Dev: Sport Intervention ORANGE GROVE order to realise the Corridors of and E City Wide Freedom Recreation 33768 Louis Botha (Health) Renewal Ring-fenced amount for Infrastructure Other 30 000 10 000 3 676 Health Region E Renewal Corridors of Freedom undertaking capital project in 000.00 000.00 000.00 Intervention ORANGE GROVE Corridor E Regional

257

Regional Projects CIMS Project Name Description Assets Asset 2014/15 Medium Term Expenditure Project Information Number Class Sub-Class Framework Total Total Total Division Regional New Or Location Renewal 33771 Louis Botha Corridor (Housing) Ring-fenced amount for the Infrastructure Sewerage 54 300 35 100 Housing Region E Renewal Renewal Corridors of Freedom undertaking of capital project in Purification & - 000.00 000.00 Intervention ORANGE GROVE the corridor Reticulation E Regional

33776 Louis Botha Corridor (JDA) Ring-fenced amount for Infrastructure Other 15 000 8 560 JDA Region E Renewal Renewal Corridors of Freedom undertaking capital projects in - 000.00 000.00 Intervention ORANGE GROVE corridor E Regional 33791 Louis Botha Corridor (JW: ring-fenced amount for Infrastructure Water, 10 000 JHB Water: Region E Renewal Sewer) Renewal Corridors of undertaking capital projects in Reservoirs & - - 000.00 Sewer Freedom Intervention ORANGE the corridor Reticulation GROVE E 33786 Louis Botha Corridor (JW: Ring-fenced amount for Infrastructure Water, 25 000 10 000 20 000 JHB Water: Region E Renewal Water) Renewal Corridors of undertaking capital projects in Reservoirs & 000.00 000.00 000.00 Water Freedom Intervention ORANGE the corridor Reticulation GROVE E Regional

33761 Turffontein (City Parks) Implementation of park projects Community Parks & 5 600 8 000 14 400 City Parks Region F Renewal Renewal Corridors of Freedom to realise the Corridor of gardens 000.00 000.00 000.00 and Zoo Intervention TURFFONTEIN F Freedom Regional 28800 Emergency work Renewal Carry out emergency work of a Infrastructure Electricity 10 000 20 000 30 000 City Power Region F Renewal Medium Voltage Network capital nature. Southern Region Reticulation 000.00 000.00 000.00 REUVEN F City Wide 32460 Refurbish TSS's as required by Refurbish TSS's in the Siemert Infrastructure Electricity 10 000 10 000 15 000 City Power Region F Renewal Area Maintenance Renewal Rd depot area Reticulation 000.00 000.00 000.00 Medium Voltage Network JOHANNESBURG F Regional 27028 Refurbishment of LV Refurbish LV infrastructure. Infrastructure Electricity 10 000 10 000 10 000 City Power Region F Renewal infrastructure Reticulation 000.00 000.00 000.00 Renewal Low Voltage REUVEN F Regional 27030 Refurbishment of MV Refurbishment of MV Infrastructure Electricity 10 000 15 000 15 000 City Power Region F Renewal infrastructure(Switchgear and infrastructure (switchgear and Reticulation 000.00 000.00 000.00 transformers) transformers) Renewal Medium Voltage Network REUVEN F Regional

258

Regional Projects CIMS Project Name Description Assets Asset 2014/15 Medium Term Expenditure Project Information Number Class Sub-Class Framework Total Total Total Division Regional New Or Location Renewal 27031 Replacement of aged and/or replace aged and/or faulting Infrastructure Electricity 5 000 10 000 10 000 City Power Region F Renewal faulting MV cables MV cables Southern Region. Reticulation 000.00 000.00 000.00 Renewal Medium Voltage Network REUVEN F Regional

33770 Turffontein (City Power) City Power related interventions Infrastructure Electricity 10 262 25 655 30 464 City Power Region F Renewal Renewal Corridors of Freedom to realise the Corridors of Generation 200.00 500.00 900.00 Intervention TURFFONTEIN F Freedom Initiative Regional 27695 Upgrading of Load Centres Upgrade load centres in the Infrastructure Electricity 10 000 10 000 20 000 City Power Region F Renewal Renewal Medium Voltage Southern Region Reticulation 000.00 000.00 000.00 Network REUVEN F City Wide

33763 Inner City (Comm Dev: S&R) Ring-fenced amount for Community Recreational 4 600 2 400 8 200 Community Region F Renewal Renewal Inner City Intervention undertaking capital Projects in facilities 000.00 000.00 000.00 Dev: Sport JOHANNESBURG F Regional the Inner City and Recreation 33765 Inner City (Dev Planning) Ring-fenced amount for Infrastructure Other 150 000 210 000 259 574 Development Region F Renewal Renewal Inner City Intervention undertaking capital projects in 000.00 000.00 000.00 Planning JOHANNESBURG F Regional the Inner City

33775 Turffontein Corridor (Housing) Ring-fenced amount for the Infrastructure Other 3 000 30 000 Housing Region F Renewal Renewal Corridors of Freedom undertaking of capital projects - 000.00 000.00 Intervention TURFFONTEIN F in the corridor Regional 33779 Turffontein Corridor (JDA) Ring-fenced amount for Infrastructure Other 5 600 8 000 14 500 JDA Region F Renewal Renewal Corridors of Freedom undertaking capital projects in 000.00 000.00 000.00 Intervention TURFFONTEIN F the corridor Regional 33794 Turffontein Corridor (JW: ring-fenced amount for Infrastructure Sewerage JHB Water: Region F Renewal Sewer) Renewal Corridors of undertaking capital projects in Purification & - - - Sewer Freedom Intervention the corridor Reticulation TURFFONTEIN F 33789 Turffontein Corridor (JW: Water) Ring-fenced amount for Infrastructure Water, 9 947 10 000 10 000 JHB Water: Region F Renewal Renewal Corridors of Freedom undertaking capital projects in Reservoirs & 000.00 000.00 000.00 Water Intervention TURFFONTEIN F the corridor Reticulation Regional 33785 Turffontein Corridor (JRA) Ring-fenced amount for Infrastructure Roads, 18 373 45 934 27 560 JRA Region F Renewal Renewal Corridors of Freedom undertaking capital project in Pavements, 600.00 000.00 400.00 Intervention TURFFONTEIN F corridor Bridges & Regional Storm Water

259

Regional Projects CIMS Project Name Description Assets Asset 2014/15 Medium Term Expenditure Project Information Number Class Sub-Class Framework Total Total Total Division Regional New Or Location Renewal 33793 Turffontein (Transport) Renewal Implementation of Infrastructure Transportation 4 000 26 000 28 000 Transportation Region F Renewal Corridors of Freedom Transportation Interventions in 000.00 000.00 000.00 Intervention TURFFONTEIN F order to realise the Corridors of Regional Freedom 33175 New Parks Development Development of parks in Community Parks & 4 000 1 000 1 000 City Parks Region G New Orange Farm New Park Orange Farm gardens 000.00 000.00 000.00 and Zoo ORANGE FARM EXT.2 G Ward

Region A CIMS Project Name Description Assets Asset 2014/15 Medium Term Expenditure Project Information Number Class Sub-Class Framework Total Total Total Division Ward New Or Location Renewal 33539 Construction of linear To formalise about 240 informal Other Assets Markets 10 000 Economic 77 New market(informal trading shelter) trading stalls in Ivory Park 000.00 - - Development in Kopanong - Ivory Park New Informal trading Stalls IVORY PARK EXT.2 A Ward 32379 MPUMELELO PHASE 2 New Mpumelelo Clinic - Professional Community Clinics 4 000 Health 77 New Clinic IVORY PARK EXT.12 A Services, Building Construction, 000.00 - - Ward Carports, Signage, Landscaping and Beautification.

260

Region A CIMS Project Name Description Assets Asset 2014/15 Medium Term Expenditure Project Information Number Class Sub-Class Framework Total Total Total Division Ward New Or Location Renewal 32585 Ivory Park Ext 9( Goniwe) New Construction of Bulk Services Investment Housing 10 000 10 000 3 139 Housing 77 New Bulk Infrastructure IVORY Properties development 000.00 000.00 000.00 PARK EXT.9 A Ward

32583 Ivory Park Ext 8 Hlophe New Formalisation and Construction Investment Housing 2 000 3 000 Housing 78 New Bulk Infrastructure IVORY of Bulk Services Properties development 000.00 000.00 - PARK EXT.8 A Ward

32598 Ivory Park Ext 2 KwaGreen Formalisation and Construction Investment Housing 10 000 540 Housing 79 New New Bulk Infrastructure IVORY of Bulk Services Properties development 000.00 000.00 - PARK EXT.2 A Ward

33151 Ivory Park sewer upgrade Sewer Upgrade Infrastructure Sewerage 1 900 JHB Water: 79 Renewal Renewal IVORY PARK EXT.2 Purification & 000.00 - - Sewer G Reticulation

30534 CONV - Conversion of Open Conversion of open drains to Infrastructure Roads, 15 000 15 000 15 000 JRA 79 Renewal Drains to Underground/Covered underground/covered drains in Pavements, 000.00 000.00 000.00 Drains in Ivory Park. Renewal Ivory Park. Bridges & Stormwater Management Storm Water Projects IVORY PARK EXT.7 A Ward 27966 MISCL - Gravel Roads: Ivory Gravel Roads Upgrade as per Infrastructure Roads, 47 700 49 800 34 000 JRA 79 New Park. New Gravel Road IVORY IDP priority. Pavements, 000.00 000.00 000.00 PARK EXT.9 A Ward Bridges & Storm Water

32855 COMPL: Cycling Lanes: Ivory Cycle Lanes to provide access Infrastructure Transportation 15 000 12 500 Transportation 79 New Park Midrand Route New to 3 secondary schools and 000.00 000.00 - Complete Streets IVORY PARK Midrand Gautrain Station EXT.2 A Regional 28543 Allandale Substation: Upgrade At Allandale, upgrade the Infrastructure Electricity 10 000 10 000 30 000 City Power 80 Renewal 2 X 10 MVA transformers to 40 existing 10 MVA transformers to Reticulation 000.00 000.00 000.00 MVA 20 MVA each. Renewal Bulk Infrastructure COMMERCIA EXT.11 A Regional 33654 Sandton/ Alexandra: Diepsloot Sewer Upgrade Infrastructure Sewerage 15 000 30 000 27 000 JHB Water: 92 Renewal sewer pipelines and bridge Purification & 000.00 000.00 000.00 Sewer Renewal DIEPSLOOT WES B Reticulation

261

Region A CIMS Project Name Description Assets Asset 2014/15 Medium Term Expenditure Project Information Number Class Sub-Class Framework Total Total Total Division Ward New Or Location Renewal 31042 MISCL - Pedestrian Bridge in Walkway across a wetland Infrastructure Roads, 1 000 3 000 4 000 JRA 92 New Kaalfontein New Bridges between Kaalfontein Ext 2 and Pavements, 000.00 000.00 000.00 (Pedestrian and Vehicles) Ext 5 in Ward 92 that is a threat Bridges & KAALFONTEIN EXT.2 A Ward for children as well as adults Storm Water crossing in both directions. 33721 Sandton/ Alexandra: Witkoppen Pipe Replacement Infrastructure Sewerage 3 800 JHB Water: 93 Renewal pipe Replacement Renewal Purification & 000.00 - - Sewer WITKOPPEN B Reticulation

28044 CATCH 220 - Jukskei Implementation of study to Infrastructure Roads, 3 000 3 000 3 000 JRA 94 New Catchment: Fourways Mall Dam arrest hydraulic and Pavements, 000.00 000.00 000.00 and Downstream Works. New environmental degradation of Bridges & Stormwater Catchments Fourways Stream from Storm Water FOURWAYS EXT.16 A Ward upstream of Monte Casino to Jukskei River, Dainfern. 32491 Diepsloot river -wetland New Park development Community Parks & 2 000 500 1 000 City Parks 95 New rehabilitation studies/Eco Park gardens 000.00 000.00 000.00 and Zoo development New Park DIEPSLOOT WEST EXT.3 A Ward 30749 Rec - Construction of the Development of the soccer Community Community 2 000 2 000 2 482 Community 95 New multipurpose centre at fields, hard-core courts, halls 000.00 000.00 000.00 Dev: Sport Diepsloot New Community multipurpose courts, Hall, and Centre DIEPSLOOT WES A Library, Youth Hall, wellness Recreation Ward centre, athletic track 30330 Reconstruction of Ngonyama NDPG project to be Infrastructure Other 40 000 30 000 Development 95 Renewal Road Renewal Precinct implemented by JDA 000.00 000.00 - Planning Redevelopment DIEPSLOOT WES A Regional 30552 Diepsloot West: Upgrade Upgrade sewers Infrastructure Sewerage 1 200 JHB Water: 95 New Sewers New Sewer Mains Purification & 000.00 - - Sewer DIEPSLOOT WEST EXT.3 A Reticulation Ward 33474 CONV - Conversion of Open Conversion of open drains to Infrastructure Roads, 9 000 9 000 JRA 95 Renewal Drains to Underground/Covered underground/covered drains in Pavements, - 000.00 000.00 Drains in Diepsloot. Renewal Diepsloot. Bridges & Stormwater Management Storm Water Projects DIEPSLOOT WES A Ward

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Region A CIMS Project Name Description Assets Asset 2014/15 Medium Term Expenditure Project Information Number Class Sub-Class Framework Total Total Total Division Ward New Or Location Renewal 32529 MISCL - Pedestrian Bridges in Construction of walkways Infrastructure Roads, 1 000 JRA 95 New Diepsloot. New Bridges across the wetland for safe Pavements, 000.00 - - (Pedestrian and Vehicles) pedestrian crossing. Investigate Bridges & DIEPSLOOT WES A Ward future bridge requirements. Storm Water

30953 Upgrade MV supply to and in Upgrade MV supply to and in Infrastructure Electricity 8 000 12 000 City Power 96 Renewal Kya Sands. Renewal Medium Kya Sands. Reticulation 000.00 000.00 - Voltage Network KYA SAND A Regional 32758 LA: Module 1 New Bulk Waste Lanseria: Module Infrastructure Water, 50 165 80 000 120 000 JHB Water: 96 New Water LANSERIA EXT.17 C Reservoirs & 000.00 000.00 000.00 Sewer Regional Reticulation

33228 Roodepoort/ Diepsloot: Sewer Upgrade Infrastructure Sewerage 10 000 JHB Water: 96 Renewal Lanseria sewer upgrade Purification & - 000.00 - Sewer Renewal Bulk Waste Water Reticulation LANSERIA AIRPORT C 29388 Roodepoort/Diepsloot: Lanseria Lanseria Reservoir Infrastructure Water, 20 000 JHB Water: 96 New Reservoir New Reserviors Reservoirs & - 000.00 - Water LANSERIA EXT.21 A Ward Reticulation

30769 16 Landfill - Kya Sands New To maintain and upgrade Infrastructure Refuse 200 200 200 Pikitup 96 New waste collection KYA SAND facilities to conform to standard 000.00 000.00 000.00 EXT.48 C City Wide and regulations-(Compliance, cell developments and landfill recycling) 25064 Installation of new service Provision of new service Infrastructure Electricity 29 200 29 200 29 200 City Power 110 New connections connections Reticulation 000.00 000.00 000.00 New Service Connections HALFWAY HOUSE EXT.74 E Regional 26032 New public lights Midrand New Public Lighting Midrand Infrastructure Other 2 000 2 000 2 000 City Power 110 New Public Lighting IVORY PARK 000.00 000.00 000.00 EXT.2 A Regional 29882 Rec - Construction of the new Construction of the new sports Community Sportsfields & 2 713 2 000 Community 110 New sports centre New Community facility IN Region A stadia 000.00 000.00 - Dev: Sport Centre RABIE RIDGE EXT.1 A and Ward Recreation 33582 Construction of Industrial Construction of Industrial Nodes Infrastructure Other 8 461 30 554 63 662 Development 110 New Facilities New Building IVORY in order facilitate 000.00 000.00 000.00 Planning PARK EXT.7 A Regional entrepreneurial enterprise at Bambanani - Ivory Park and at

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33166 Midrand: Pretoriusrand water Water upgrade Infrastructure Water, 4 000 4 000 JHB Water: 110 New upgrade New Water Mains Reservoirs & 000.00 000.00 - Water PRESIDENT PARK A.H. A Reticulation Regional 30551 Midrand:President park: 50Ml Reservoir Infrastructure Water, 4 000 18 000 JHB Water: 110 New Reservoir 50Ml and water Reservoirs & 000.00 000.00 - Water Upgrade New Reserviors Reticulation PRESIDENT PARK A.H. A Regional 31012 RNP022_Richards Drive The upgrading of Richards Infrastructure Roads, 27 000 JRA 110 Renewal Upgrading Renewal Roads: Drive in Halfway House Estate Pavements, - 000.00 - Construction and Upgrades AH. To be part of Ten Year Bridges & HALFWAY HOUSE EXT.95 A Plan. Storm Water Regional 32591 Ivory Park Thabo Mbeki New Formalisation and Construction Investment Housing 1 000 Housing 111 New Bulk Infrastructure IVORY of Bulk Services and Low Cost Properties development - 000.00 - PARK EXT.10 A Ward Houses

33154 Ivory Park Social Housing New Development of affordable Infrastructure Other 2 000 JOSHCO 111 New Building IVORY PARK EXT.10 Rental stock in region A - - 000.00 A City Wide 30841 Vorna Valley. Upgrade sub Upgrade Vorna Valley sub Infrastructure Electricity 25 000 10 000 City Power 112 Renewal station Renewal Bulk station to 2 X 40 MVA Reticulation 000.00 000.00 - Infrastructure VORNA VALLEY transformers and new feeder EXT.7 A Regional board 33078 Midrand: Carlswald Reservoir Reservoir 10Ml Infrastructure Water, 5 000 15 000 JHB Water: 112 New New Reserviors CARLSWALD Reservoirs & 000.00 000.00 - Water A.H. A Regional Reticulation

33605 Midrand: Carlswald Water Upgrade of existing water Infrastructure Water, 7 000 7 000 JHB Water: 112 Renewal Infrastructure Upgrade Renewal infrastructure Reservoirs & 000.00 000.00 - Water CARLSWALD A.H. A Reticulation

28735 Midrand: Erand: Upgrade water Upgrading water infrastructure Infrastructure Water, 3 750 JHB Water: 112 Renewal infrastructure Renewal Water for region A Reservoirs & 000.00 - - Water Mains SUMMERSET EXT.13 A Reticulation Regional

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Region A CIMS Project Name Description Assets Asset 2014/15 Medium Term Expenditure Project Information Number Class Sub-Class Framework Total Total Total Division Ward New Or Location Renewal 33163 Midrand: Planned replacement: Replacement water mains Infrastructure Water, 10 000 10 000 JHB Water: 112 Renewal watermains Renewal Water Reservoirs & 000.00 - 000.00 Water Mains BLUE HILLS A.H. A Reticulation Regional 33739 BRID 05 - Le Roux Avenue Widening of Le Roux Ave Infrastructure Roads, 1 000 20 000 JRA 112 New Widening. New Roads: between Bekker/Janadel Street Pavements, 000.00 000.00 - Construction and Upgrades and Old Pretoria Main as a Bridges & HALFWAY HOUSE ESTATE A result of the doubling of Le Storm Water Regional Roux Ave Bridge and traffic congestion. 33535 23 Depot Midrand New Depots Pikitup Depot in Midrand Infrastructure Refuse 500 7 000 Pikitup 112 New HALFWAY GARDENS EXT.80 000.00 000.00 - A Regional

33288 Lib - Construction of the new Construction of a new Library in Community Libraries 1 500 Community 113 New Diepsloot Library (forms part of Diepsloot West Ext 2 Region A - - 000.00 Dev: Libraries the multipurpose centre at Diepsloot) in Diepsloot West Ext 2 New Incineration DIEPSLOOT WES EXT.2 A 33345 Aqua - Construction of the new Construction of a new Infrastructure Other 2 500 Community 113 New swimming pool in Diepsloot Ext swimming pool in Diepsloot - - 000.00 Dev: Sport 1 New Community Centre and IVORY PARK EXT.2 A Ward Recreation

33067 Diepsloot Redevelopment Construction of Bulk Services Infrastructure Roads, 50 000 40 000 40 000 Housing 113 New Northern Farms New Bulk Pavements, 000.00 000.00 000.00 Infrastructure DIEPSLOOT A.H. Bridges & A Regional Storm Water

26871 Northern Works: Belt Presses Belt Presses:Northern Works Infrastructure Sewerage 20 000 JHB Water: 113 New New Bulk Waste Water Purification & - 000.00 - Sewer DIEPSLOOT WES EXT.5 A Reticulation Regional 33712 Northern Works: Desludge and Desludge and line Dam 02 Infrastructure Water, 15 000 15 000 JHB Water: 113 Renewal line Dam 02 Renewal Reservoirs & - 000.00 000.00 Sewer DIEPSLOOT WES A Reticulation

28977 Northern Works: desludge Dam Northern Works: Desludge Dam Infrastructure Sewerage 53 538 10 000 JHB Water: 113 Renewal 01 Renewal DIEPSLOOT WES 01 Purification & 000.00 000.00 - Sewer EXT.5 A Reticulation

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Region A CIMS Project Name Description Assets Asset 2014/15 Medium Term Expenditure Project Information Number Class Sub-Class Framework Total Total Total Division Ward New Or Location Renewal 28721 Northern Works: Unit 2 Refurbish digesters at Northern Infrastructure Sewerage 10 000 JHB Water: 113 Renewal Digesters refurbish #2 Renewal Works Purification & - 000.00 - Sewer Bulk Waste Water DIEPSLOOT Reticulation WES EXT.5 A Regional 33713 Northern Works: Unit 3 electro Unit 3 electro mech/ cabling Infrastructure Sewerage 40 000 JHB Water: 113 Renewal mech/ cabling bios 1 and 3 bios 1 and 3 Purification & - 000.00 - Sewer Renewal DIEPSLOOT WES A Reticulation

33710 Northern Works: Unit 4 liquor Unit 4 liquor treatment Infrastructure Sewerage 14 000 JHB Water: 113 New treatment New DIEPSLOOT Purification & - 000.00 - Sewer WES A Reticulation

28733 Roodepoort/Diepsloot: New Diepsloot reservoir Infrastructure Water, 25 411 15 000 JHB Water: 113 New Diepsloot Reservoir New Reservoirs & 000.00 000.00 - Water Reserviors DIEPSLOOT WES Reticulation A Ward 28045 MISCL - Gravel Roads: Gravel Roads Upgrade, IDP Infrastructure Roads, 46 060 47 060 34 000 JRA 113 New Diepsloot. New Roads: priority. Pavements, 000.00 000.00 000.00 Construction and Upgrades Bridges & DIEPSLOOT WEST EXT.3 A Storm Water Ward 30756 11 Landfill New Cell Feasibility, Design and Infrastructure Refuse 3 000 17 000 8 500 Pikitup 113 New Development Works - Potential construction of a new landfill 000.00 000.00 000.00 New development New waste site for the North of the city collection DIEPSLOOT A.H. A Regional 30654 22 Waste Treatment - Waste Construction of Waste Infrastructure Refuse 17 000 5 000 Pikitup 113 New treatment facilities New Plant Treatment facilities for waste 000.00 000.00 - and Equipment DIEPSLOOT conversion A.H. A City Wide 32857 COMPL: Cycling Lanes: Cycle paths: Diepsloot Infrastructure Transportation 3 000 15 000 Transportation 113 New Diepsloot - Fourways Route Fourways route (Wm Nico to W - 000.00 000.00 (Wm Nicol - W Bypass) New Bypass) Complete Streets DIEPSLOOT A.H. A Regional

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Region B CIMS Project Name Description Assets Asset Sub- 2014/15 Medium Term Project Information Number Class Class Expenditure Framework Total Total Total Division Ward New Or Location Renewal 33801 Westdene Dam park Development of Westdene Community Parks & gardens 10 000 11 970 City Parks 68 New development New Park Park - 000.00 000.00 and Zoo WESTDENE B Regional 33017 Replace feederboard at Replace feederboard at Infrastructure Electricity 10 City Power 68 Renewal Industria sub station. Industria sub station. Reticulation 000 - - Renewal Bulk Infrastructure 000.00 INDUSTRIA B Regional 32961 Lib.Coronationville Public Upgrading of the Library Community Libraries Community 68 New Library New Library 800 - - Dev: CORONATIONVILLE B 000.00 Libraries 33407 Aqua - Coronationville Public Upgrading of the pool Community Recreational facilities 2 Community 68 Renewal Swimming Pool Renewal 000 - - Dev: Sport Community Centre 000.00 and Coronationville B Ward Recreation 32882 Geldenhuis Transnet Hostel Conversion of Community Social Renting 5 20 000 20 000 JOSHCO 68 Renewal Renewal Building Alterations Transnethostel Housing 000 000.00 000.00 INDUSTRIA EXT.1 F City 000.00 Wide 33820 Penny Flats Social Housing Social Housing development Community Social Renting 3 000 2 000 JOSHCO 68 New New Building Alterations in Pennyville Housing - 000.00 000.00 PENNYVILLE B Regional

33698 Pennyville Communal Upgrading and repairs of Community Social Renting 6 1 000 1 000 JOSHCO 68 Renewal Rooms Renewal Operational Communal rooms Housing 000 000.00 000.00 Capex PENNYVILLE EXT.1 000.00 C Regional 33718 Pennyville TOD/Corridor Mixed use housing Investment Housing 20 70 000 60 000 JOSHCO 68 New Development New Bulk development next to the Properties development 000 000.00 000.00 engineering services BRT and New Canada 000.00 PENNYVILLE C City Wide Station 31283 MISCL - Pedestrian Bridge in A safe walkway is required Infrastructure Roads, Pavements, 1 5 000 6 000 JRA 68 New Slovo Park (also Ashanti) across the railway line in Bridges & Storm 000 000.00 000.00 New Bridges (Pedestrian and Ward 68, near to the Water 000.00 Vehicles) informal settlement to CORONATIONVILLE B facilitate the movement of Ward people to Coronation and Helen Joseph Hospitals; to High School; to work in Industria and the residential areas around; as well as to the Croesus Railway Station.

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Region B CIMS Project Name Description Assets Asset Sub- 2014/15 Medium Term Project Information Number Class Class Expenditure Framework Total Total Total Division Ward New Or Location Renewal 33795 Perth Empire Corridor Co - Ring-fenced amount for Community Community halls 2 6 000 Social 68 Renewal Production Zone for Social undertaking capital project in 650 000.00 - Development Development Renewal the corridor 000.00 Corridors of Freedom Intervention WESTBURY B Regional 32563 Upgrade of Sir Drummond Park upgrade Community Parks & gardens 2 2 000 City Parks 69 Renewal Chaplin Park Crosby 000 000.00 - and Zoo Renewal Park CROSBY B 000.00 Ward 32569 Upgrading of Katjiepiering Upgrading of the Park Community Parks & gardens 500 City Parks 69 Renewal Street Park in Vrededorp - - 000.00 and Zoo Renewal Park VREDEPARK B Ward 25070 New Service connections Provision of new service Infrastructure Electricity 9 9 370 9 370 City Power 69 New New Service Connections connections Reticulation 370 000.00 000.00 HURST HILL B Regional 000.00 33450 Union Stadium Renewal Upgrading of the courts Community Recreational facilities 10 4 000 4 000 Community 69 Renewal Building Alterations 000 000.00 000.00 Dev: Sport WESTBURY EXT.3 B Ward 000.00 and Recreation 26893 Johannesburg Central: Hursthill-Brixton District Infrastructure Water, Reservoirs & 2 JHB Water: 69 New Hursthill-Brixton upgrading water Reticulation 400 - - Water District:Upgrade water infrastructure 000.00 infrastructure New Water Mains BRIXTON B Regional 30942 Park Development in New Park Development Community Parks & gardens 2 1 000 City Parks 82 New Claremont New Park 000 000.00 - and Zoo CLAREMONT B 000.00 33409 Aqua - Newclare Swimming Upgrading of the pool Community Recreational facilities 1 000 2 000 Community 82 Renewal Pool Renewal Community - 000.00 000.00 Dev: Sport Centre NEWCLARE B Ward and Recreation

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Region B CIMS Project Name Description Assets Asset Sub- 2014/15 Medium Term Project Information Number Class Class Expenditure Framework Total Total Total Division Ward New Or Location Renewal 33680 Bosmontspruit Rehabilitation Rehabilitation of the Infrastructure Other 3 000 Environment 82 Renewal Renewal Ecological wetlands including - - 000.00 and Infrastructure BOSMONT C ecological infrastructure as Infrastructure Regional recommended in the State of the River study in 2009/10, CoJ Bioregional plan,CoJ Wetland management plan (2009). To conserve and protect City's natural heritage and resourses, promoting River health through integrated catchment management 33529 Claremont Renewal Clinic Design and layout of clinic, Community Clinics 2 Health 82 Renewal CLAREMONT B Ward construction of buildings and 700 - - carpots, furniture and 000.00 equipment, landscaping, paving and signage 33208 Roodepoort/ Diepsloot: water upgrade Infrastructure Water, Reservoirs & 14 5 000 JHB Water: 86 New Whiteridge north little falls Reticulation 500 000.00 - Water constatia Water upgrade 000.00 New Water Mains WHITERIDGE C Regional 32618 E-Learning system for Computer Software system Community Fire, safety & 2 5 000 Public Safety: 86 New Training Academy New with associated hardware to emergency 500 000.00 - EMS Computer Software assist the training of EMS 000.00 MARTINDALE B City Wide Staff to be installed at Brixton, Florida and Rietfontein Training Centres 30943 Furniture and office Furniture for new staff Other Assets Furniture and other 2 6 000 2 000 Public Safety: 86 New equipment, work stations appointees and new fire office equipment 000 000.00 000.00 EMS New Furniture MARTINDALE stations 000.00 B City Wide 30938 IT Needs New Computer Computer equipment Other Assets Computers - 1 2 000 1 500 Public Safety: 86 New Hardware MARTINDALE B required to equip new staff hardware/equipment 407 000.00 000.00 EMS City Wide with tools of trade. 000.00

32617 Telephone System and Installation of security Other Assets Computers - 600 Public Safety: 86 New Alarm bell system New system at the entrances of hardware/equipment - 000.00 - EMS Operational Capex fire stations across the City. MARTINDALE B City Wide

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Region B CIMS Project Name Description Assets Asset Sub- 2014/15 Medium Term Project Information Number Class Class Expenditure Framework Total Total Total Division Ward New Or Location Renewal 32601 Tetra Upgrade Third phase of improving Community Fire, safety & 11 Public Safety: 86 Renewal Communication and EMS's communication emergency 187 - - EMS Despatch Network Systems - system 800.00 Phase 3 Renewal Computer Upgrades MARTINDALE B City Wide 33285 USAR Equipment New New equipments Other Assets Computers - 300 300 Public Safety: 86 New Computer Upgrades hardware/equipment 300 000.00 000.00 EMS MARTINDALE C City Wide 000.00

28534 BY - LAW MANAGEMENT Other Assets Other Buildings 2 2 600 2 800 Public Safety: 86 Renewal UNIT UPGRADE OF 400 000.00 000.00 JMPD BUILDING FENNEL ROAD 000.00 POUND Renewal Building Alterations MARTINDALE B Ward 28531 By-Law Management Unit Closed Circuit Television Other Assets Other 5 000 2 800 Public Safety: 86 New (CCTV Cameras) New Office cameras for security of - 000.00 000.00 JMPD Equipment MARTINDALE B impounded goods. City Wide 27940 CATCH 200 - Braamfontein Erosion protection Infrastructure Roads, Pavements, 5 5 000 JRA 87 New Spruit Catchment: Erosion Bridges & Storm 000 000.00 - Protection: Conrad Drive to Water 000.00 Rustenburg Road New Stormwater Catchments BRAAMFONTEIN WERF B Ward 27955 CATCH 205 - Robinson Upgrade spalling and Infrastructure Roads, Pavements, 4 10 000 10 000 JRA 87 Renewal Canal Catchment: Structural exposed steel reinforcing in Bridges & Storm 500 000.00 000.00 Improvement: Robinson Robinson Canal sub 3 and Water 000.00 Canal Sub 3, Sub 6 and Sub sub 6. Eliminate the crack in 7 Renewal Stormwater the wall of Robinson Canal Catchments ROBINDALE F Sub 7. Ward 32570 JHB Botanical Gardens Botanical Gardens scientific Community Parks & gardens 8 4 000 2 000 City Parks 88 Renewal Infrastructure upgrade in research centre 000 000.00 000.00 and Zoo Emmarentia Renewal Park 000.00 EMMARENTIA B City Wide

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Region B CIMS Project Name Description Assets Asset Sub- 2014/15 Medium Term Project Information Number Class Class Expenditure Framework Total Total Total Division Ward New Or Location Renewal 26884 Johannesburg Northcliff District Upgrding Infrastructure Water, Reservoirs & JHB Water: 88 Renewal Central:Northcliff water infrastructure Reticulation - - - Water District:Upgrade water infrastructure Renewal Water Mains NORTHCLIFF EXT.1 B Regional 22292 1 Bins (Skip) - Refuse Supply of bulk containers to Infrastructure Refuse 1 1 500 1 500 Pikitup 88 New collection New Plant and commercial customers to 500 000.00 000.00 Equipment WATERVAL create revenue 000.00 ESTATE B City Wide 32031 BRID 20 - Conrad Drive Reconstruction of Conrad Infrastructure Roads, Pavements, 1 20 000 JRA 90 Renewal Bridge, Blairgowrie. Renewal Drive Bridge over Bridges & Storm 000 000.00 - Bridges (Pedestrian and Braamfontein Spruit for road Water 000.00 Vehicles) CRAIGHALL B widening and increase in Ward stormwater capacity. 27960 CATCH 210 - Klein Jukskei Upgrading of culvert under Infrastructure Roads, Pavements, 5 5 000 JRA 98 New Catchment: (CBP) Willow Crescent and the Bridges & Storm 000 000.00 - Stormwater Control: Willows arrest of erosion in the Water 000.00 Development - Windsor New vicinity. Stormwater Catchments JUKSKEI PARK B Ward 33631 Rooseveldt Park:Replace 2 X Replace 2 X 45 MVA Infrastructure Electricity 10 10 000 10 000 City Power 99 New 45 MVA transformers and transformers and replace Reticulation 000 000.00 000.00 replace 11kV switchgear 11kV switchgear 000.00 New Bulk Infrastructure LINDEN E Regional

33212 Roodepoort/ Diepsloot: water upgrade Infrastructure Water, Reservoirs & 10 000 JHB Water: 99 New Linden water upgrade New Reticulation - 000.00 - Water Water Mains LINDEN C Regional 32571 Bird Sanctuary - City wide Bird Sancttuary - Ablution Community Parks & gardens 500 500 City Parks 102 Renewal Renewal Park facility - 000.00 000.00 and Zoo JOHANNESBURG F Regional 32687 Rietfontein Nature Reserve Bryanston wards 106 Community Parks & gardens 4 1 000 City Parks 102 Renewal and EE centre upgrade in 000 000.00 - and Zoo Bryanston Renewal Park 000.00 BRYANSTON EXT.5 E Ward

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Region B CIMS Project Name Description Assets Asset Sub- 2014/15 Medium Term Project Information Number Class Class Expenditure Framework Total Total Total Division Ward New Or Location Renewal 25065 New service connections Provision of new service Infrastructure Electricity 36 37 600 37 600 City Power 102 New New Service Connections connections in Randburg Reticulation 700 000.00 000.00 FERNDALE EXT.25 B 000.00 Regional 23485 Randburg CBD regeneration Infrastructure Roads, Pavements, 40 30 000 30 000 JDA 102 Renewal Renewal Precinct Bridges & Storm 000 000.00 000.00 Redevelopment FERNDALE Water 000.00 B Regional

31087 Randburg Civic Precinct Property development PPP Other Assets Civic Land & 26 JDA 102 Renewal Upgrade Renewal Precinct to provide a mixed use Buildings 500 - - Redevelopment FERNDALE development with civic and 000.00 B Regional transport facilities 27572 Selkirk Social Housing Development of 300 medium Investment Housing 35 90 000 70 000 JOSHCO 102 New project New Housing density housing within Properties development 000 000.00 000.00 Development Randburg CBD which will 000.00 BLAIRGOWRIE B Ward assist in attracting investors in the area 25002 Randburg Civic Precinct Upgrading of Randburg CBD Other Assets Civic Land & 2 1 000 1 000 JPC 102 Renewal Renewal Building Alterations - Hilltop taxi rank site and Buildings 000 000.00 000.00 FERNDALE B Regional Selkirk precinct 000.00

31051 RNP017_Ballyclaire Drive The widening of Ballyclaire Infrastructure Roads, Pavements, 1 10 000 10 000 JRA 102 Renewal Widening Renewal Roads: Drive and Bridge from Bridges & Storm 000 000.00 000.00 Construction and Upgrades William Nichol to Outspan Water 000.00 RIVER CLUB EXT.2 E Drive. To be part of Ten Regional Year Plan. 33218 Roodepoort/ Diepsloot: Sewer Upgrade Infrastructure Sewerage 7 JHB Water: 104 Renewal Ferndale Sewer upgrade Purification & 000 - - Sewer Renewal Bulk Waste Water Reticulation 000.00 FERNDALE C 26887 Sandton/ Alexandra : Kesington B District Infrastructure Water, Reservoirs & 5 000 12 000 JHB Water: 104 New Kensington Reservoir 15Ml upgrading water Reticulation - 000.00 000.00 Water New Reserviors infrastructure KENSINGTON B Regional 28097 CATCH 210 - Klein Jukskei Construction of a new Infrastructure Roads, Pavements, 2 5 000 JRA 104 New Catchment: Bond Stream stormwater relief system to Bridges & Storm 000 000.00 - Relief System, Ferndale. augment the existing culvert Water 000.00 New Stormwater Catchments which is over capacity due to FERNDALE B Ward increasing CBD runoff.

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Region B CIMS Project Name Description Assets Asset Sub- 2014/15 Medium Term Project Information Number Class Class Expenditure Framework Total Total Total Division Ward New Or Location Renewal 22301 12 (a) New garden Sites - Redirect garden refuse to Infrastructure Refuse 1 200 1 100 Pikitup 104 New Fourways New Plant and garden sites and then 700 000.00 000.00 Equipment MALANSHOF remove to composting 000.00 EXT.9 C City Wide facility 32877 Zoo - Animal hospital Upgrade of hospital Community Recreational facilities 3 500 City Parks 117 Renewal upgrade Renewal Bulk infrastructure - 000.00 - and Zoo engineering services SAXONWOLD E City Wide 33571 Zoo - Animal Purchases New Purchase of new animals for Community Parks & gardens 1 2 000 City Parks 117 New Operational Capex Zoo 000 000.00 - and Zoo SAXONWOLD E City Wide 000.00

30047 Zoo - Parking Area Establishment of new Community Parks & gardens 15 4 615 City Parks 117 New Development(Zoo & Zoo lake parking lot for the Zoo and 283 000.00 - and Zoo Prencinct) New Bulk Zoo lake park upgrade 000.00 engineering services SAXONWOLD E Regional 31156 Zoo - Water Saving project Replacement of steel water Infrastructure Water, Reservoirs & 2 City Parks 117 Renewal Renewal Internal Water line Reticulation 000 - - and Zoo Reticulation SAXONWOLD E 000.00 Regional 33607 Zoo - Zoo Infrastructure zoo infrastructure Community Parks & gardens 4 5 000 City Parks 117 Renewal Renewal Building Alterations 000 000.00 - and Zoo SAXONWOLD F Ward 000.00

31161 Zoo Conservation and Accomodation for Community Cemeteries 2 2 000 City Parks 117 New research farm accomodation reseachers at Parys facility 000 000.00 - and Zoo -Safari Park Development 000.00 New Building Alterations SAXONWOLD G City Wide 30765 Replace 30 MVA Replace 30 MVA Infrastructure Electricity 10 000 10 000 City Power 117 Renewal transformers with 45 MVA transformers with 45 MVA Reticulation - 000.00 000.00 units Renewal Bulk units and new 11 kV Infrastructure PARKHURST feederboard B Regional 30077 Parkhurst Renewal Clinic Design and layout of clinic, Community Clinics 6 Health 117 Renewal PARKHURST B Ward construction of buildings and 000 - - carports, furniture and 000.00 equipment, landscaping, paving and signage.

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Region C CIMS Project Name Description Assets Asset 2014/15 Medium Term Expenditure Project Information Number Class Sub-Class Framework Total Total Total Division Ward New Or Location Renewal 33476 CONV - Conversion of Open Conversion of open drains to Infrastructure Roads, 9 500 9 500 9 500 JRA 44 Renewal Drains to Underground/Covered underground/covered drains in Pavements, 000.00 000.00 000.00 Drains in Bram Fischerville. Bram Fischerville. Bridges & Renewal Stormwater Storm Water Management Projects BRAM FISCHERVILLE C Ward 29064 MISCL - Gravel Roads: Bram Gravel road upgrade, IDP Infrastructure Roads, 35 000 15 000 33 537 JRA 44 New Fischerville. New Roads: priority Pavements, 000.00 000.00 000.00 Construction and Upgrades Bridges & BRAM FISCHERVILLE D Ward Storm Water

29831 Braamfischerville Ext Construction of Roads and Infrastructure Roads, 13 000 11 000 Housing 49 New 12&13:Roads and Stormwater Stormwater Pavements, 000.00 000.00 - Management Systems inlcuding Bridges & a Pedestrian Bridge New Bulk Storm Water Infrastructure BRAM FISCHERVILLE EXT.13 C Ward 32482 PTF: Small Public Transport Design & construction of Infrastructure Transportation 30 000 Transportation 49 New Facilities: Braamfischerville "model" taxi facility - - 000.00 New Public Transport Facility BRAM FISCHERVILLE C City Wide 28135 MISCL - Gravel Roads: Gravel roads upgrade as per Infrastructure Roads, 16 100 16 100 34 000 JRA 50 New Doornkop/Thulani. New Roads: IDP priority. It includes also Pavements, 000.00 000.00 000.00 Construction and Upgrades required interventions in Protea Bridges & DOORNKOP D Ward (R5.0m). Storm Water

30424 Fleurhof Mixed Development The provision of bulk Infrastructure Sewerage 60 000 80 000 16 000 Housing 70 New (Bulk and internal infrastructure) infrastructure including Purification & 000.00 000.00 000.00 New Bulk Infrastructure reticulation for specifically the Reticulation FLEURHOF C Ward following: Water, Sewer, Roads and Stormwater Management Systems. R500k for planning and R20m for bulk infra.

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Region C CIMS Project Name Description Assets Asset 2014/15 Medium Term Expenditure Project Information Number Class Sub-Class Framework Total Total Total Division Ward New Or Location Renewal 33219 Roodepoort/ diepsloot: Florida Sewer upgrade Infrastructure Sewerage JHB Water: 70 Renewal Sewer upgrade Renewal Bulk Purification & - - - Sewer Waste Water FLORIDA EXT C Reticulation

33205 Roodepoort/ Diepsloot: Finch Water upgrade Infrastructure Water, 5 000 JHB Water: 70 Renewal kite Florida water upgrade Reservoirs & - 000.00 - Water Renewal Water Mains Reticulation FLORIDA EXT C Ward 33084 Roodepoort/ Diepsloot: Water Upgrade Infrastructure Water, 10 000 JHB Water: 70 New Robertville water upgrade Reservoirs & 000.00 - - Water infrastructure and Reservoir Reticulation 25Ml New Reserviors ROBERTVILLE C Regional 30421 FLEURHOF JUNCTION Development of 600 rental Investment Housing 20 000 500 JOSHCO 70 New SOCIAL HOUSING PROJECT housing units Properties development 000.00 - 000.00 New Housing Development FLEURHOF C Ward 31029 RNP003_Westlake Road Extension of Westlake Road Infrastructure Roads, 4 000 20 000 JRA 70 New Extension New Roads: from Main Reef Road to Soweto Pavements, 000.00 000.00 - Construction and Upgrades Township. Only Design. Bridges & RAND LEASES EXT.1 C Storm Water Regional 32628 Lindhaven Plot 6,8&10 New Construction of Bulk Services Investment Housing 1 200 12 000 15 000 Housing 71 New Bulk Infrastructure LINDHAVEN Properties development 000.00 000.00 000.00 EXT.1 C Ward

33060 PRINCESS PLOT New Bulk Construction of Roads and Investment Housing 15 000 20 000 33 000 Housing 71 New Infrastructure PRINCESS C stormwater Properties development 000.00 000.00 000.00 Regional 33237 Roodepoort/ Diepsloot: sewer upgrade Infrastructure Sewerage 2 000 JHB Water: 71 Renewal Witpoortjie Sewer upgrade Purification & - - 000.00 Sewer Renewal Bulk Waste Water Reticulation WITPOORTJIE C 33209 Roodepoort/ Diepsloot: water upgrade Infrastructure Water, 5 000 10 000 JHB Water: 71 New Witpoottjie water upgrade New Reservoirs & 000.00 000.00 - Water Water Mains WITPOORTJIE C Reticulation Regional 33483 Princess Plots Social Development of 600 social Investment Housing 2 000 20 000 50 000 JOSHCO 71 New HousingProject New Housing housing units Properties development 000.00 000.00 000.00 Development PRINCESS EXT.22 C City Wide

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Region C CIMS Project Name Description Assets Asset 2014/15 Medium Term Expenditure Project Information Number Class Sub-Class Framework Total Total Total Division Ward New Or Location Renewal 33289 Lib - Upgrading of the in library Construction of a new library in Community Libraries 1 000 Community 83 Renewal Wilro Park - Region C Renewal Wilro Park 000.00 - - Dev: Libraries Corridors of Freedom Intervention WILROPARK EXT.1 C 33808 Robertville Tower New Construction of water tower Infrastructure Water, 3 000 10 000 JHB Water: 83 New Reserviors ROBERTVILLE C Reservoirs & 000.00 000.00 - Water Regional Reticulation

25066 New service connections New Provision of new service Infrastructure Electricity 16 600 16 600 16 600 City Power 84 New Service Connections connections Reticulation 000.00 000.00 000.00 ROODEPOORT EXT.2 C Regional 33048 Rainbow Valley Sub divisions Construction of roads and Infrastructure Roads, 1 000 2 500 3 000 Housing 84 New New Bulk Infrastructure stormwater Pavements, 000.00 000.00 000.00 ROODEPOORT C Regional Bridges & Storm Water

32578 Sol Plaatjies New Bulk Construction of Bulk Roads & Investment Housing 2 072 Housing 84 New Infrastructure ROODEPOORT Stormwater and Internal Roads Properties development - 000.00 - EXT.2 C Ward & Stormwater

33230 Roodepoort sewer upgrade Sewer upgrade Infrastructure Sewerage 10 000 JHB Water: 84 Renewal Renewal Bulk Waste Water Purification & - 000.00 - Sewer ROODEPOORT C Reticulation

33213 Roodepoort/ Diepsloot: Planned Sewer replacement Infrastructure Sewerage 10 000 20 000 JHB Water: 84 Renewal replacement sewer mains Purification & - 000.00 000.00 Sewer Renewal Bulk Waste Water Reticulation ROODEPOORT C 33236 Roodepoort/ Diepsloot: sewer upgrade Infrastructure Sewerage 13 000 JHB Water: 84 Renewal Wilgespruit Sewer Upgrade Purification & - 000.00 - Sewer Renewal Bulk Waste Water Reticulation ROODEPOORT C 33206 Roodepoort water upgrade New Water Upgrade Infrastructure Water, 10 000 10 000 JHB Water: 84 New Water Mains ROODEPOORT C Reservoirs & 000.00 000.00 - Water Regional Reticulation

33204 Roodepoort/ Diepsloot: water upgrade Infrastructure Water, 5 000 JHB Water: 84 New Cornelius De larey water Reservoirs & - - 000.00 Water upgrade New Water Mains Reticulation ROODEPOORT C Regional

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Region C CIMS Project Name Description Assets Asset 2014/15 Medium Term Expenditure Project Information Number Class Sub-Class Framework Total Total Total Division Ward New Or Location Renewal 32757 Roodepoort/Diepsloot: Lion Bulk infrastructure Infrastructure Water, 5 000 5 000 10 000 JHB Water: 84 New Park Reservoir 15ml New Reservoirs & 000.00 000.00 000.00 Water Water Mains ROODEPOORT C Reticulation Regional 30418 Roodepoort Extension 2 New Development of additional 150 Investment Housing 2 000 35 000 JOSHCO 84 New Building Alterations social housing units Properties development 000.00 000.00 - ROODEPOORT EXT.2 C Ward

33809 Roodepoort Social Housing Upgrading of two social housing Community Social Renting 6 000 12 000 1 000 JOSHCO 84 Renewal Upgrades Renewal Building facilities in Roodepoort Housing 000.00 000.00 000.00 Alterations ROODEPOORT C Regional 33026 REFURBISHMENT OF RENOVATION OF Other Assets Other 520 2 290 Public Safety: 84 Renewal ROODEPOORT DRIVER'S ROODEPOORT TESTING Buildings - 000.00 000.00 JMPD TESTING STATION Renewal STATION Building Alterations FLORIDA LAKE C Ward 30923 Replace 20 MVA transformers Replavce 20 MVA transformers Infrastructure Electricity 25 000 40 000 City Power 85 Renewal with 2X40 MVA units Refurbish with 2X40 MVA units Reticulation - 000.00 000.00 breakers, CT's VT's Links etc and convert 33kV to 88kV. Renewal Bulk Infrastructure KLOOFENDAL C Regional 33547 Promusica Theatre - Building Upgrading of the theatre Community Recreational 600 500 Johannesburg 85 Renewal renovations and upgrades auditorium, catering facilities facilities - 000.00 000.00 Theatre Renewal Building Alterations and re-branding of the theatre Management FLORIDA PARK EXT.9 C Company Regional 33548 Promusica Theatre - Installation of hardware and Community Other 200 200 150 Johannesburg 85 New Information Technology New software for the new ticketing 000.00 000.00 000.00 Theatre Computer Software FLORIDA system Management PARK EXT.9 C City Wide Company

30771 Promusica Theatre - Equipment required for the Community Other 150 Johannesburg 85 Renewal Purchasing of vehicle for the functioning of theatre 000.00 - - Theatre theatre Renewal Operational Management Capex FLORIDA PARK EXT.9 Company C Regional

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Region C CIMS Project Name Description Assets Asset 2014/15 Medium Term Expenditure Project Information Number Class Sub-Class Framework Total Total Total Division Ward New Or Location Renewal 26167 Promusica Theatre - Upgrading Infrastructural and upgrading of Other Assets Plant & 600 600 Johannesburg 85 Renewal of technical equipment (sound facilities equipment 000.00 - 000.00 Theatre and lighting) Renewal Theatre Management redevelopment FLORIDA PARK Company EXT.9 C Regional 27461 lutz: Establish new 88/11 kV Lutz, New 88/11kV 3x45MVA Infrastructure Electricity 30 000 40 000 120 000 City Power 97 New substation New Bulk substation including 2 x Reticulation 000.00 000.00 000.00 Infrastructure HONEYDEW 200MVA cables and 2 x MANOR EXT.11 C Ward 160MVA OHL's 33115 Driefontein Works: Infrastructure renewal plan Infrastructure Sewerage 1 040 15 000 JHB Water: 97 Renewal Infrastructure Renewal Plan Purification & - 000.00 000.00 Sewer Renewal Bulk Waste Water Reticulation LITTLE FALLS EXT.1 A 27674 Roodepoort/Diepsloot: Bushkop Honeydew Boschkop District Infrastructure Water, 13 750 21 000 JHB Water: 97 New Honeydew District Upgrade Upgrade water Infrastructure Reservoirs & 000.00 000.00 - Water Water Infrastructure New Water Phase 2 Reticulation Mains HONEYDEW EXT.5 C Regional 33066 COSMO CITY PHASE 2 ( CONSTRUCTION OF ROADS Infrastructure Roads, 25 000 10 000 25 000 Housing 100 New MALIBONGWE RIDGE) New AND STORMWATER Pavements, 000.00 000.00 000.00 Bulk Infrastructure COSMO Bridges & CITY C Regional Storm Water

29435 Driefontein Works: Conc lining Driefontein Works: Conc lining Infrastructure Sewerage 20 000 JHB Water: 100 New overflow New Auxiliary Water & to overflow dam Purification & 000.00 - - Sewer Sewer Fittings COSMO CITY Reticulation EXT.2 C Regional 28731 Driefontein Works: Extension Driefontein Works: Unit 1 Infrastructure Sewerage 26 000 JHB Water: 100 New New Bulk Waste Water Purification & 000.00 - - Sewer COSMO CITY EXT.2 C Reticulation Regional 31007 Roodepoort/ Diepsloot: Lion Water upgrade infrastructure Infrastructure Water, 1 000 1 000 JHB Water: 100 New park water upgrade Reservoirs & 000.00 000.00 - Water infrastructure New Reservoirs Reticulation COSMO CITY EXT.6 C Regional 24741 Roodepoort/Diepsloot: Planned Replacement of watermains Infrastructure Water, 10 000 53 600 JHB Water: 100 Renewal replacement of water mains Reservoirs & - 000.00 000.00 Water Renewal Water Mains NORTH Reticulation RIDING A.H. C Regional

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Region C CIMS Project Name Description Assets Asset 2014/15 Medium Term Expenditure Project Information Number Class Sub-Class Framework Total Total Total Division Ward New Or Location Renewal 33541 Construction of Golden Harvest To construct a drug Community Community 7 350 Social 101 New Drug and Rehab Centre New rehabilitation centre halls 000.00 - - Development Plant and Equipment GOLDEN HARVEST A.H. C City Wide

30014 Zandspruit New Clinic Acquisition of land, layout and Community Clinics 1 000 Health 114 New ZANDSPRUIT EXT.4 C Ward design of buildings, construction 000.00 - - of buildings and carports, landscaping and paving, furniture, equipment and signage. 31006 Roodepoort/ Diepsloot: Water upgrade infrastructure Infrastructure Water, 5 000 JHB Water: 114 New Zandspruit Reservoir 25Ml New Reservoirs & 000.00 - - Water Reserviors ZANDSPRUIT C Reticulation Regional 33578 Leratong Village Park New Park Park development in Leratong Community Parks & 3 000 City Parks 127 New LERATONG VILLAGE C gardens 000.00 - - and Zoo Regional 33068 Repair damage to substation Repair damage to substation Infrastructure Electricity 40 000 45 000 40 000 City Power 127 Renewal and convert to 88/11/6.6 kV. and convert to 88/11/6.6 kV. Reticulation 000.00 000.00 000.00 Extend 88 KV busbar at Extend 88 kV busbar at Roodetown to supply Roodetown to supply Roodepoort. Roodepoort. Renewal Bulk Infrastructure ROODEPOORT C Regional 31053 Goudrand Rental Development The Construction of Bulk Investment Housing 10 000 5 000 Housing 127 New New Bulk Infrastructure Services and Internal Properties development 000.00 000.00 - GOUDRAND C Ward Reticulation. 32572 Leratong Village Preliminary Review of existing Water and Investment Housing 7 647 2 500 Housing 127 Renewal Desgin Report Roads and Sewer PDR and New PDR for Properties development 880.00 000.00 - Related Stormwater Renewal Roads and Stormwater Bulk Infrastructure LERATONG VILLAGE C Regional 31055 Matholesville New Bulk Construction of Roads and Investment Housing 6 000 21 000 Housing 127 New Infrastructure Stormwater including Water and Properties development 000.00 000.00 - MATHOLESVILLE C Ward Sewer. 22305 17 Landfill - Marie Louise New To maintain and upgrade Infrastructure Refuse 200 200 200 Pikitup 127 New waste collection facilities to conform to 000.00 000.00 000.00 MEADOWLANDS EXT.12 D standards and regulations - City Wide (Compliance, cell developments and landfill recycling)

279

Region C CIMS Project Name Description Assets Asset 2014/15 Medium Term Expenditure Project Information Number Class Sub-Class Framework Total Total Total Division Ward New Or Location Renewal 33023 Vlei, upgrade the supply from Vlei, upgrade the supply from Infrastructure Other 10 000 20 000 City Power 128 Renewal Eskom and build new switching Eskom and build new switching 000.00 000.00 - station. Renewal Bulk station. Infrastructure TSHEPISONG D Regional 33514 MISCL - Gravel Roads: Gravel Roads Upgrade as per Infrastructure Roads, 20 000 20 000 20 000 JRA 128 New Tshepisong. New Roads: IDP priority. Pavements, 000.00 000.00 000.00 Construction and Upgrades Bridges & TSHEPISONG C Ward Storm Water

33269 Soweto: Thulani sewer upgrade sewer upgrade Infrastructure Sewerage 1 100 JHB Water: 129 Renewal Renewal Bulk Waste Water Purification & 000.00 - - Sewer THULANI E Reticulation

Region D CIMS Project Name Description Assets Asset 2014/15 Medium Term Expenditure Project Information Number Class Sub-Class Framework Total Total Total Division Ward New Or Location Renewal 32723 Upgrade of Lenasia Cemetery Upgrade of the Cemetery Community Cemeteries 500 500 500 City Parks 10 Renewal Renewal Park LENASIA G 000.00 000.00 000.00 and Zoo Regional 28693 Olifantsvlei Works: Digester Bulk Wastewater Infrastructure Sewerage 38 418 JHB Water: 10 New heating and mixing New Purification & 000.00 - - Sewer KLIPRIVIERSOOG ESTATE G Reticulation

33096 Ennerdale: Lenasia high level reservoir 11.1Ml Infrastructure Water, 10 000 5 000 10 000 JHB Water: 10 New Reservoir New Reservoirs Reservoirs & 000.00 000.00 000.00 Water LENASIA EXT.1 F Regional Reticulation

33744 MISCL - Gravel Roads: Protea Gravel roads upgrade. Infrastructure Roads, 25 000 20 000 15 000 JRA 10 New South. New Roads: Pavements, 000.00 000.00 000.00 Construction and Upgrades Bridges & PROTEA SOUTH EXT.1 G Storm Water Ward

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Region D CIMS Project Name Description Assets Asset 2014/15 Medium Term Expenditure Project Information Number Class Sub-Class Framework Total Total Total Division Ward New Or Location Renewal 32892 PTF: Transfer Facility: Scholar Scholar transport interchange Infrastructure Transportation 25 000 3 510 Transportation 10 New Transport Interchange- Lenasia including NMT 000.00 000.00 - New Public Transport Facility LENASIA G City Wide

29863 Soweto:Doornkop west/Protea Doornkop west/Protea Glen Infrastructure Water, JHB Water: 13 Renewal Glen district: Upgrade water district: Upgrade water Reservoirs & - - - Water infrastructure Renewal Water infrastructure Reticulation Mains PROTEA GLEN EXT.12 D Regional 29912 CATCH 10 - Emergency Total costs to implement Infrastructure Roads, 15 000 5 000 5 000 JRA 13 New Stormwater Improvement (Multi stormwater masterplanning Pavements, 000.00 000.00 000.00 year): Protea Glen Ext 1-4 proposals is R25m Bridges & (Phase 1-5). New Stormwater Storm Water Catchments PROTEA GLEN D Ward 30753 6 Depot Haylon Hill New Plant Construction of new depots to Infrastructure Refuse 1 000 4 000 12 500 Pikitup 13 New and Equipment HAYLON HILL service Glenridge, Honeydew, 000.00 000.00 000.00 A.H. C Ward Ivory Park and Midrand Randburg communities 29919 BRID 05 - Naledi/Protea Bridge Construction of a linkage across Infrastructure Roads, 20 000 10 000 JRA 14 New (Between Wards 20 and 14). the railway line to provide safety Pavements, 000.00 000.00 - New Bridges (Pedestrian and for pedestrians and eventually Bridges & Vehicles) NALEDI D Regional shorten the vehicular movement Storm Water in the area. 33284 Fire Station - Protea Glen New Building of 3 Stations Investment Other 11 200 11 161 Public Safety: 14 New Building New Building Property 000.00 000.00 - EMS Alterations PROTEA GLEN EXT.1 D Regional 29584 Kliptown Renewal Precinct The area-based regeneration Infrastructure Roads, 20 000 14 000 JDA 19 Renewal Redevelopment KLIPSPRUIT programme undertaken in Pavements, 000.00 - 000.00 EXT.4 D Ward Greater Kliptown has intended Bridges & to build an economic base in Storm Water this area. 31353 MISCL - Pedestrian Bridge in Pedestrian railway crossing at Infrastructure Roads, 1 000 6 000 7 000 JRA 19 New Klipspruit West. New Bridges Fuscia Road in Ward 11 Pavements, 000.00 000.00 000.00 (Pedestrian and Vehicles) (eventually vehicular) to safely Bridges & KLIPSPRUIT WEST D Ward connect Klipspruit West and Storm Water Chiawelo at Fuscia and Foxglove Rd.

281

Region D CIMS Project Name Description Assets Asset 2014/15 Medium Term Expenditure Project Information Number Class Sub-Class Framework Total Total Total Division Ward New Or Location Renewal 32654 Park development in Moletsane Park development Community Parks & 1 000 City Parks 21 New New Park MOLETSANE D gardens - - 000.00 and Zoo Ward 30680 Mapetla Hostel Renewal Upgrading of Hostel Infrastructure Roads, 15 000 19 000 Housing 21 Renewal Building Alterations TLADI D Pavements, - 000.00 000.00 Bridges & Storm Water

26387 Build new 275kV Intake Station Orlando replace 88kv Infrastructure Electricity 70 000 260 000 230 000 City Power 24 New to replace Orlando 88kV switch switchgear and introduce 275 Reticulation 000.00 000.00 000.00 yard. New Bulk Infrastructure KV RIVASDALE D City Wide

31140 Bulk infrastructure for the Bulk infrastructure for the Infrastructure Electricity 20 000 20 000 20 000 City Power 24 New electrification of Elias electrification of Elias Reticulation 000.00 000.00 000.00 Motswaledi New Electrification Motswaledi POWER PARK D Ward 32474 Electrification of Elias Electrification of Elias Infrastructure Electricity 7 500 20 000 15 000 City Power 24 New Motswaledi. New Electrification Motswaledi Reticulation 000.00 000.00 000.00 POWER PARK G Ward 32663 Elias Motsoaledi New Bulk Construction of Bulk and Investment Housing 4 300 4 300 15 000 Housing 24 New Infrastructure DIEPKLOOF Internal Roads and Culvert Properties development 000.00 000.00 000.00 EXT.10 D Ward Bridge

33102 Goudkoppies Works: Infrastructure renewal Infrastructure Sewerage 56 060 17 451 JHB Water: 24 Renewal Infrastructure Renewal Plan Purification & - 000.00 000.00 Sewer Renewal Bulk Waste Water Reticulation POWER PARK D 33266 Soweto: Devland sewer sewer upgrade Infrastructure Sewerage 500 JHB Water: 24 Renewal upgrade Renewal Bulk Waste Purification & - 000.00 - Sewer Water DEVLAND E Reticulation

33610 Golden highway Social Housing The development of 580 Social Investment Housing 30 000 75 000 65 000 JOSHCO 24 New project New Housing Housing Rental stock consisting Properties development 000.00 000.00 000.00 Development DEVLAND EXT.9 of 2 and 3 storey buildings. Unit D City Wide typologies will be one and two bedroom units to accommodate tenants families earning between 2500 and 7500 around Devland

282

Region D CIMS Project Name Description Assets Asset 2014/15 Medium Term Expenditure Project Information Number Class Sub-Class Framework Total Total Total Division Ward New Or Location Renewal 30755 15 Landfill - Goudkoppies New To maintain and upgrade Infrastructure Refuse 10 000 200 200 Pikitup 24 New Building Alterations ZONDI D facilities to conform to standand 000.00 000.00 000.00 City Wide and regulations - (Compliance, cell developments and landfill recycling) 32679 Pimville Koppies Conservation Upgrade Koppies Community Parks & 1 000 City Parks 25 Renewal Ecom Tourism Upgrade gardens - 000.00 - and Zoo Renewal Park PIMVILLE ZONE 1 EXT D Regional 25135 New public lights New Public Public Lighting Infrastructure Street Lighting 5 000 5 000 5 000 City Power 25 New Lighting ORLANDO EKHAYA D 000.00 000.00 000.00 Regional 32540 Rec - Construction of the Construction of a new Orlando Community Community 2 588 2 050 4 000 Community 25 New Orlando Ekhaya New Ekhaya multipurpose centre and halls 000.00 000.00 000.00 Dev: Sport Community Centre ORLANDO sport facility and EKHAYA D Ward Recreation 32666 Klipspruit/Kliptown New Bulk Construction of Link and Investment Housing 309 091 95 981 59 927 Housing 25 New Infrastructure KLIPSPRUIT D Internal Roads and Stormwater Properties development 120.00 000.00 880.00 Ward including Water and Sewer

33037 Sector 2 New Bulk Construction of Roads and Infrastructure Roads, 7 490 Housing 25 New Infrastructure KLIPSPRUIT D Stormwater Pavements, - 000.00 - Regional Bridges & Storm Water

32414 Nancefield Station Precinct Provision of bulk infrastructure Infrastructure Other 60 000 20 000 10 000 JDA 25 New Development New Precinct to support the development of a 000.00 000.00 000.00 Redevelopment KLIPSPRUIT D mixed land use development Regional supporting a range of housing typologies to benefit from the transit options currently available within the precinct 33250 Johannesburg Central: sewer upgrade Infrastructure Sewerage 10 000 JHB Water: 25 Renewal Klipspruit sewer upgrade Purification & - 000.00 - Sewer KLIPSPRUIT D Reticulation

33162 Kliptown Golf Course New Requirement of more social Community Social Renting 2 000 2 000 JOSHCO 25 New Building Alterations PIMVILLE housing in the are Housing - 000.00 000.00 ZONE 1 EXT B City Wide

283

Region D CIMS Project Name Description Assets Asset 2014/15 Medium Term Expenditure Project Information Number Class Sub-Class Framework Total Total Total Division Ward New Or Location Renewal 33696 Kliptown Square Housing Upgrading of the Kliptown Investment Housing 2 000 1 000 1 000 JOSHCO 25 Renewal Estate Renewal Operational property security and painting Properties development 000.00 000.00 000.00 Capex KLIPRIVIERSOOG D Regional 27584 NANCEFIELD STATION Redevelopment and conversion Investment Housing 60 000 60 000 55 000 JOSHCO 25 Renewal HOUSING/KLIPSPRUIT STAFF of Council staff Hostel into Properties development 000.00 000.00 000.00 HOSTEL REDEVELOPMENT rental family units Renewal Housing Development KLIPSPRUIT EXT.11 D Ward

29391 Orlando Ekhaya Waterfront Infrastructure Other 10 000 13 793 10 000 JPC 25 Renewal Development Renewal Park 000.00 000.00 000.00 ORLANDO EKHAYA D Regional 30535 CATCH 240 - Klipriver Upgrading of Stormwater Infrastructure Roads, 2 000 1 000 JRA 25 Renewal Catchment: Upgrading of drainage system in Mogaseview Pavements, 000.00 000.00 - Stormwater Drainage System in Bridges & Mogaseview Renewal Storm Water Stormwater Catchments KLIPSPRUIT D Ward 33267 Soweto: Diepkloof Corridor sewer upgrade Infrastructure Sewerage 5 000 JHB Water: 26 Renewal sewer upgrade Renewal Bulk Purification & - - 000.00 Sewer Waste Water DIEPKLOOF E Reticulation

31088 Aqua - Noordgesig swimming Upgrading of Noordgesig Community Swimming 800 Community 29 Renewal pool Renewal Community swimming pool pools 000.00 - - Dev: Sport Centre NOORDGESIG D Ward and Recreation 31058 Diepkloof Hostel Renewal Bulk Construction of Bulk Services. Investment Housing 20 000 30 000 Housing 29 Renewal Infrastructure DIEPKLOOF Properties development - 000.00 000.00 EXT.10 D Ward

33513 RESUR - Resurfacing of Resurfacing work is required to Infrastructure Roads, 30 392 50 000 110 000 JRA 29 Renewal Soweto Highway. Renewal prolong the life of the road and Pavements, 000.00 000.00 000.00 Roads: Rehabilitation to increase the VCI (Visual Bridges & ORLANDO D City Wide Conditions Index). Storm Water

27583 Orlando Ekhaya Staff Hostel Redevelopment and conversion Heritage Buildings 5 000 JOSHCO 30 New Redevelopment New Building of Council Stahh hostel into Assets 000.00 - - Alterations ORLANDO EAST D rental family units Ward

284

Region D CIMS Project Name Description Assets Asset 2014/15 Medium Term Expenditure Project Information Number Class Sub-Class Framework Total Total Total Division Ward New Or Location Renewal 29191 Orlando East Station Precinct BRT route Section 1&2 runs Community Sports fields & 40 000 20 000 10 000 JDA 31 New New Precinct Redevelopment from Dobsonville to Fuel/Price stadia 000.00 000.00 000.00 ORLANDO EAST D Ward intersection. It runs along the Klipspruit Valley Road. The funding would be required for a BRT station precinct development in Orlando East and proximate to Orlando Stadium which would be developed as a strategic node thereby building on the potential of the existing economic and community infrastructure. 30683 Jabulani Flats Renewal Building Upgrading of Hostel Investment Housing 30 000 15 000 18 000 Housing 34 Renewal Alterations JABULANI D Ward Properties development 000.00 000.00 000.00 32539 Jabulani Station Renewal Nodal upgrading of streets, public Infrastructure Other 15 000 18 500 30 000 JDA 34 Renewal Transportation Facilities spaces, development of public 000.00 000.00 000.00 JABULANI D Regional properties and the encouragement of investment in the Jabulani precinct 33549 Soweto Theatre - Information Installation of new hardware Community Other 200 200 150 Johannesburg 34 New technology New Computer and software for the theatre for 000.00 000.00 000.00 Theatre Software JABULANI D City new employees and e-ticketing Management Wide Company

33355 Soweto Theatre - Upgrading of Purchase of technical Other Assets Other 400 Johannesburg 34 Renewal Technical Equipment Renewal equipment and related - - 000.00 Theatre Building Alterations JABULANI infrastructure for the Soweto Management D City Wide Theatre Company

30419 IKWEZI RENTAL HOUSING ZOLA RENTAL HOUSING Investment Housing 1 000 2 000 40 000 JOSHCO 34 New PROJECT New Housing Properties development 000.00 000.00 000.00 Development JABULANI D 29392 Jabulani CBD New Operational Investment Other 20 000 25 000 5 000 JPC 34 New Capex JABULANI D Ward Property 000.00 000.00 000.00 32676 Upgrade of Oppenheimer Upgrading of the park Community Parks & 1 000 City Parks 35 Renewal Towers in Central west Jabavu gardens - - 000.00 and Zoo Renewal Park JABAVU CENTRAL WESTERN D Ward

285

Region D CIMS Project Name Description Assets Asset 2014/15 Medium Term Expenditure Project Information Number Class Sub-Class Framework Total Total Total Division Ward New Or Location Renewal 32985 Lib.Jabavu Public Library New Upgrading of the facility Community Libraries 1 000 Community 35 New Library JABAVU CENTRAL 000.00 - - Dev: Libraries WESTERN D 22300 12 (b) New Garden Sites - Provide dumping facilities for Infrastructure Refuse 700 1 300 1 100 Pikitup 35 New Northern Works, Southdale & garden refuse to increase life of 000.00 000.00 000.00 Randburg landfill and to make saleable New Garden Sites compost SOUTHDALE F Regional 30985 Mshenguville wetland Wetland rehabilitation and park Community Parks & 7 500 2 500 3 364 Environment 36 New rehabilitation New Ecological development to protect water gardens 000.00 000.00 000.00 and Infrastructure MOFOLO resources and restore Infrastructure NORTH D Ward recreational amenity for community. 32537 New streetlights in Nancefield. New streetlights in Nancefield. Infrastructure Street Lighting 4 700 City Power 37 New New Public Lighting 000.00 - - KLIPSPRUIT D Ward 30681 Dube Hostel Renewal Building Upgrading of Hostel Investment Housing 12 000 15 000 15 000 Housing 38 Renewal Alterations DUBE EXT.2 D Properties development 000.00 000.00 000.00 Ward 26830 Dube Holding Facility New Holding facility for confiscated Other Assets Other 4 400 4 800 2 200 Public Safety: 38 New Building Alterations DUBE D goods from the public in Buildings 000.00 000.00 000.00 JMPD Ward contravention of COJ's by laws at Marlboro and Dube 31057 Orlando Womens Hostel The construction of Bulk Investment Housing 3 500 8 000 5 000 Housing 39 Renewal Renewal Bulk Infrastructure Services Properties development 000.00 000.00 000.00 ORLANDO D Ward 33040 Oldviasta New Bulk Construction of Roads and Infrastructure Roads, 10 000 10 630 15 000 Housing 40 New Infrastructure ORLANDO D Stormwater Pavements, 000.00 000.00 000.00 Regional Bridges & Storm Water

31046 RNP005_Spencer Road New New link and upgrading of Infrastructure Roads, 1 000 12 000 12 000 JRA 40 New Link New Roads: Construction Spencer Road connecting Main Pavements, 000.00 000.00 000.00 and Upgrades FLEURHOF C Reef Road with Soweto Bridges & Regional Highway through Fleurhof Storm Water Township. To be part of Ten Year Plan. 33265 Soweto: Bramfisherville sewer Sewer upgrade Infrastructure Sewerage 1 000 JHB Water: 42 Renewal upgrade Renewal BRAM Purification & 000.00 - - Sewer FISCHERVILLE E Reticulation

286

Region D CIMS Project Name Description Assets Asset 2014/15 Medium Term Expenditure Project Information Number Class Sub-Class Framework Total Total Total Division Ward New Or Location Renewal 32657 Park development in Park development Community Parks & 2 000 City Parks 43 New Meadowlands Zone 7 New Park gardens 000.00 - - and Zoo MEADOWLANDS D Ward

30682 Meadowlands Hostel Renewal Upgrading of Hostel including Investment Housing 12 000 15 000 Housing 43 Renewal Building Alterations the bulk services Properties development - 000.00 000.00 MEADOWLANDS D Ward 33065 JABULANI HOSTEL New Bulk UPGRADE OF BULKWATER Investment Housing 15 000 15 000 7 000 Housing 46 New Infrastructure JABULANI D LINK PIPE Properties development 000.00 000.00 000.00 Regional 29917 BRID 30 - Jabulani/Molapo New bridge over the railway to Infrastructure Roads, 2 000 20 000 30 000 JRA 46 New Bridge. New Bridges provide access to development Pavements, 000.00 000.00 000.00 (Pedestrian and Vehicles) zone. Requires investigation Bridges & JABULANI D Ward and preliminary work. Storm Water

30405 Dobsonville Social Housing Dobsonville Housing Investment Housing 50 000 75 000 40 000 JOSHCO 48 New Project New Building development Properties development 000.00 000.00 000.00 DOBSONVILLE EXT.2 D Ward 31143 Electrification of Lufhereng New Electrification of Lufhereng Infrastructure Electricity 12 000 20 000 15 000 City Power 53 New Electrification LUFHERENG D Reticulation 000.00 000.00 000.00 Ward 29892 Lufhereng Substation. Establish Establish new 88/11 kV sub Infrastructure Electricity 60 000 8 000 City Power 53 New new 88/11 kV sub station. New station Reticulation 000.00 000.00 - Bulk Infrastructure LUFHERENG D Ward 33639 Slovoville: New Public Lights Public Lighting Infrastructure Street Lighting 4 000 City Power 53 New New Public Lighting 000.00 - - SLOVOVILLE D Regional 29832 Lufhereng Mixed Development Land=R10m, planning=R3.5m Infrastructure Roads, 28 600 28 659 10 000 Housing 53 New (Bulk Infrastructure Roads, and bulk=71,631,491.00. The Pavements, 000.00 000.00 000.00 Stormwater Management project involves the provision of Bridges & Systems, Sewer & Water for 24 bulk, link and internal roads, Storm Water 000 houses) New Bulk sewer, water & stormwater to Infrastructure DOORNKOP the Doornkop Greenfields EXT.1 C Regional Project (a mixed housing scheme consisting of 25,000 subsidies) being implemented by the Gauteng Department of Housing under its incremental housing programme.

287

Region D CIMS Project Name Description Assets Asset 2014/15 Medium Term Expenditure Project Information Number Class Sub-Class Framework Total Total Total Division Ward New Or Location Renewal 26897 LUFHERENG SOCIAL DEVELOPMENT OF Investment Housing 2 000 20 000 30 000 JOSHCO 53 New HOUSING PROJECT New HOUSING UNITS IN Properties development 000.00 000.00 000.00 Housing Development LUFHERENG(DOORNKOP. LUFHERENG D Ward PROJECT IS LOCATED WEST OF JOHANNESBURG 32485 PTF: Small Public Transport Design & construction of taxi Infrastructure Transportation 21 040 Transportation 53 New Facilities: Slovoville Ext 1 New rank 000.00 - - Public Transport Facility SLOVOVILLE EXT.1 D City Wide

Region E CIMS Project Name Description Assets Asset 2014/15 Medium Term Expenditure Project Information Number Class Sub- Framework Total Total Total Division Ward New Or Class Location Renewal 26934 Sebenza Substation. Build a Transmission: Sebenza - Build Infrastructure Electricity 200 000 326 313 265 000 City Power 32 New new 88kV GIS (30circuits) yard. a new 275/88kV GIS Reticulation 000.00 500.00 000.00 New Bulk Infrastructure (30circuits) yard and demolish SEBENZA EXT.6 E City Wide existing yard

32809 Service connections Service connections Infrastructure Electricity 10 000 10 000 21 000 City Power 32 New Modderfontein New Service Modderfontein Reticulation 000.00 000.00 000.00 Connections MODDERFONTEIN A.H. E Regional 32831 Supply AEL Factory from Supply AEL Factory from Infrastructure Electricity 10 000 17 000 25 000 City Power 32 New Westfield. New Medium Westfield. Reticulation 000.00 000.00 000.00 Voltage Network MODDERFONTEIN EXT.2 E Ward 25123 Upgrade existing 44kV, 10 Bulk Infrastructure Infrastructure Electricity 30 000 35 000 35 000 City Power 32 Renewal MVA transformer to a 88kV, 30 Reticulation 000.00 000.00 000.00 MVA transformer with associated feeder board Renewal Bulk Infrastructure KLIPFONTEIN VIEW EXT.3 E

288

Region E CIMS Project Name Description Assets Asset 2014/15 Medium Term Expenditure Project Information Number Class Sub- Framework Total Total Total Division Ward New Or Class Location Renewal 33180 Sandton/ Alexandra: Founder Water upgrade Infrastructure Water, 2 500 JHB Water: 32 New Hill Water upgrade New Water Reservoirs & - - 000.00 Water Mains FOUNDERS HILL B Reticulation Regional 26880 Sandton/Alexandra: Linbro Linbro District upgrading water Infrastructure Water, 7 000 JHB Water: 32 Renewal District: Upgrade water infrastructure Reservoirs & 000.00 - - Water infrastructure and reservoir Reticulation 40ml Renewal Water Mains MODDERFONTEIN A.H. E Regional 30537 Santon/Alexanda: Moderhill: Upgrade water infrastructure Infrastructure Water, 5 000 15 000 JHB Water: 32 New Upgrade water infrastructure Reservoirs & - 000.00 000.00 Water New Water Mains Reticulation GREENSTONE HILL EXT.11 E Ward 32787 20 (a) Transfer station New Construction of a transfer Infrastructure Refuse 20 000 10 000 31 668 Pikitup 32 New waste collection LINBRO PARK stations/material recovery 000.00 000.00 000.00 EXT.1 C City Wide facility

33652 Roodepoort/Diepsloot: Sewer Upgrade Infrastructure Sewerage 10 000 10 000 JHB Water: 72 New Diepsloot Sewer upgrade New Purification 000.00 000.00 - Sewer ROODEPOORT C & Reticulation 33126 Park Upgrade Charltendale Portion Re/1/58-1R Charleten Community Parks & 3 000 1 000 1 000 City Parks 73 Renewal Park Orange Grove Renewal Park Ward 74 gardens 000.00 000.00 000.00 and Zoo Park ORANGE GROVE E Ward 33123 Park Upgrade Orange Grove Stand number 2006 Orange Community Parks & 2 500 2 500 2 500 City Parks 73 Renewal Park Renewal Park ORANGE Grove ward 73 gardens 000.00 000.00 000.00 and Zoo GROVE E Ward 33124 Park Upgrade Rumarais Park Portion PK1148 Bramley ward Community Parks & 3 000 1 000 City Parks 74 Renewal Bramley Renewal Park 74 gardens 000.00 000.00 - and Zoo BRAMLEY VIEW EXT.1 E Ward 29531 Reconfigure the 88 kV double Reconfigure the 88 kV double Infrastructure Electricity 20 000 City Power 74 Renewal busbar at CYDNA sub station. bus bar at Cydna Reticulation 000.00 - - Renewal Bulk Infrastructure ABBOTSFORD E Regional

289

Region E CIMS Project Name Description Assets Asset 2014/15 Medium Term Expenditure Project Information Number Class Sub- Framework Total Total Total Division Ward New Or Class Location Renewal 26878 Sandton/Alexandra: Randjeslaagte District Infrastructure Water, 600 JHB Water: 74 Renewal Randjeslaagte District: Upgrade upgrading water infrastructure Reservoirs & 000.00 - - Water water infrastructure Renewal Reticulation Water Mains BRAMLEY E Regional 33511 RESUR - Resurfacing of M1 Resurfacing work is required to Infrastructure Roads, 50 000 100 000 100 000 JRA 74 Renewal Motorway. Renewal Roads: prolong the life of the road and Pavements, 000.00 000.00 000.00 Rehabilitation MELROSE E improve the VCI (Visual Bridges & City Wide Conditions Index). Storm Water

30748 Refurbishment and Upgrading refurbishment of M2 Hostel Other Assets Other 8 000 7 000 8 000 Housing 75 Renewal of M2 Hostel Renewal Building infrastructure Buildings 000.00 000.00 000.00 Alterations ALEXANDRA EXT.52 E 28853 M2 Nobuhle Hostel(Completion Upgrading of M2 Hostel Heritage Buildings JDA 75 Renewal of 286 and commencement of Alexandra Assets - - - 298 rooms Upgrade Building Alterations ALEXANDRA EXT.27 C 32594 Fire Station - Alexandra and 'Be Reconstruction of existing Community Fire, safety 20 000 9 438 Public 75 New Safe Centre' New Building Alexandra Firestation with the & - 000.00 000.00 Safety: EMS ALEXANDRA EXT.25 E addition of a 'Be Safe Centre' emergency Regional 32990 Lib.Alexander 3rd Avenue Upgrading of the facility Community Libraries 800 Community 76 New Children Library New Library 000.00 - - Dev: ALEXANDRA EXT.4 D Libraries

29424 Alexandra Hostel Upgrading of M1 Hostel and Investment Housing JDA 76 Renewal Redevelopment (M1) Renewal Helen Joseph Properties development - - - Building Alterations ALEXANDRA EXT.9 E Ward 33720 Sandton/ Alexander: Benmore Upgrade water Infrastructure Water, 2 429 JHB Water: 76 Renewal Gardens, Bramley North Reservoirs & 000.00 - - Sewer Renewal BENMORE Reticulation GARDENS B 33185 Sandton/ Alexander: Planned Sewer main Infrastructure Sewerage 10 000 JHB Water: 76 Renewal replacement: sewer mains Purification - - 000.00 Sewer Renewal Bulk Waste Water & ALEXANDRA EXT.4 B Reticulation

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Region E CIMS Project Name Description Assets Asset 2014/15 Medium Term Expenditure Project Information Number Class Sub- Framework Total Total Total Division Ward New Or Class Location Renewal 33184 Sandton water upgrade New Water upgrade Infrastructure Water, 25 000 5 000 10 000 JHB Water: 76 New Water Mains ALEXANDRA Reservoirs & 000.00 000.00 000.00 Water EXT.4 B Regional Reticulation

33178 Sandton/ Alexandra: Alexandra Water upgrade Infrastructure Water, 900 JHB Water: 76 New Park water upgrade New Water Reservoirs & 000.00 - - Water Mains ALEXANDRA EXT.4 B Reticulation Regional 33693 Bothlabella Housing Project Upgrading and planned Investment Housing 5 000 2 500 2 500 JOSHCO 76 Renewal Renewal Operational Capex maintenance of Council stock Properties development 000.00 000.00 000.00 ALEXANDRA EXT.12 E City Wide 33532 River Park New Clinic Design and layout of clinic, Community Clinics Health 81 New LOMBARDY EAST E Ward construction of buildings and - - - carports, furniture and equipment, landscaping, paving and signage. 30495 Lombardy West Housing New The development of mix Investment Housing JDA 81 New RDP Flats ALEXANDRA RDP/higher income group flats Properties development - - - EXT.27 E Ward for sale in the Lombardy area

27567 LOMBARDY EAST HOUSING Development of 350 medium Investment Housing 46 940 75 000 40 977 JOSHCO 81 New PROJECT New Housing density housing units between Properties development 000.00 000.00 000.00 Development LOMBARDY Lombardy East and Alex. EAST E Ward 33538 Construction of linear To formalise about 340 trading Other Assets Markets 10 949 Economic 91 New market(informal trading shelter) stalls in and around the Pan 000.00 - - Development in Alexandra Pan Africa New Africa Mall. Informal trading Stalls ALEXANDRA EXT.4 E Ward 33186 Sandton/ Alexandra: Atholl sewer upgrade Infrastructure Sewerage 1 500 JHB Water: 91 Renewal sewer upgrade Renewal Bulk Purification 000.00 - - Sewer Waste Water ATHOLL B & Reticulation 29337 Sandown Extension 49 Erf Investment Other 35 000 35 000 20 000 JPC 103 Renewal 575RE Renewal Building Property 000.00 000.00 000.00 Alterations SANDOWN EXT.49 E

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33640 Public Lighting Alexandra West Public Lighting Alexandra West Infrastructure Street 4 300 1 000 500 City Power 105 New Bank New Public Lighting Bank Lighting 000.00 000.00 000.00 ALEXANDRA EXT.4 E Regional 26708 Jukskei River Environmental Jukskei River Environmental Infrastructure Roads, 1 250 7 000 3 000 JDA 105 Renewal Upgrading and Rehabilitation Upgrading and Rehabilitation Pavements, 000.00 000.00 000.00 Renewal Bulk Infrastructure Bridges & ALEXANDRA EXT.1 E Storm Water

31000 Linear Markets New Building the construction of linear Community Other 2 000 JDA 105 New Alterations ALEXANDRA markets at various localities to - 000.00 - EXT.45 E Regional formalize informal traders

31009 Pedestrian Bridge Vincent pedestrian bridge across Infrastructure Roads, 700 9 000 JDA 105 New Tshabalala Road New Bulk Vincent Tshabalala road Pavements, 000.00 000.00 - Infrastructure FAR EAST BANK (London Road) Bridges & EXT.9 E Storm Water

31010 Refuse Bins New Bulk purchase of 80l refuse bins for Infrastructure Refuse 229 300 300 JDA 105 New Infrastructure FAR EAST BANK new housing developments 000.00 000.00 000.00 EXT.9 E 25790 Replace feeder cables and Replace cables & mini subs Infrastructure Electricity 5 000 5 000 5 000 City Power 106 Renewal 6.6kV load centres with dual with dual ratio Reticulation 000.00 000.00 000.00 ratio mini's Renewal Medium Voltage Network BRYANSTON EXT.77 E Regional 24717 Sandton/Alexandra: Planned Planned replacement of Infrastructure Water, 20 000 15 000 JHB Water: 106 Renewal replacement of watermains watermains Reservoirs & 000.00 - 000.00 Water Renewal Water Mains Reticulation WOODMEAD EXT.5 E Regional 30750 Helen Josephs Refurbishment Upgrading of Infrastructure and Infrastructure Other 7 000 8 000 9 000 Housing 107 Renewal and Upgrading of Women's Services 000.00 000.00 000.00 Hostel Renewal Building Alterations ALEXANDRA EXT.52 E Ward

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Region E CIMS Project Name Description Assets Asset 2014/15 Medium Term Expenditure Project Information Number Class Sub- Framework Total Total Total Division Ward New Or Class Location Renewal 30262 Alfred Nzo road widening New Road to be made ready for the Infrastructure Roads, 12 000 JDA 107 New Bulk Infrastructure implementation of Bus Rapid Pavements, - - 000.00 ALEXANDRA EXT.24 E Ward Transit Route Bridges & Storm Water

30506 Clinic 4th Avenue Renewal The refurbishment and up Community Clinics 3 000 JDA 107 Renewal Clinic ALEXANDRA EXT.42 E grading of the 4 th Avenue 000.00 - - Ward Clinic. This is a specialist female clinic 32490 People’s Court, 7th Avenue Restoration of Historical Site Community Other 410 2 000 JDA 107 New (Old Alexandra) New Heritage 000.00 - 000.00 ALEXANDRA EXT.4 E Ward

22486 Installation of new service new service connections Infrastructure Electricity 1 495 1 495 1 495 City Power 108 New connections New Service Reticulation 000.00 000.00 000.00 Connections ALEXANDRA EXT.63 E Regional 30488 Development of open Space Open space development for Community Parks & 1 500 5 000 JDA 108 New New Precinct Redevelopment recreation gardens 000.00 000.00 - ALEXANDRA EXT.53 E

32450 Old Ikage housing development Development of 85 housing in Investment Housing 2 500 20 000 JDA 108 New New Building Alterations old Alexandra Properties development 000.00 - 000.00 ALEXANDRA EXT.57 E Ward

33552 Marlboro Holding Facility Upgrading of Marlboro JMPD Community Fire, safety 4 000 5 000 Public 108 Renewal Renewal Building Alterations facility to include a vehicle & 000.00 000.00 - Safety: MARLBORO E Regional pound emergency JMPD

33798 Louis Botha - Co - Production Refurbishment and future Community Community 5 934 Social 108 Renewal zone for social interventions construction of Social halls - - 000.00 Development Renewal Corridors of Freedom Development centre Intervention ORANGE GROVE E Regional 30498 Setswetla Land Reclamation The development of Investment Housing JDA 109 New and Redevelopment New Bulk engineering infrastructure as Properties development - - - Infrastructure ALEXANDRA well as housing on Setwetla EXT.60 E Regional Site. This site used to be a old solid waste and ash dumping site 30505 Thoko Mngoma Clinic Marlboro The refurbishment and Community Clinics 3 000 JDA 109 Renewal Renewal Clinic ALEXANDRA upgrading of the Marlboro 000.00 - -

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26892 Sandton/ Alexandra: Yeoville upgrading water infrastructure Infrastructure Water, 10 000 JHB Water: 109 New Water Upgrade infrastructure Reservoirs & - - 000.00 Water New Water Mains Reticulation ALEXANDRA EXT.4 B Regional 27561 KELVIN RENTAL STOCK New Taking over some rental units Investment Housing 2 000 40 000 JOSHCO 109 New Building Alterations KELVIN projects from the Alex Properties development 000.00 - 000.00 VIEW E Ward Renewal Programme, Develop and manage the stock 26983 Upgrade MV Network. Northern Replace obsolete bare Infrastructure Electricity 12 500 30 000 30 000 City Power 115 Renewal Region. Replace bare OH lines overhead lines with insulated Reticulation 000.00 000.00 000.00 in problematic areas with ABC aerial bundle conductor (ABC) Renewal Network Development NORTH RIDING EXT.30 C City Wide 27666 Sandton/Alexandra: Bryanston Brynston District Upgrade Infrastructure Water, 13 686 JHB Water: 115 New Water Upgrade Infrastructure Water Infrastructure Phase Reservoirs & 000.00 - - Water New Water Mains Reticulation DOUGLASDALE EXT.96 E Regional

294

Region E CIMS Project Name Description Assets Asset 2014/15 Medium Term Expenditure Project Information Number Class Sub- Framework Total Total Total Division Ward New Or Class Location Renewal 31328 MISCL - Gravel Roads: Re-gravelling of gravel & dirt Infrastructure Roads, 10 000 5 000 25 000 JRA 115 Renewal Agricultural Holdings. Renewal roads in poor conditions by Pavements, 000.00 000.00 000.00 Gravel Road blading, shaping, gravelling, etc Bridges & JOHANNESBURG F Regional City Wide including: Storm Water Blue Hills (Mercury & Tambotie Rd); Buccleuch (Engela Place, Gibson, John & Wendy Rd); Chartwell AH (Runnymead, Forest & Second Rd); Douglasdale (Hornbill Rd); Ennerdale (Zirconium Cl); Farmall AH (1st Rd); Glen Austin (Hampton, Dale, Milner & Donovan Rd); Halfway Gardens (Sturgess Av & Vermaak Rd); Honeydew (Plein, Glover, Coleen, Bothma & Flora Haase Rd); Kyalami AH (Cactus Rd); Lombardy West (Dublin, Pitt and Birmingham Rd); Northriding (Derby, Reier, Kraanvoel, Spionkop, Felstead, Off Boundary Rd into Constantia and Carmen St also Quorn Dr); President Park x 14 (Brand, Steyn & Boshoff St); Randpark Ridge (Bush Hill & Redwood St); Sunninghill (Katumba Rd); Witpoort (Rose, 23rd, Shetland, Lourens Dr & Springfield Rd); Zonnehoewe (Cypress, Chestnut & Walnut Rd); and roads in Limbro Park. 33049 RENOVATION AND RENOVATION AND Other Assets Other 556 2 294 Public 115 Renewal EXTENTION OF RANDBURG EXTENTION OF RANDBURG Buildings - 000.00 000.00 Safety: DLTC Renewal Building DLTC JMPD Alterations DOUGLASDALE EXT.37 F Regional

295

Region E CIMS Project Name Description Assets Asset 2014/15 Medium Term Expenditure Project Information Number Class Sub- Framework Total Total Total Division Ward New Or Class Location Renewal 29467 Normalisation Renewal Medium Normalisation of Alexandra Infrastructure Electricity 20 000 38 000 City Power 116 Renewal Voltage Network ALEXANDRA Reticulation 000.00 000.00 - EXT.42 E Regional

30517 Banakekelen Hospice New The construction of a Hospices Community Clinics 2 500 JDA 116 New Clinic ALEXANDRA EXT.38 E Clinic as well as bulk - 000.00 - Ward contribution from CoJ

Region F CIMS Project Name Description Assets Asset Sub- 2014/15 Medium Term Expenditure Project Information Number Class Class Framework Total Total Total Division Ward New Or Location Renewal 33254 Soweto: Planned replacement sewer replacement Infrastructure Sewerage 25 000 10 000 10 000 JHB Water: 54 Renewal sewer mains THETA E Purification & 000.00 000.00 000.00 Sewer Reticulation

33089 Southdale/ Laaglaagte: Crown Reservoir 16.3Ml Infrastructure Water, Reservoirs & 5 000 JHB Water: 54 New Gardens Reservoir New Reticulation - 000.00 - Water Reservoirs CROWN GARDENS D Regional 32621 Rem 163/100-Turffontein New Formalisation, construction of Investment Housing 1 000 5 000 Housing 55 New Bulk Infrastructure bulk services and Low cost Properties development 000.00 000.00 - TURFFONTEIN F Ward Houses 27576 BELLAVISTA ESTATE upgrading and maintenance of Investment Housing 38 560 500 500 JOSHCO 55 New INFILLS New Housing Council Housing stock which Properties development 000.00 000.00 000.00 Development BELLAVISTA is in a poor condition ESTATE F Ward 33694 Citrine Court Building Renewal Upgrading of the Bellavista Investment Housing 1 172 3 503 900 JOSHCO 55 Renewal Operational Capex Building Properties development 000.00 000.00 000.00 BELLAVISTA ESTATE F Regional 27574 Turffontein rental housing Development of 400 affordable Investment Housing 54 000 75 000 40 000 JOSHCO 55 New development New Housing rental units in the Turfontein Properties development 000.00 000.00 000.00 Development TURFFONTEIN area F Ward 30656 18 Landfill - Robinson deep Landfill compliance and water Infrastructure Refuse 5 000 1 000 1 000 Pikitup 55 New New waste collection pond development 000.00 000.00 000.00

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33380 Rec - Upgrading of Southern Upgrading of Southern Community Recreational 500 Community 56 Renewal Suburbs Sport Suburbs Sport and facilities 000.00 - - Dev: Sport and Recreational Centre Recreational Centre and Renewal Community Centre Recreation OAKDENE F Ward 27503 Horse Building for additional Buildings - equipment, feed, Other Assets Other Buildings 3 260 3 320 Public Safety: 56 New JMPD horses New Building farrier, clinic to be built for the - 000.00 000.00 JMPD Alterations SPRINGFIELD horses that are needed for EXT.4 F 2010 World Cup Soccer 29960 Stormwater Management upgrading the existing Infrastructure Roads, Pavements, 6 600 800 5 000 Public Safety: 56 Renewal Renewal Drainage System stormwater system Bridges & Storm 000.00 000.00 000.00 JMPD ROSETTENVILLE EXT.2 F Water Ward

32730 Kliprivier Nature Reserve Pegy Vera Road, Kibler Park Community Parks & gardens 3 000 2 000 City Parks 57 Renewal Upgrade Renewal Educational 000.00 000.00 - and Zoo Centre finalisation Renewal Park KLIPRIVIERSBERG F Regional 25827 Convert PPC cement and Convert from 20.5 kV to 11 kV Infrastructure Electricity 10 000 90 126 City Power 57 Renewal Haggie Rand from 20.5kV to Reticulation - 000.00 000.00 11kV Renewal Bulk Infrastructure HERIOTDALE F Ward 32607 Moffat View Ext 6 New Bulk Formalisation Investment Housing 2 000 5 000 Housing 57 New Infrastructure MOFFAT VIEW Properties development 000.00 000.00 - EXT.6 F Ward

32878 Audio in trading halls New Audio systems for the halls Other Assets Markets 1 500 1 500 Joburg Market 57 New Computer Software CITY 000.00 000.00 - DEEP EXT.22 F Regional 32920 Building Management Software for bulk building Intangibles Computers - 2 000 3 000 9 000 Joburg Market 57 New Software New Bulk services software and 000.00 000.00 000.00 engineering services CITY programming DEEP EXT.22 F Regional

297

Region F CIMS Project Name Description Assets Asset Sub- 2014/15 Medium Term Expenditure Project Information Number Class Class Framework Total Total Total Division Ward New Or Location Renewal 32937 Civil Resurfacing of all Resurfacing of all platforms of Infrastructure Roads, Pavements, 4 000 14 000 5 000 Joburg Market 57 New platforms within the Market the halls( 1-10) Bridges & Storm 000.00 000.00 000.00 New Building Alterations CITY Water DEEP EXT.22 F Regional

29940 Computer Equipment Renewal Computer Hardware Other Assets Markets 4 400 5 000 10 000 Joburg Market 57 Renewal Computer Upgrades CITY 000.00 000.00 000.00 DEEP EXT.2 F Regional 33707 Computer Hardware Computer Hardware Other Assets Computers - 5 900 5 000 10 000 Joburg Market 57 Renewal New/Renewal Renewal hardware/equipment 000.00 000.00 000.00 Computer Hardware CITY DEEP EXT.22 F Regional 33708 Computer Software Computer Software Intangibles Computers - 2 300 2 500 4 000 Joburg Market 57 New New/Renewal New Computer software and 000.00 000.00 000.00 Software CITY DEEP EXT.22 programming F Regional 32917 Consignment control software Consignment control software Intangibles Computers - 1 000 Joburg Market 57 New and hardware New Computer development software and 000.00 - - Software CITY DEEP EXT.22 programming F Regional 32881 Directional signage within installation of directional Infrastructure Other 1 500 1 500 Joburg Market 57 New market premises New Building signage within the market 000.00 000.00 - Alterations CITY DEEP premises EXT.22 F Regional 30028 Electricity Reticulation Upgrade and replacement of Infrastructure Electricity 3 000 3 000 Joburg Market 57 Renewal Upgrade Renewal Building light in hall 1 & 2 and Hall 9 Reticulation 000.00 000.00 - Alterations JOHANNESBURG &10 F Ward 32885 Emergency evacuation alarm installation of emergency Other Assets Other 220 235 249 Joburg Market 57 New New Plant and Equipment evacuation alarms 000.00 000.00 000.00 CITY DEEP EXT.22 F Regional 32889 Emergency evacuation chairs Emergency evacuation chairs Other Assets Markets 70 Joburg Market 57 New New Plant and Equipment - - 000.00 CITY DEEP EXT.22 F Regional 32890 Equipment for safety Equipment to conduct safety Other Assets Markets 1 000 1 500 Joburg Market 57 New surveillance New Plant and surveillance for wellness 000.00 - 000.00 Equipment CITY DEEP EXT.22 F Regional

298

Region F CIMS Project Name Description Assets Asset Sub- 2014/15 Medium Term Expenditure Project Information Number Class Class Framework Total Total Total Division Ward New Or Location Renewal 32929 Foodbank sorting centre New Sorting centre for foodbank Other Assets Markets 5 000 Joburg Market 57 New Building Alterations CITY - - 000.00 DEEP EXT.22 F Regional

27709 General and QA Inspection Trolleys for quality inspection, Other Assets Markets 700 1 000 Joburg Market 57 New Trolleys New Plant and for security and other 000.00 000.00 - Equipment CITY DEEP departments EXT.22 F Regional 32923 Humidifiers New Bulk Installation of humidifiers Other Assets Plant & equipment 2 000 2 000 Joburg Market 57 New engineering services CITY 000.00 000.00 - DEEP EXT.22 F Regional 33563 Installation of Lights in Halls Replacement of existing lights/ Other Assets Markets 5 000 Joburg Market 57 Renewal 1,2,9,10 Renewal Operational Electrical Infrastructure - - 000.00 Capex CITY DEEP EXT.22 G City Wide 32884 Installation of sprinkler installation of sprinkler Other Assets Markets 6 200 6 200 6 200 Joburg Market 57 New systems New Building systems 000.00 000.00 000.00 Alterations CITY DEEP EXT.22 F Regional 32898 IT Software upgrade New New IT software Other Assets Markets 570 Joburg Market 57 New Computer Software CITY - - 000.00 DEEP EXT.22 F Regional 30024 IT support system New Integration to stake holders, Intangibles Computers - 4 000 Joburg Market 57 New Computer Upgrades CITY virtual market support, logistic software and - - 000.00 DEEP EXT.2 F Ward support programming

30022 Main Building Refurbishments Refurbishment of ageing Other Assets Markets 5 000 2 000 2 000 Joburg Market 57 Renewal Renewal Building Alterations offices 000.00 000.00 000.00 CITY DEEP EXT.22 F Regional 32895 Main Building Renewal Renovation in the main Other Assets Markets 4 000 6 000 3 000 Joburg Market 57 Renewal Building Alterations CITY building at the Market 000.00 000.00 000.00 DEEP EXT.22 F Regional

30759 Main market signage New Improving the ascetic value of Other Assets Markets 3 400 1 600 Joburg Market 57 New Building Alterations CITY the building. 000.00 000.00 - DEEP EXT.22 F Regional

299

Region F CIMS Project Name Description Assets Asset Sub- 2014/15 Medium Term Expenditure Project Information Number Class Class Framework Total Total Total Division Ward New Or Location Renewal 32916 Market of the Future New Upgrading Market facilities to Other Assets Markets 95 535 212 935 169 273 Joburg Market 57 New Building CITY DEEP EXT.22 F enable new legislation, 000.00 000.00 000.00 Regional maintain Market relevance, and enhance Food Safety & Security 29946 New Rocker Bins Renewal Rocker Bins Infrastructure Refuse 300 500 1 000 Joburg Market 57 Renewal Plant and Equipment CITY 000.00 000.00 000.00 DEEP EXT.22 F Regional 32914 Office equipment new office equipment Other Assets Furniture and other 2 3 120 Joburg Market 57 New New/Renewal New Office office equipment 000.00 000.00 000.00 Equipment CITY DEEP EXT.22 F Regional 32925 Pallet Pool New Bulk Creation of Pallet Pool Other Assets Markets 2 000 3 000 1 000 Joburg Market 57 New engineering services CITY 000.00 000.00 000.00 DEEP EXT.22 F Regional 30470 Potable water to halls and Potable water to halls and Infrastructure Roads, Pavements, 1 000 Joburg Market 57 New washbasins New Building washbasins Bridges & Storm - 000.00 - Alterations CITY DEEP Water EXT.22 F Regional

30016 Provision of new Transformers Provision of new transformers Infrastructure Electricity 5 000 5 400 Joburg Market 57 New New Building Alterations CITY for electric supply to future Generation 000.00 000.00 - DEEP EXT.2 F extensions in the southern side of the Market 32922 Refurbishments/ Construction Ablution Facilities Infrastructure Sewerage 3 500 4 000 5 000 Joburg Market 57 Renewal of ablution facilities Renewal Purification & 000.00 000.00 000.00 Building Alterations CITY Reticulation DEEP EXT.22 F Regional

29943 Replacement of Ammonia Replacement of Amonia Other Assets Markets 4 000 6 000 Joburg Market 57 Renewal Plant Renewal Plant and Compressor 000.00 - 000.00 Equipment CITY DEEP EXT.22 F Regional 30761 Replacement of Assets Plant and equipment Other Assets Markets 3 000 13 000 5 000 Joburg Market 57 New New/Renewal New Plant and 000.00 000.00 000.00 Equipment CITY DEEP EXT.22 F Regional 32933 Replacement of the roof at Replacement of the roof at the Other Assets Markets 9 000 5 000 5 000 Joburg Market 57 New trading halls New Building trading halls 000.00 000.00 000.00 Alterations CITY DEEP EXT.22 F Regional

300

Region F CIMS Project Name Description Assets Asset Sub- 2014/15 Medium Term Expenditure Project Information Number Class Class Framework Total Total Total Division Ward New Or Location Renewal 30435 Revamp sewer and drainage Sewer and drainage upgrade Infrastructure Sewerage 5 000 6 000 5 000 Joburg Market 57 New system New Drainage System for the whole of the market Purification & 000.00 000.00 000.00 CITY DEEP EXT.22 F Reticulation Regional 32919 Road Rehabilitation Project Upgrade of the road Other Assets Markets 7 000 9 000 12 000 Joburg Market 57 New New Bulk engineering services 000.00 000.00 000.00 CITY DEEP EXT.22 F Regional 29615 Standby Generator upgrade Standby Power Generators for Other Assets Markets 6 000 7 500 Joburg Market 57 Renewal Renewal Building Alterations the Market 000.00 000.00 - CITY DEEP EXT.22 F Regional 30020 Temperature Control Systems Cold stores, Banana ripening, Other Assets Markets 1 000 1 500 Joburg Market 57 Renewal Renewal Building Alterations instrument for central 000.00 - 000.00 CITY DEEP EXT.22 F temperature logging. Regional 32903 Trading System Archiving New Archiving of trading system Other Assets Markets 1 000 Joburg Market 57 New Computer Software CITY - - 000.00 DEEP EXT.22 F Regional

32928 Trading System at other Software system for other Other Assets Markets 300 Joburg Market 57 New markets New Computer markets 000.00 - - Software CITY DEEP EXT.22 F Regional 26025 Two Way Radios New Two-way radios Other Assets Markets 65 65 65 Joburg Market 57 New Operational Capex CITY 000.00 000.00 000.00 DEEP EXT.22 F Regional 29200 Upgrade Hall 9 Renewal Upgrade of existing hall to Other Assets Markets 9 000 5 000 5 000 Joburg Market 57 Renewal Building Alterations CITY bring in line with HACCP 000.00 000.00 000.00 DEEP EXT.22 F Regional requirements

27719 Upgrade of Exit and entrance Upgrade Exit Gate Infrastructure Roads, Pavements, 1 000 2 000 1 000 Joburg Market 57 Renewal gates Renewal Building Bridges & Storm 000.00 000.00 000.00 Alterations CITY DEEP Water EXT.22 F Regional

26020 Upgrade of Hall 1 and 2 Refurbishing 23 000 m2 into a Other Assets Other Buildings 7 000 6 000 8 000 Joburg Market 57 Renewal Renewal Building Alterations Value Added Services Centre 000.00 000.00 000.00 CITY DEEP EXT.22 F to attract Retailers back to the Regional Market.

301

Region F CIMS Project Name Description Assets Asset Sub- 2014/15 Medium Term Expenditure Project Information Number Class Class Framework Total Total Total Division Ward New Or Location Renewal 27714 Upgrade of Watermelon Upgrade of Watermelon Other Assets Markets 1 500 Joburg Market 57 Renewal Section Renewal Building Section 000.00 - - Alterations CITY DEEP EXT.2 F Regional 27562 CITY DEEP MIXED HOUSING Redevelopment of City Deep Investment Housing 30 000 20 000 JOSHCO 57 Renewal DEVELOPMENT Renewal staff hostel into family units by Properties development 000.00 000.00 - Building Alterations CITY converting existing and DEEP F Ward building of new units 33695 City Deep Upgrading Renewal Upgrading of Existing stock Investment Housing 2 000 2 000 1 000 JOSHCO 57 Renewal Operational Capex CITY Properties development 000.00 000.00 000.00 DEEP F Regional 33515 MOB - City Deep Freight Hub. Road and traffic management Infrastructure Roads, Pavements, 30 000 30 000 JRA 57 Renewal Renewal Roads: Construction interventions in the City Bridges & Storm 000.00 000.00 - and Upgrades CITY DEEP F Deep/Kaserne area to solve Water City Wide mobility issues in this major freight traffic hub. 28357 Upgrade John Ware sub Install an additional 88/11 kV Infrastructure Electricity 14 000 10 000 City Power 58 Renewal station Renewal Bulk transformer and feeder board Reticulation 000.00 000.00 - Infrastructure FORDSBURG F Regional 24751 Johannesburg Central:planned Planned replacement: Infrastructure Water, Reservoirs & 10 000 15 000 JHB Water: 58 Renewal replacement watermains Watermain Reticulation - 000.00 000.00 Water Renewal Water Mains MAYFAIR F Regional 29920 CATCH 205 - Robinson Canal Structural intervention on Infrastructure Roads, Pavements, 500 8 000 JRA 58 Renewal Catchment Structural existing holes in the floor, Bridges & Storm 000.00 000.00 - Improvement: Robinson Canal deck, and exposed steel Water Sub 4 Renewal Stormwater reinforcing. Project needs Catchments ROBIN ACRES F prioritization. Ward 27954 CATCH 205 - Robinson Canal Structural intervention on Infrastructure Roads, Pavements, 4 240 10 000 10 000 JRA 58 Renewal Catchment: Structural existing holes in the floor, Bridges & Storm 000.00 000.00 000.00 Improvement: Robinson Canal deck, and exposed steel Water Sub 10 Renewal Stormwater reinforcing Catchments ROBINDALE F Ward 26799 LANGLAAGTE ONE STOP One Stop shop (new Other Assets Other Buildings 5 350 6 350 7 350 Public Safety: 58 Renewal SHOP - LICENSING Renewal building)for JMPD Licensing 000.00 000.00 000.00 JMPD Building Alterations and Metro Police activities at LANGLAAGTE NORTH F Langlaagte. Ward

302

Region F CIMS Project Name Description Assets Asset Sub- 2014/15 Medium Term Expenditure Project Information Number Class Class Framework Total Total Total Division Ward New Or Location Renewal 29543 Inner City Upgrading Upgrading of rental Investment Housing 40 000 40 000 40 000 Housing 59 Renewal (Transitional/Emergency and accommodation within Inner Properties development 000.00 000.00 000.00 Rental Stock) Renewal Rental City Flats JOHANNESBURG F Regional 33484 MBV Inner-city Rental Housing Redevelopment and upgrading Investment Housing 500 500 900 JOSHCO 59 Renewal Renewal Housing of the MBV building in the Properties development 000.00 000.00 000.00 Development inner city to increase the JOHANNESBURG F City rental stock Wide 22290 5 Composting Organic Waste Waste reduction and collection Infrastructure Refuse 20 000 14 550 13 450 Pikitup 59 New New Plant and Equipment methods and interventions, 000.00 000.00 000.00 ORANGE FARM EXT.8 G City and supply of bins to Wide new/developing areas. 29445 New Radio Communication Supply 2000 new Tetra radio's Intangibles Other 10 000 7 010 3 333 Public Safety: 59 New system New Plant and to JMPD officers (Phase 2). 000.00 000.00 000.00 JMPD Equipment CITY AND SUBURBAN EXT.6 F 33760 Inner City (City Parks) New Ring-fenced amount for capital Community Parks & gardens 15 017 8 400 3 700 City Parks 60 New Inner City Intervention projects intended for the Inner 000.00 000.00 000.00 and Zoo JOHANNESBURG F Regional City

33805 Installation of Online Gas Installation of online gas Infrastructure Electricity 5 000 City Power 60 New Monitoring units to detect monitors to detect transformer Reticulation 000.00 - - possible transformer failures failures New Bulk Infrastructure REUVEN F City Wide 32534 New 88/11 kV substation near New 88/11 kV substation near Infrastructure Electricity 38 700 30 000 City Power 60 New Park station. New Bulk Park station Reticulation - 000.00 000.00 Infrastructure NEWTOWN F Regional 29291 Newtown Eliminate MV pillar Eliminate MV pillar boxes Infrastructure Electricity 5 000 5 000 City Power 60 Renewal boxes Renewal Medium Reticulation 000.00 000.00 - Voltage Network NEWTOWN EXT.1 F Ward 31071 ACH - Refurbishment of the Major refurbishment of the Community Recreational 11 647 1 000 8 445 Community 60 Renewal Joburg Art Gallery Heritage Joburg Art Gallery including facilities 000.00 000.00 000.00 Dev: Arts, Area Upgrade structural repairs and Culture and JOHANNESBURG F waterproofing the entire centre Heritage

303

Region F CIMS Project Name Description Assets Asset Sub- 2014/15 Medium Term Expenditure Project Information Number Class Class Framework Total Total Total Division Ward New Or Location Renewal 33019 ACH. Museum Africa Renewal Upgrading of the facility Community Museums & Art 5 000 Community 60 Renewal Heritage Area Upgrade Galleries 000.00 - - Dev: Arts, NEWTOWN F Culture and Heritage 33373 Rec - Upgrading of Hillbrow Upgrading of Hillbrow Community Recreational 500 Community 60 Renewal Recreation Recreational Centre facilities - - 000.00 Dev: Sport Centre Renewal Community and Centre JOHANNESBURG F Recreation Regional 33371 Rec - Upgrading of Upgrading of the Braamfontein Community Recreational 2 000 2 000 Community 60 Renewal Braamfontein Conference and Conference and Recreational facilities 000.00 - 000.00 Dev: Sport Recreational Centre Renewal Centre and Community Centre Recreation JOHANNESBURG F City Wide 33726 Johannesburg Central: Water upgrade Infrastructure Sewerage 2 600 JHB Water: 60 Renewal Langlaagte water upgrade Purification & 000.00 - - Sewer Renewal LANGLAAGTE D Reticulation

33725 Johannesburg central: Water Pipe replacement Infrastructure Sewerage 4 028 JHB Water: 60 Renewal Northcliff pipe replacement Purification & 000.00 - - Sewer Renewal NORTHCLIFF EXT.1 Reticulation D 33241 Johannesburg Central: sewer upgrade Infrastructure Sewerage 10 000 JHB Water: 60 Renewal Planned replacement sewer Purification & - - 000.00 Sewer mains Renewal Bulk Waste Reticulation Water JOHANNESBURG D 33719 Midrand Water upgrade Water upgrade Infrastructure Water, Reservoirs & 1 650 JHB Water: 60 Renewal Renewal RANDJESFONTEIN Reticulation 000.00 - - Sewer A

33240 Johannesburg Central: RW Water upgrade Infrastructure Water, Reservoirs & JHB Water: 60 New Meyers Hill water upgrade Reticulation - - - Water New Water Mains JOHANNESBURG D Regional 33086 Roodepoort/ Diepsloot: Main Main Reef Tower Infrastructure Water, Reservoirs & 12 000 5 000 JHB Water: 60 New Reef 20Ml, 30Ml, Tower 2Ml Reticulation 000.00 000.00 - Water New Reservoirs JOHANNESBURG C Regional

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Region F CIMS Project Name Description Assets Asset Sub- 2014/15 Medium Term Expenditure Project Information Number Class Class Framework Total Total Total Division Ward New Or Location Renewal 30889 Joburg Theatre - Building Renovation of existing public Community Recreational 5 150 4 300 1 442 Johannesburg 60 New Renovations and upgrades bathrooms; building of scenery facilities 000.00 000.00 000.00 Theatre New Building Alterations door to the Fringe Theatre; Management JOHANNESBURG F Ward replacement of building Company management system; renovation of backstage dressing rooms; extended 28 bay parking facility; upgrade of two public lifts; wrapping and insulating the stage tower; water proofing of all roofs; replacement of Gamma Zenith on exterior. 32879 Joburg Theatre - Information Replace existing IT systems in Intangibles Computers - 1 000 500 250 Johannesburg 60 Renewal Technology Upgrades the Joburg Theatre software and 000.00 000.00 000.00 Theatre Renewal Computer Upgrades programming Management JOHANNESBURG F City Company Wide 33817 Joburg Theatre - Technical Purchasing of Technical Other Assets Furniture and other 750 Johannesburg 60 New Equipment New Operational Equipment office equipment - - 000.00 Theatre Capex JOHANNESBURG F Management Regional Company

32502 Joburg Theatre - Upgrade of UPS Protection for Mandela Community Recreational 1 000 400 1 155 Johannesburg 60 Renewal stage machinery Renewal and Fringe Theatres; Drives facilities 000.00 000.00 000.00 Theatre Plant and Equipment on wagons and lifts of the Management JOHANNESBURG F Ward Mandela Theatre; Steel cables Company for the Mandela front tabs. 33810 11 Elloff Street Renewal Upgrading of existing social Community Social Renting 38 000 JOSHCO 60 Renewal Operational Capex housing unit Housing 000.00 - - JOHANNESBURG F Regional 33818 195 Commissioner Street New Purchase of building for Community Social Renting 32 000 JOSHCO 60 New Building Alterations upgrade into social housing Housing 000.00 - - JOHANNESBURG F Ward 33811 72276 Sieveright Building Upgrading existing building as Community Social Renting 2 000 40 000 22 000 JOSHCO 60 Renewal Renewal Building Alterations social housing stock Housing 000.00 000.00 000.00 JOHANNESBURG F Regional

33813 Anthea Renewal Building Upgrading of existing social Community Social Renting 1 000 100 JOSHCO 60 Renewal Alterations JOHANNESBURG housing stock Housing - 000.00 000.00 F Regional

305

Region F CIMS Project Name Description Assets Asset Sub- 2014/15 Medium Term Expenditure Project Information Number Class Class Framework Total Total Total Division Ward New Or Location Renewal 33814 Casamia Renewal Building Upgrading to existing social Community Social Renting 5 000 5 000 JOSHCO 60 Renewal Alterations JOHANNESBURG housing stock Housing - 000.00 000.00 F Regional 33697 Chelsea Residential Building Upgrading of the residential Investment Housing 3 000 2 000 JOSHCO 60 Renewal Renewal Operational Capex property, Major repairs on Properties development 000.00 000.00 - JOHANNESBURG F Regional plumbing, plastering and painting 30417 EUROPA HOUSE Renewal Emergency housing Investment Housing 1 000 JOSHCO 60 Renewal Housing Development Properties development 000.00 - - JOHANNESBURG F Ward 33812 Gezina Renewal Building Upgrading of existing social Community Social Renting 5 000 15 000 JOSHCO 60 Renewal Alterations JOHANNESBURG housing stock Housing - 000.00 000.00 F Regional 28146 Inner City Rental Development Development of residential Investment Housing 6 000 40 000 50 000 JOSHCO 60 Renewal Renewal Housing about 150 units. Properties development 000.00 000.00 000.00 Development Refurbishment, conversion JOHANNESBURG F City and upgrading of units in the Wide building 33815 La Rosabel Renewal Building Upgrading of existing social Community Social Renting 500 JOSHCO 60 Renewal Alterations JOHANNESBURG housing stock Housing - 000.00 - F Regional 33821 Rachers Social Housing New Upgrade to existing social Community Social Renting 900 500 JOSHCO 60 New Building Alterations housing stock Housing - 000.00 000.00 JOHANNESBURG F Ward 30364 Computer Equipment New Purchasing computers, Other Assets Computers - 4 000 JPC 60 New Computer Upgrades furniture and leasehold hardware/equipment - - 000.00 BRAAMFONTEIN WERF EXT.1 F City Wide 33691 Office Space Optimisation Construction and Other Assets Civic Land & 10 000 JPC 60 New New Building Alterations centralisation of new council Buildings - - 000.00 JOHANNESBURG F City office which accommodates all Wide CoJ department and entities. 26220 Revamping of the Informal Revamping of the Informal Other Assets Markets 1 300 11 300 15 000 JPC 60 Renewal Trading Stalls within the Inner Trading Stalls within the Inner 000.00 000.00 000.00 City Renewal Operational City Capex JOHANNESBURG F Ward

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Region F CIMS Project Name Description Assets Asset Sub- 2014/15 Medium Term Expenditure Project Information Number Class Class Framework Total Total Total Division Ward New Or Location Renewal 29183 CATCH 200 - Braamfontein Braamfontein Spruit Infrastructure Roads, Pavements, 3 000 3 000 JRA 60 New Spruit Catchment: Erosion Catchment: Erosion Bridges & Storm 000.00 000.00 - Protection, East of George Lea Protection,East of George Lea Water Park to Marie Str(173 m Park to Marie Str (173 m length) New Stormwater length). Catchments BRAAMFONTEIN WERF EXT.1 E Ward 29184 CATCH 200 - Braamfontein Upgrade to Culvert between Infrastructure Roads, Pavements, 5 000 5 000 JRA 60 Renewal Spruit Catchment: Upgrade to Owl St and Gas Works on Bridges & Storm 000.00 000.00 - Culvert, Millpark Renewal Annet Rd. Water Roads: Construction and Upgrades BRAAMFONTEIN WERF EXT.1 B Ward 22299 12 (c) New garden Sites Build garden sites for the Infrastructure Refuse 700 1 700 700 Pikitup 60 New Cosmo City New waste collection of garden waste to 000.00 000.00 000.00 collection COSMO CITY send to composting plant and EXT.2 B City Wide increase life of landfills 33642 13 Garden Side Recycling Implementation of recyclable Infrastructure Refuse 4 000 4 000 8 000 Pikitup 60 New New waste collection waste facilities and various 000.00 000.00 000.00 JOHANNESBURG F City side Wide 33379 Fire Stations - Central Refurbishment Community Fire, safety & 5 950 Public Safety: 60 Renewal Refurbishment Renewal emergency - 000.00 - EMS Building Alterations JOHANNESBURG A Regional 33339 Establishment of Agriculture The construction of a training Other Assets Agricultural 2 000 2 000 2 000 Social 60 New Resource Centre and facility in Regions A, G and E 000.00 000.00 000.00 Development associated packaging houses for agriculture training in terms New Skills Development of the No Children must go Center JOHANNESBURG F Hungry Programme (2013/14). City Wide Project includes purchase of specialised farm equipment and tractors (7)

33572 Council Chamber Building Investigation to establish the Heritage Buildings 30 000 70 000 Speaker: 60 Renewal Programme Renewal Building upgrade needs for the council Assets 000.00 000.00 - Legislative Alterations JOHANNESBURG chambers Arm of the F Ward Council

307

Region F CIMS Project Name Description Assets Asset Sub- 2014/15 Medium Term Expenditure Project Information Number Class Class Framework Total Total Total Division Ward New Or Location Renewal 32503 COMPL: Parking Solutions for Improvements to address Infrastructure Transportation 1 000 Transportation 60 New small nodes New Complete parking issues at problematic 000.00 - - Streets JOHANNESBURG F small nodes. Involves creation Ward of loading bays and other parking facilities for private / freight vehicles 32511 MAN: Dedicated Public Extension of dedicated public Infrastructure Transportation 4 490 3 825 Transportation 60 New Transport Lanes: transport lanes in the - 000.00 000.00 Johannesburg CBD: New Johannesburg CBD Managed Lanes JOHANNESBURG F City Wide 30451 PTF: Holding Facilities: Redevelopment of Kazerne Infrastructure Transportation 50 000 100 000 100 000 Transportation 60 New Kazerne Redevelopment New Public Transport Holding 000.00 000.00 000.00 Public Transport Facility Facility, including securing of JOHANNESBURG F Ward the existing site, creation of temporary facilities and demolition 24930 Prepare mini subs and load 11 kV Conversion Infrastructure Electricity 10 000 10 000 15 000 City Power 61 Renewal centres for 11 kV conversion Reticulation 000.00 000.00 000.00 Renewal Township Reticulation JEPPESTOWN SOUTH F Regional 30558 Aqua - Murray Park Public Upgrading of the swimming Community Community halls 2 000 1 000 1 500 Community 61 Renewal Swimming Pool Renewal pool 000.00 000.00 000.00 Dev: Sport Community Centre and JEPPESTOWN F Ward Recreation 33494 Salisbury House Erf 1052 and Other Assets Civic Land & 500 JPC 61 Renewal 1053 Renewal Heritage The upgrade of Heritage Buildings - 000.00 - JEPPESTOWN F Ward Precinct Area

22490 New service connections New New service connections in Infrastructure Electricity 18 750 18 750 18 750 City Power 64 New Service Connections BEREA F the Siemert Road area Reticulation 000.00 000.00 000.00 Regional 33321 Lib - Hillbrow Public Library Upgrading of Library Community Libraries 500 Community 64 Renewal BEREA F - 000.00 - Dev: Libraries

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Region F CIMS Project Name Description Assets Asset Sub- 2014/15 Medium Term Expenditure Project Information Number Class Class Framework Total Total Total Division Ward New Or Location Renewal 30767 Cleveland Substation, Reconfigure busbar, replace Infrastructure Electricity 20 500 20 000 44 500 City Power 65 Renewal Reconfigure busbar, replace high risk transformer, add 45 Reticulation 000.00 000.00 000.00 high risk transformer, add MVA transformer and feeder additional 45 MVA transformer board. and feeder board. Renewal Bulk Infrastructure HERIOTDALE EXT.10 F Regional 32998 Lib. Murray Park Library New Upgrading of the facility Community Libraries 100 4 500 Community 65 New Library JEPPESTOWN 000.00 000.00 - Dev: Libraries SOUTH F 24623 Aqua - Malvern Public Upgrading of the swimming Community Swimming pools 600 600 400 Community 65 Renewal Swimming Pool Renewal pool 000.00 000.00 000.00 Dev: Sport Community Centre MALVERN and F Ward Recreation 32819 Observatory Substation. Extend 11 kV switch room and Infrastructure Electricity 10 000 City Power 66 Renewal Extend 11 kV switch room and replace damaged feeder board Reticulation 000.00 - - replace damaged feeder board Renewal Bulk Infrastructure OBSERVATORY E Regional

33723 Bertrams Social Housing Units Development of social housing Investment Housing 2 000 30 000 30 000 JOSHCO 66 New New Housing Development projects on different infill Properties development 000.00 000.00 000.00 BERTRAMS F Regional council sites in Bertrams

33441 Aqua -Yeoville Swimming pool Upgrading of pool Community Recreational 1 000 Community 67 Renewal Renewal Building Alterations facilities - - 000.00 Dev: Sport YEOVILLE F Ward and Recreation 28767 Rehabilitation of Bruma Lake Phase 3 - Closing of Lake Infrastructure Roads, Pavements, 25 000 Environment 118 Renewal Renewal Ecological Bridges & Storm 000.00 - - and Infrastructure BRUMA E Ward Water Infrastructure

30547 Johannesburg Central: Bruma Upgrade sewers Infrastructure Sewerage 10 000 10 000 10 000 JHB Water: 118 New Upgrade sewers New Sewer Purification & 000.00 000.00 000.00 Sewer Mains BRUMA E Ward Reticulation

309

Region F CIMS Project Name Description Assets Asset Sub- 2014/15 Medium Term Expenditure Project Information Number Class Class Framework Total Total Total Division Ward New Or Location Renewal 30088 CATCH 212 - Bez Valley This is a combination of Infrastructure Roads, Pavements, 2 000 5 000 5 000 JRA 118 Renewal Catchment: Recon Sub 6; stormwater structures that are Bridges & Storm 000.00 000.00 000.00 Rehab Main, Sub 1&4. in urgent need of Water Renewal Stormwater rehabilitation, open channels, Catchments BEZUIDENHOUT culverts and natural river. VALLEY F Ward 33438 Aqua - Ellis Park Swimming Upgrading of the pool Community Recreational 700 2 000 3 968 Community 123 Renewal Pool Renewal Building facilities 000.00 000.00 000.00 Dev: Sport Alterations DOORNFONTEIN and F Ward Recreation 31108 DED Inner City Property legal fees for property Other Assets Civic Land & 11 000 10 000 7 966 Economic 123 New Scheme New Operational acquisition Buildings 000.00 000.00 000.00 Development Capex JOHANNESBURG F Regional 33486 NEDERBURG RENTAL Upgrading of the Nederburg Investment Housing 15 000 JOSHCO 123 Renewal HOUSING Renewal Building building acquired from JPC as Properties development 000.00 - - Alterations JOHANNESBURG part of the Inner City F City Wide regeneration

30702 Emergency work Renewal Telecommunications Other Assets Plant & equipment 10 000 10 000 10 000 City Power 124 Renewal SCADA REUVEN F City Wide Emergency work plant out of 000.00 000.00 000.00 service 30998 Establish Control and Outage Establish outage Management Infrastructure Other 30 000 40 000 City Power 124 New Management Centre New Centre - 000.00 000.00 SCADA REUVEN F City Wide

33633 Establish Outage Management ICT: Establish outage Intangibles Computers - 10 000 5 000 City Power 124 New System New Computer Management System software and - 000.00 000.00 Software REUVEN F City programming Wide 32927 Information Technology Information Technology Infrastructure Other 5 000 City Power 124 New management tools. New management tools. 000.00 - - Computer Software REUVEN F City Wide 27025 Integrated security, fire Integrated security, fire Infrastructure Electricity 20 000 20 000 20 000 City Power 124 New detection & suppression detection & suppression Reticulation 000.00 000.00 000.00 systems for major substations. system for major sub stations Including fibre optic links (+- 50 % of budget). New Security Equipment REUVEN F City Wide

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Region F CIMS Project Name Description Assets Asset Sub- 2014/15 Medium Term Expenditure Project Information Number Class Class Framework Total Total Total Division Ward New Or Location Renewal 33643 IT Business Continuity New Mandatory requirements as Intangibles Computers - 5 000 5 000 8 000 City Power 124 New Computer Software REUVEN per policy software and 000.00 000.00 000.00 F City Wide programming

26940 Load Management: Receiver Load management receivers Infrastructure Other 10 000 5 000 5 000 City Power 124 Renewal audit and replacement excluding expansion areas 000.00 000.00 000.00 Renewal Load Management REUVEN F 33619 Manhole covers security New Securing of manhole covers to Infrastructure Electricity 2 000 City Power 124 New Security Equipment REUVEN underground installations Reticulation 000.00 - - F City Wide 32535 New 88/11 kV substation near New 88/11 kV substation near Infrastructure Electricity 30 000 29 543 City Power 124 New Westgate. New Bulk Westgate. Reticulation - 000.00 100.00 Infrastructure FERREIRAS DORP F Regional 25069 New service connections New Provision of new service Infrastructure Electricity 19 000 19 000 19 000 City Power 124 New Service Connections REUVEN connections Reticulation 000.00 000.00 000.00 F Regional 33635 Procurement of IT hardware Procurement of IT hardware Intangibles Computers - 5 000 5 000 5 000 City Power 124 New New Computer Hardware software and 000.00 000.00 000.00 REUVEN F City Wide programming

28360 Removal and Replacement of Deload Kazerne and Selby Infrastructure Electricity 26 000 City Power 124 Renewal 20.5kV Equipment, Van Beek, network development. Reticulation 000.00 - - Central & Selby SS. Inner City Renewal Medium Voltage Network SELBY F Regional 33621 Telecommunications, Upgrade Multiplexers at Infrastructure Electricity 5 000 5 000 5 000 City Power 124 Renewal Multiplexer and network substations Reticulation 000.00 000.00 000.00 management system Renewal Plant and Equipment REUVEN F City Wide 31118 Upgrade Training Centre Upgrade Basic Training Other Assets Other Buildings 5 000 5 000 City Power 124 Renewal Renewal Building Alterations Centre 000.00 - 000.00 REUVEN F City Wide 33331 Rec - Karzene Soccer Fields Upgrading of Karzene soccer Community Recreational 1 500 Community 124 Renewal Renewal Community Centre fields facilities - - 000.00 Dev: Sport CITY AND SUBURBAN and EXT.10 F Ward Recreation

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Region F CIMS Project Name Description Assets Asset Sub- 2014/15 Medium Term Expenditure Project Information Number Class Class Framework Total Total Total Division Ward New Or Location Renewal 33469 Upgrading of Wembly Sports Upgrading of the facility Community Recreational 2 000 Community 124 Renewal Centre Renewal Community facilities - - 000.00 Dev: Sport Centre TURFFONTEIN F and Ward Recreation 27736 BPO Inner City Zone Renewal Business Process Services Investment Other 10 000 5 000 5 000 Economic 124 Renewal Skills Development Center Unit Property 000.00 000.00 000.00 Development JOHANNESBURG F 33540 Rehabilitation of Princess Mine Stabilise Mine Dump through Infrastructure Other 7 500 5 000 Environment 124 Renewal Dump Renewal Resource erosion control measures to 000.00 000.00 - and Rehabilitation STAFFORD address dust pollution and Infrastructure EXT.4 F Ward seepage on City owned land.

32619 Glenesk IR Portion 7of Erf 1 Formalisation, Construction of Investment Housing 2 000 3 000 Housing 124 New (1320 Unit) New Bulk Bulk Services and Low Cost Properties development 000.00 000.00 - Infrastructure GLENESK F Houses Ward 30321 Information Technology New Information Technology Other Assets Computers - 10 500 11 000 16 880 JHB Water: 124 New Customer Service Assets hardware/equipment 000.00 000.00 000.00 Water MARSHALLS TOWN F City Wide 27582 Selby Staff Hostel Redevelopment and Heritage Buildings 5 000 JOSHCO 124 Renewal Redevelopment/Conversion conversion of Councils Staff Assets 000.00 - - Renewal Building Alterations hostel into rental family units SELBY F Ward 33741 CS - Upgrade of Head Office Upgrading of JRA's Head Other Assets Other Buildings 20 000 30 000 10 000 JRA 124 Renewal Facilities. Renewal Building Office: electrical; plumbing; air 000.00 000.00 000.00 Alterations JOHANNESBURG conditioning; generator, etc. F City Wide 33740 MOB - M2 Motorway at Main Congestion relief. Infrastructure Roads, Pavements, 20 000 13 000 10 000 JRA 124 New Reef Road Intersection. New Bridges & Storm 000.00 000.00 000.00 Roads: Construction and Water Upgrades CROWN EXT.2 E Regional 32075 MOB - Traffic Management Upgrading and increase Infrastructure Roads, Pavements, 2 500 2 300 2 300 JRA 124 Renewal Centre. Renewal Mobility: capacity in the operations of Bridges & Storm 000.00 000.00 000.00 Intelligent Transportation the existing JRA's Traffic Water System & Networks Management Centre. JOHANNESBURG F City Wide

312

Region F CIMS Project Name Description Assets Asset Sub- 2014/15 Medium Term Expenditure Project Information Number Class Class Framework Total Total Total Division Ward New Or Location Renewal 32313 MOB - Traffic Signal Adaptive The Project is about: Comply Infrastructure Other 10 000 15 000 15 000 JRA 124 New Control. New Mobility: with legal requirements; 000.00 000.00 000.00 Intelligent Transportation enhance visibility; decrease System & Networks accidents; reduce traffic JOHANNESBURG F City congestion; enhance mobility. Wide 33743 REHAB - Rehabilitation of This project is exclusive of the Infrastructure Roads, Pavements, 10 000 10 000 10 000 JRA 124 Renewal Open Channels City Wide. Conversion of Open Drains Bridges & Storm 000.00 000.00 000.00 Renewal Stormwater programme; and entails the Water Management Projects rehabilitation of stormwater JOHANNESBURG F City open channels City Wide (in Wide former old stormwater structures). 33512 RESUR - Resurfacing of M2 Resurfacing work is required Infrastructure Roads, Pavements, 30 000 150 000 60 000 JRA 124 Renewal Motorway. Renewal Roads: to prolong the life of the road Bridges & Storm 000.00 000.00 000.00 Rehabilitation and to improve the VCI (Visual Water JOHANNESBURG F City Conditions Index). Wide 27488 21 Bins Underground and 240l Underground waste Infrastructure Refuse 20 000 10 476 5 000 Pikitup 124 New New Plant and Equipment receptacles for the Inner City 000.00 000.00 000.00 JOHANNESBURG F City and high pedestrian volume Wide areas such as taxi ranks. The bins also has the advantage for waste separation at source 22315 9 Incinerator Health Care Refurbishment of the Other Assets Civic Land & 1 000 17 000 1 000 Pikitup 124 Renewal Renewal Building Alterations incinerator plant in phases. Buildings 000.00 000.00 000.00 SPRINGFIELD F City Wide

30396 Fire Station - Central Fire New Central Fire Station for Community Fire, safety & 20 000 9 000 Public Safety: 124 Renewal Station Renewal Building the central business district to emergency 000.00 - 000.00 EMS Alterations MARSHALLS facilitate emergency response TOWN F Ward in the inner city 26821 Dog Kennel Hospital New Hospital for the JMPD dogs Other Assets Other Buildings 75 85 90 Public Safety: 124 New Building Alterations GLENESK that take ill 000.00 000.00 000.00 JMPD F Ward 28533 BY - LAW MANAGEMENT UPGRADE OF BUILDING Other Assets Other Buildings 2 400 2 600 2 800 Public Safety: 124 New UNIT UPGRADE OF FOR THE STORAGE OF 000.00 000.00 000.00 JMPD WEMMER POUND New IMPOUNDED GOODS AT Building Alterations SELBY WEMMER COPLEX. EXT.11 F Ward

313

Region F CIMS Project Name Description Assets Asset Sub- 2014/15 Medium Term Expenditure Project Information Number Class Class Framework Total Total Total Division Ward New Or Location Renewal 29969 Cold Storage for Wemmer Install Cold Storage at the Other Assets Other Buildings 1 700 2 100 2 100 Public Safety: 124 New Pound New Building Wemmer pound 000.00 000.00 000.00 JMPD Alterations GLENESK F Ward 30008 Install Strong Rooms at install strong room at the Other Assets Other 1 900 2 100 Public Safety: 124 New Wemmer, Fennel Road, Von above sites 000.00 000.00 - JMPD Wieligh New Building Alterations WEMMER F Ward 26816 Upgrading Shooting Range Upgrading Shooting Ranage Other Assets Plant & equipment 2 900 3 200 Public Safety: 124 Renewal with new obstacle Course with new obstacle course. 000.00 000.00 - JMPD Renewal Plant and Equipment ROODEPOORT C City Wide 30543 Johannesburg Central: Upgrade water infrastructure Infrastructure Sewerage JHB Water: 125 New Aeroton/Noordgesig/Nasrec Purification & - - - Water water district: Upgrade water Reticulation Infrastructure New Water Mains NASREC F Regional 28993 Johannesburg Central: Eagles Eagles Nest water district: Infrastructure Water, Reservoirs & JHB Water: 125 Renewal Nest water district: Upgrade Upgrade water infrastructure Reticulation - - - Water water infrastructure Renewal Phase 1_Reg D Water Mains EAGLES NEST D Regional 28788 Johannesburg Central: Glenvista, Glenanda, Infrastructure Water, Reservoirs & JHB Water: 125 Renewal Glenvista, Glenanda, Winchester Hills & Bassonia Reticulation - - - Water Winchester Hills & Bassonia Districts: Upgrade water Districts: Upgrade water infrastructure Phase 1 infrastructure Renewal Water Mains ALAN MANOR F Regional 30544 Johannesburg Central: Kibler Upgrade water infrastructure Infrastructure Water, Reservoirs & JHB Water: 125 New Park water district: Upgrade Reticulation - - - Water water infrastructure New Water Mains KIBLER PARK D Regional 33090 Southdale/ Langlaagte: Tower 1.1Ml Infrastructure Water, Reservoirs & 4 000 5 000 JHB Water: 125 New Aeroton Direct/ Tower New Reticulation 000.00 000.00 - Water Reserviors AEROTON D Regional

314

Region G CIMS Project Name Description Assets Asset 2014/15 Medium Term Expenditure Project Information Number Class Sub-Class Framework Total Total Total Division Ward New Or Location Renewal 32983 Aqua - Upgrading of the Orange upgrading of the swimming pool Community Recreational 800 Community 1 Renewal Farm Public Swimming Pool facilities facilities 000.00 - - Dev: Sport Renewal Community Centre and STRETFORD EXT.4 G Ward Recreation

33458 Lib - Stretford Library New Construction of the new Library Community Libraries 1 500 7 500 6 000 Community 2 New Incineration STRETFORD 000.00 000.00 000.00 Dev: Libraries EXT.3 G 30641 Lakeside Ext 1,2,3 & 5: Roads The project scope entails the Infrastructure Roads, 27 000 25 000 15 000 Housing 2 New and Bulk Stormwater Systems construction of collectors and Pavements, 000.00 000.00 000.00 New Bulk Infrastructure distributors within 20m, 16m, Bridges & LAKESIDE EXT.1 G Regional 13m and 10m road reserves. Storm Water The roads will be tarred 20mm asphalt. Bulk stormwater system will consist of 6 attenuation ponds and pipe stormwater drains. 33146 Orange Farm/ Deep south: Sewer upgrade Infrastructure Sewerage 2 400 JHB Water: 2 Renewal Lakeside Sewer upgrade Purification & 000.00 - - Sewer Renewal Bulk Waste Water Reticulation LAKESIDE EXT.1 G 30322 Orange Farm/Deep South: Upgrade sewer infrastructure Infrastructure Street Lighting 1 244 JHB Water: 2 Renewal Lenasia South East Basin: 000.00 - - Sewer Upgrade sewer Infrastructure Renewal ORANGE FARM EXT.6 G 33475 CONV - Conversion of Open Conversion of open drains to Infrastructure Roads, 15 000 15 000 15 000 JRA 2 Renewal Drains to Underground/Covered underground/covered drains in Pavements, 000.00 000.00 000.00 Drains in Orange Farm. Orange Farm. Bridges & Renewal Stormwater Storm Water Management Projects ORANGE FARM G Ward 33149 Orange Farm/ Deep South: Sewer Upgrade Infrastructure Sewerage 20 000 JHB Water: 3 Renewal Orange farm sewer upgrade Purification & 000.00 - - Sewer Renewal Bulk Waste Water Reticulation ORANGE FARM G 33142 Orange Farm/ Deep south: Sewer Replacement Infrastructure Water, 60 000 65 000 JHB Water: 3 Renewal Planned replacement Reservoirs & - 000.00 000.00 Sewer sewermains Renewal Bulk Reticulation Waste Water ORANGE FARM G

315

Region G CIMS Project Name Description Assets Asset 2014/15 Medium Term Expenditure Project Information Number Class Sub-Class Framework Total Total Total Division Ward New Or Location Renewal 33148 Orange Farm/ Deep South: Sewer upgrade Infrastructure Sewerage 4 800 JHB Water: 3 Renewal Stretford Sewer upgrade Purification & 000.00 - - Sewer Renewal Bulk Waste Water Reticulation STRETFORD EXT.9 G 33091 Ennerdale: Orange Farm high Reservoir 35Ml Infrastructure Water, 20 000 5 000 10 000 JHB Water: 3 New level reservior New Reserviors Reservoirs & 000.00 000.00 000.00 Water ORANGE FARM F Regional Reticulation

30550 Orange farm/Deep south: Upgrade water infrastructure Infrastructure Water, 10 000 21 000 JHB Water: 3 New Ennerdale Disctict: Upgrade Reservoirs & - 000.00 000.00 Water water infrastructure New Water Reticulation Mains ORANGE FARM G Regional 29005 Orange Farm/Deep south: Upgrade water infrastructure Infrastructure Water, 10 000 20 000 JHB Water: 3 Renewal Orange Farm District: Upgrade and 35Ml Reservoir Reservoirs & - 000.00 000.00 Water water infrastructure and high Reticulation level reservoir 35Ml Renewal Water Mains ORANGE FARM EXT.1 G Regional 33138 Orange Farn/ Deep south: Watermains replacement Infrastructure Water, 3 956 30 000 30 000 JHB Water: 3 Renewal Planned replacement Reservoirs & 000.00 000.00 000.00 Water Watermains Renewal Water Reticulation Mains ORANGE FARM G Regional 27903 MISCL - Gravel Roads: Orange Gravel roads upgrade as per Infrastructure Roads, 57 340 68 340 34 000 JRA 3 New Farm. New Roads: Construction IDP priority. Pavements, 000.00 000.00 000.00 and Upgrades ORANGE FARM Bridges & G Ward Storm Water

30348 24 Depot Orange Farm New Construction of a Depot in Infrastructure Refuse 500 Pikitup 3 New Depots ORANGE FARM EXT.8 Orange Farm to service 000.00 - - G Regional Driezeik, Orange Farm, Finetown, Zakkariya Park 32519 COMPL: Cycling Lanes: Non Motorised Transport Infrastructure Transportation 20 000 Transportation 3 New Orange Farm: Priority Schools Orange Farm to provide access - 000.00 - Zones New Complete Streets to, inter alia, large schools ORANGE FARM EXT.4 G Ward 32716 Orange Farm Ext. 9 (935) New Construction Engineering Investment Housing 10 000 10 000 12 000 Housing 4 New Bulk Infrastructure ORANGE Services (R&SW) Properties development 000.00 000.00 000.00 FARM EXT.9 G Ward

316

Region G CIMS Project Name Description Assets Asset 2014/15 Medium Term Expenditure Project Information Number Class Sub-Class Framework Total Total Total Division Ward New Or Location Renewal 32714 Drieziek Ext.3 (2989) New Bulk Formalisation Investment Housing 10 523 18 000 30 000 Housing 5 New Infrastructure DRIEZIEK EXT.3 Properties development 000.00 000.00 000.00 G Ward 32715 Drieziek Ext.5 (1540) New Bulk Formalisation Investment Housing 9 000 10 000 40 000 Housing 5 New Infrastructure DRIEZIEK EXT.5 Properties development 000.00 000.00 000.00 G Ward 32713 Poortjie (2204) New Bulk Preliminary Design Report Investment Housing 27 000 Housing 5 New Infrastructure POORTJIE G Formalisation Properties development - - 000.00 Ward 32748 Poortjie Dark City (3000) New Formalisation and Land Infrastructure Other 6 200 Housing 5 New Bulk Infrastructure POORTJIE Portions - 000.00 - G Ward 33143 Orange Farm/ Deep South: Sewer upgrade Infrastructure Sewerage 300 JHB Water: 5 Renewal Driezek sewer upgrade Purification & 000.00 - - Sewer Renewal Bulk Waste Water Reticulation DRIEZIEK G 33745 MISCL - Gravel Roads: Gravel roads upgrade. Infrastructure Roads, 2 000 45 000 45 000 JRA 5 New Drieziek. New Roads: Pavements, 000.00 000.00 000.00 Construction and Upgrades Bridges & DRIEZIEK G Ward Storm Water

32409 Mountainview Clinic New Clinic upgrade / renewal Community Clinics 3 000 Health 6 New FINETOWN G Ward 000.00 - - 33063 Ennerdale Extension Construction of Engineering Investment Housing 15 000 18 000 Housing 6 New 15(Mountain View) New Bulk services Properties development - 000.00 000.00 Infrastructure ENNERDALE EXT.15 G Regional 32699 Kanana Park Ext 1 (788) New Preliminary Design Reports Investment Housing 6 000 10 000 Housing 6 New Bulk Infrastructure KANANA Roads and Stormwater Properties development - 000.00 000.00 PARK EXT.1 G Ward

32711 Kanana Park Ext 3,4 & 5 New Formalisation Investment Housing 10 000 12 000 Housing 6 New Bulk Infrastructure KANANA Properties development - 000.00 000.00 PARK EXT.3 G Ward

27725 Upgrade Finetown Park Park development Community Parks & 500 City Parks 7 Renewal Renewal Park FINETOWN G gardens - 000.00 - and Zoo 32718 Ennerdale South (1902 stands) Preliminary Design Report Investment Housing 10 000 10 000 Housing 7 New (Formerly Finetown Proper) Properties development - 000.00 000.00 New Bulk Infrastructure

317

32743 Finetown North 495 New Bulk Formalisation and Land Infrastructure Other 6 000 21 000 Housing 7 New Infrastructure FINETOWN G Portions - 000.00 000.00 Ward 32710 Finetown Proper (1878 stands) Preliminary Design Report Investment Housing 12 000 1 000 Housing 7 New New Bulk Infrastructure Formalisation Properties development - 000.00 000.00 FINETOWN G Ward 31005 DEEP SOUTH: Lenasia Sewers Upgrade Sewers Infrastructure Sewerage 7 000 7 000 JHB Water: 7 New Upgrade New ENNERDALE G Purification & - 000.00 000.00 Sewer Reticulation

33120 Ennerdale Works: Infrastructure Infrastructure renewal plan Infrastructure Sewerage 6 030 10 000 JHB Water: 7 Renewal renewal plan Renewal Bulk Purification & - 000.00 000.00 Sewer Waste Water ENNERDALE G Reticulation

33144 Orange Farm/ Deep south: Sewer upgrade Infrastructure Sewerage 1 200 JHB Water: 7 Renewal Ennerdale sewer upgrade Purification & 000.00 - - Sewer Renewal Bulk Waste Water Reticulation ENNERDALE G 33095 Ennerdale Tower New Ennerdale tower Infrastructure Water, 7 000 JHB Water: 7 New Reserviors ENNERDALE F Reservoirs & - 000.00 - Water Regional Reticulation

31045 RNP004_James Street Extension of James Street to Infrastructure Roads, 1 000 20 000 JRA 7 New Extension. New Roads: connect into Broad Street in Pavements, 000.00 000.00 - Construction and Upgrades South Ennerdale en-route to the Bridges & ENNERDALE G Regional underpass at N1. Two lanes per Storm Water direction. 30758 14 Landfill - Ennerdale New To maintain and upgrade Infrastructure Refuse 13 200 1 000 1 000 Pikitup 8 New waste collection ENNERDALE facilities to conform to standard 000.00 000.00 000.00 EXT.6 D City Wide and regulations-(Compliance, cell developments and landfill recycling) 32593 Refurbishment of Zakheni Upgrading of the facility (phase Community Community 6 000 Social 8 Renewal Renewal Skills Development 2)and fencing halls 000.00 - - Development Center LENASIA EXT.6 G Ward 25068 New service connections New Provision of new service Infrastructure Electricity 16 000 16 000 16 000 City Power 9 New Service Connections LENASIA connections Reticulation 000.00 000.00 000.00

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33614 Upgrade Nirvana Substation Lenasia substation, new HV Infrastructure Electricity 40 000 40 000 City Power 9 Renewal Renewal Bulk Infrastructure busbar, new transformers and Reticulation 000.00 000.00 - LENASIA G Regional MV switchboards

33617 Upgrade Eldorado Substation Upgrade Eldorado substation, Infrastructure Electricity 40 000 40 000 City Power 17 Renewal Renewal Bulk Infrastructure HV busbar, transformers and Reticulation - 000.00 000.00 ELDORADO PARK G Regional feeder boards

32374 Bushkoppies Works: Replacement of Aerotion Infrastructure Sewerage 38 569 JHB Water: 17 Renewal Replacement of Aerotion System Purification & 000.00 - - Sewer System Renewal Bulk Waste Reticulation Water DEVLAND G Ward 27884 CATCH 215 - Kliptown Raise the low level Bridge Road Infrastructure Roads, 15 000 15 000 JRA 17 Renewal Stormwater Upgrade (Phase above the 100 year flood level. Pavements, 000.00 000.00 - 10): Low Level Bridge. Renewal Bridges & Stormwater Management Storm Water Projects KLIPSPRUIT WEST EXT.1 D Ward 32986 Aqua - Eldorado Park Ext. 4 Upgrading of the swimming Community Swimming 400 Community 18 Renewal Public Swimming Pool Renewal pool pools 000.00 - - Dev: Sport Community Centre ELDORADO and PARK EXT.4 G Ward Recreation 32750 Eldorado Park Infills(1350) New Formalisation and Land Investment Housing 7 000 7 000 17 000 Housing 18 New Bulk Infrastructure ELDORADO Portions Properties development 000.00 000.00 000.00 PARK G Ward

29900 Olifantsvlei Cemetery Renewal Development of the New Community Cemeteries 30 000 9 882 9 117 City Parks 119 Renewal Cemetery NATURENA EXT.15 Olifantsvlei Cemetery for the far 000.00 685.00 315.00 and Zoo D Ward South Areas of Johannesburg

33616 Upgrade Nancefield Substation Upgrade Nancefield substation, Infrastructure Electricity 20 000 20 000 15 000 City Power 119 Renewal Renewal Bulk Infrastructure new HV busbar, transformer Reticulation 000.00 000.00 000.00 NANCEFIELD EXT.1 G and MV feeder board. Regional 32660 Devland Ext 1,27,30,31&33 The Upgrading of Roads and Investment Housing 66 000 30 000 35 000 Housing 119 New Roads and Related Stormwater Related Stormwater System Properties development 000.00 000.00 000.00 New Bulk Infrastructure DEVLAND EXT.1 D Ward

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Region G CIMS Project Name Description Assets Asset 2014/15 Medium Term Expenditure Project Information Number Class Sub-Class Framework Total Total Total Division Ward New Or Location Renewal 33099 Olifantsvlei Works: Infrastructure renewal Infrastructure Sewerage 141 700 47 930 JHB Water: 119 Renewal Infrastructure Renewal Plan Purification & - 000.00 000.00 Sewer Renewal Bulk Waste Water Reticulation KLIPRIVIERSOOG ESTATE D 33239 Johannesburg Central: water sewer Infrastructure Water, 3 000 JHB Water: 119 New Naturena Nasrec water upgrade Reservoirs & 000.00 - - Water New Water Mains NATURENA Reticulation D Regional 33459 Lenasia South Public Library Upgrading of the Library Community Libraries 800 Community 120 Renewal Renewal LENASIA SOUTH 000.00 - - Dev: Libraries EXT.20 G 29358 Ennerdale Clinic, Furniture and Design and layout of clinic, Community Clinics 8 000 Health 121 New Medical Equipment New Clinic construction of buildings and 000.00 - - ENNERDALE EXT.8 G carports, furniture and Regional equipment, landscaping, paving and signage. 33093 Ennerdale: Ennerdale lawley Lawley reservoir Infrastructure Water, 15 000 45 000 JHB Water: 121 New Reservoir New Reservoirs Reservoirs & - 000.00 000.00 Water LAWLEY EXT.1 F Regional Reticulation

33092 Ennerdale: Lawley High level Reservoir 10MI Infrastructure Water, 5 000 10 000 JHB Water: 121 New Reservoir New Reservoirs Reservoirs & - 000.00 000.00 Water LAWLEY EXT.1 F Regional Reticulation

33606 Orange Farm: deep south - Upgrade of existing water Infrastructure Sewerage 16 000 21 000 JHB Water: 121 Renewal Lawley water infrastructure infrastructure Purification & - 000.00 000.00 Water upgrade Renewal LAWLEY Reticulation EXT.1 G 31548 MISCL - Gravel Roads: Lawley. Gravel Roads in Lawley as per Infrastructure Other 13 760 23 000 JRA 121 New New Roads: Construction and Office of the Speaker 400.00 000.00 - Upgrades LAWLEY EXT.1 G Ward 31142 Electrification of Lehae phase 2 Electrification of Lehae phase 2 Infrastructure Electricity 11 000 10 000 10 000 City Power 122 New New Electrification LEHAE G Reticulation 000.00 000.00 000.00 Ward 33302 Lib- Construction of a new Construction of a new Library in Community Libraries 1 500 3 451 7 656 Community 122 New Library in Lehae New Library Lehae 000.00 000.00 000.00 Dev: Libraries LEHAE G 32719 Lehae Ext 2 (Expansion Area) Formalisation Investment Housing 2 000 Housing 122 New (4337) New Bulk Infrastructure Properties development - 000.00 - LEHAE G Ward

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Region G CIMS Project Name Description Assets Asset 2014/15 Medium Term Expenditure Project Information Number Class Sub-Class Framework Total Total Total Division Ward New Or Location Renewal 32739 Unaville(Vlakf ontein Ext 4) Formalisation Infrastructure Other 4 000 Housing 122 New 2402 New Bulk Infrastructure - - 000.00 VLAKFONTEIN G Ward

32703 Vlakfontein Ext 1 (935) New Preliminary Design Report Investment Housing 17 000 Housing 122 New Bulk Infrastructure Roads and Stormwater Properties development - - 000.00 VLAKFONTEIN EXT.1 G Ward

32705 Vlakfontein Ext 2 (872) New Formalisation Investment Housing 13 000 Housing 122 New Bulk Infrastructure Properties development - - 000.00 VLAKFONTEIN EXT.2 G Ward

32707 Vlakfontein Ext 3 (2045) New Preliminary Design Report Investment Housing 9 000 Housing 122 New Bulk Infrastructure Formalisation Properties development - 000.00 - VLAKFONTEIN EXT.3 G Ward

32701 Vlakfontein Proper (1519) New Roads and Stormwater Investment Housing 15 000 15 999 Housing 122 New Bulk Infrastructure Properties development - 000.00 120.00 VLAKFONTEIN G Ward 33100 Bushkoppies Works: Infrastructure renewal Infrastructure Sewerage 53 970 25 000 JHB Water: 122 Renewal Infrastructure renewal plan Purification & - 000.00 000.00 Sewer Renewal Bulk Waste Water Reticulation ELDORADO ESTATE F 28707 Bushkoppies Works:Balancing Bulk Wastewater Infrastructure Sewerage 49 909 JHB Water: 122 New Tank New Bulk Waste Water Purification & 000.00 - - Sewer DEVLAND EXT.27 F Regional Reticulation

33147 Orange Farm/ Deep South: Sewer Upgrade Infrastructure Sewerage 1 000 JHB Water: 122 Renewal Lehae Sewer Upgrade Renewal Purification & - - 000.00 Sewer Bulk Waste Water LEHAE G Reticulation

32897 Lehae Social Housing Project Social Housing development Community Social Renting 2 000 JOSHCO 122 New New Housing Development Housing - 000.00 - LEHAE D City Wide

32493 PTF: Small Public Transport Lehae Public transport facility Infrastructure Transportation 25 000 10 000 Transportation 122 New Facilities: Lehae New Public 000.00 000.00 - Transport Facility LEHAE G City Wide

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12. Monitoring and evaluation

Introduction The Performance Management System (PMS) is one of the mechanisms through which the City aims to improve organisational and individual performance to enhance service delivery. The City’s PMS was originally designed in June 2001 but is regularly reviewed to respond to the experience of implementation, legislative requirements and other imperatives. This Chapter explains how the City’s PMS responds and complies with the legislative environment, addresses identified challenges and plans to improve the performance culture in the future.

The City’s process of establishing and developing the PMS ensures integration between strategic planning, performance monitoring and evaluation, by linking the planned IDP priorities and objectives to the indicators and targets used to measure performance. In addition, the process promotes alignment between planned organisational performance, as reflected in the IDP and organisational scorecard (Institutional SDBIP) and executive management performance as contained in the individual scorecards of Section 57 employees.

Legislative Framework on Performance Management The City’s PMS conforms to various pieces of legislation that exist to govern the performance management of local government. These include:

Municipal Systems Act, (Act 32 of 2000) The MSA requires all municipalities to promote a culture of performance through the establishment of a PMS, which must set Key Performance Indicators (KPI) and targets, as well as monitor, review and report on municipal performance, based on indicators linked to the Integrated Development Plan (IDP), including the national indicators prescribed by the Minister responsible for Local Government.

Municipal Planning and Performance Management Regulations (MPPMR) 2001 MPPR (2001) require that a municipality’s Integrated Development Plan (IDP) identifies all Key Performance Indicators (KPIs) set by the municipality. The 2001 Regulations, also defines a municipality’s performance management system as a framework that describes and represents how the municipality’s cycle and processes of performance planning, monitoring, measurement, review and reporting and improvement will be conducted including determining the roles of different role- players in the PMS process. The regulations require that in developing a PMS a municipality must ensure that it PMS complies with the requirements of the MSA by demonstrating the operation and management of the PMS clarify roles and responsibilities, determines frequency of reporting and accountability lines for performance as well as ensuring alignment of IDP processes with employee performance management.

Municipal Finance Management Act, (Act 56 of 2003) (MFMA) The MFMA sets out reporting obligations of the municipality on the budget and IDP implementation, to promote sound financial management.

Local Government Municipal Performance Regulations for municipal managers and managers directly accountable to municipal managers, 2006 Municipal Performance Regulations for Municipal Managers and Managers Directly Accountable to Municipal Managers (2006) set out how the performance of municipal managers will be directed, monitored and improved

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Organisational Performance Management

Integrated Development Planning (IDP) and Service Delivery Budget Implementation Plan (SDBIP) In line with Municipal Planning and Performance Management Regulations (2001), the City’s IDP contains five-year strategic objectives, programmes, key performance indicators (KPIs), baselines and targets to measure progress over the medium. The IDP contains an annual delivery agenda of annual performance targets to assess implementation progress on a year-to-year basis. This determines the KPI and targets to assess implementation progress on a year-to-year basis. These KPI and targets, which include the prescribed national indicators, are translated into the annual organisational performance plan (or organisational scorecard/SDBIP), as well as the Municipal Entity (ME) and departmental-specific business plans to inform expected city-wide, departmental and individual performance outputs. The expected individual performance output is reflected in the annual individual performance agreements and plans (scorecards), used to assess individual performance. The City’s performance is monitored and reviewed on a quarterly and annual basis, informed by the achievement reports on the identified organisational, departmental and individual performance plans.

Monitoring, Measurement and Review of Performance

Quarterly Performance Reporting on Progress against SDBIP The City’s Performance Management System (PMS) allows for monitoring of organisational performance on a quarterly basis. This monitoring process culminates in performance assessment and reporting of progress of performance against the Institutional SDBIP to Council. The quarterly reports are prepared to identify performance achievements and gaps, based on set IDP indicators.

Mid-Year Budget and Performance assessment Report As part of the performance monitoring and reporting processes and in addition to quarterly performance reports, each year the City compiles a mid-year performance report which presents budget and performance assessment at mid-year. The report documents any amendments to performance that may be required as a result of budget adjustments as required by Section 72 of the Municipal finance Management Act (MFMA). All the quarterly Service Delivery and Budget Implementation Plan reports are prepared and submitted to the Council, Gauteng Provincial and National Treasuries and the Department of Local Government and Housing.

Integrated Annual Report To promote accountability and oversight and for audit purposes, the city also compiles each year, an evaluative Integrated Annual Report on financial and non-financial service delivery performance. This sets out achievement of set targets and indicators in a given financial year. The Annual Report content assists the municipalities, its Councillors, entities, residents, oversight institutions and other users with information and progress made on service delivery. It is aligned to the Integrated Development Plan (IDP), Budget, Service Delivery and Budget Implementation Plan (SDBIP), and in year reports.

In line with MSA (2000) and MFMA (2003)(121) and the relevant National Treasury, Circular 63 on the MFMA 56 of 2003, the city of Johannesburg and its municipal entities prepare an Integrated Annual Report containing both financial and non-financial performance for each financial year. The Integrated Annual Report provides a record of the activities of the municipality or entity during the financial year to which the report relates; provides a report on performance in service delivery and budget implementation for the financial year; promotes accountability to the local community for the decisions made throughout the year by the municipality or municipal entity.

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The quarterly performance reports, mid-year performance reports and Integrated Annual Report are used as decision making tools by the City and they inform planning for the following year. The contents are also used to assist with the annual audits conducted by the Auditor General.

Performance Management of Municipal Manager and Senior Managers

Performance Agreements and Scorecards In accordance with the 2006 regulations, the appointment of all Section 57 employees is in terms of written employment contracts and subject to the signing of performance agreements and scorecards, which are submitted to the MEC for local government, as well as the national minister. Performance agreements in the City comply with provisions of Section 57(1)b,(4A),(4B) and (5) of the Act. They specify the objectives and targets defined and agreed with the employee and communicate the city’s expectations of the employee. These agreements are aligned with the City’s IDP, SDBIP and budget of the City. The City uses the scorecard to monitor and measure performance against set targeted outputs and to measure whether the employee is meeting expectations of their position. The scorecard is the city’s tool to regulate the performance-oriented tool between the City and its employees.

The review of progress on implementation of individual scorecards is assessed and monitored on a quarterly basis and a five-point rating scale ranging from ‘unacceptable’ to ‘outstanding’ is used to assess individual performance. In accordance with regulation 32, the City considers performance related payments after the annual report for the financial year under review has been tabled and adopted by the municipal council. The City’s PMS allows for an evaluation of performance and approval of such evaluation by Council.

In the city of Johannesburg, the past financial years, the City Manager conducted one-on-one performance assessment sessions with the executive directors. The assessment results were moderated by the JPAC and recommended to the Mayoral Committee for approval. In this regard, in addition to its mandated role, the JPAC also assumed the role of the Performance Evaluation Panel to evaluate individual performance.

Organisational structures managing performance in City of Johannesburg Regulation 7(2c) of the MPPMR requires municipalities to clarify the roles and responsibilities of each role player, including the local community, in the implementation of the PMS. The City established the necessary structures to manage and operationalise the system. The roles and responsibilities of the different structures are defined as follows:

Independent Oversight Committees In line with MPPMR (2001) a municipality must appoint and budget for a performance audit committee consisting of at least three members the majority of which may not be involved in the municipality as a councillor or employee. To enhance performance monitoring, measurement and review, the City established Johannesburg Performance Audit Committee (JPAC) that considers the quarterly performance audit reports and reviews the City’s PMS to recommend improvements. The Johannesburg Performance Audit Committee (JPAC) is expected to convene and prepare at least two reports to Council annually and has been provided with a secreatariat to support its work. JPAC also reviews quarterly progress reports against SDBIP. The active participation of the JPAC is useful in enhancing performance management within the City. In carrying out its responsibilities, the JPAC

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closely interacts with the City’s top management to ascertain the level of, as well as alignment between, individual and organisational performance.

Johannesburg Risk Audit Services play an internal performance auditing role, which includes monitoring the functioning of the PMS and compliance to legislative requirements. The internal audit role also involves assistance in validating the evidence provided by executive directors in support of their performance achievements.

Executive Mayor and members of the Mayoral Committee The Executive Mayor and members of the Mayoral Committee manage the development of the municipal PMS and oversee the performance of the City Manager and heads of department.

Council and Section 79 Committees Council and Section 79 Committees play an oversight role and consider reports from the Mayoral Committee pertaining to the functions in different portfolios. The role extends to the impact on the overall objectives and performance of the municipality. In particular they consider the quarterly performance on Departmental and municipal entities and they undertake oversight visits to verify reported performance.

Communities Communities also play a role in the PMS through the annual IDP and reporting consultation processes, which are managed by the Office of the Speaker, in close collaboration with the Group Strategy Policy Coordination and Relations (GSPCR). Ward councillors are agents facilitating community participation in the PMS, mainly through ward committees and regional people centres.

Integrating Performance Monitoring, Evaluation and Reporting to City’s Planning Processes The link between the City’s service delivery imperatives and performance monitoring and reporting is critical to ensuring dedicated tracking of performance, in line with set operational outputs and indicators derived from strategic and operational plans. This includes the IDP whose strategic programmes cascade to the Institutional Service Delivery and Budget Implementation Plan, and departmental plans.

Performance monitoring, evaluation and reporting are critical elements utilised by the City to improve organisational performance and to ensure compliance with various legislative requirements on the municipality. An effective monitoring, evaluation and reporting process contributes to enhanced service delivery.

The establishment of organisational performance monitoring, evaluation and reporting system ensures integration between strategic planning and performance management by linking IDP programmes to indicators and targets that can be used to measure organisational performance through the Institutional Service Delivery budget and Implementation Plan (SDBIP). In addition, the process of performance monitoring, evaluation and reporting promotes alignment between planned organisational performance, as reflected in the IDP and SDBIP and organisational scorecard and individual performance as contained in the individual scorecards of senior management in the City.

The Monitoring and Evaluation Framework enables the City to respond to new challenges and experiences brought about by changes in the structured monitoring and evaluation practices across

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all spheres of government. It builds on related frameworks developed by the City to date, including the current Group Performance Management Framework.

Key aims of the Monitoring, Evaluation and Reporting Framework include:  Fostering a greater understanding of Monitoring and Evaluation (M&E);  A common, standardised language and approach for the application of M&E principles across the entire City;  Enhanced Monitoring and Evaluation practices – with regards to monitoring and evaluation methodology and tools, and the quality, frequency and application of findings;  Clarity on the roles and responsibilities of all those who are directly or indirectly involved in monitoring and evaluation activities;  A means through which monitoring and evaluation practices are institutionalised across the City;  A mechanism for greater integration of M&E practices within the City’s public participation, planning, budgeting, delivery, policy development, oversight, reporting and governance- related processes; and  Providing greater transparency and accountability, through the generation of sound information – to be used in reporting, communication and the improvement of delivery.

In the City of Johannesburg, the monitoring framework sets a foundation for a common understanding of key M&E principles and elements that are applicable to the City as a Group. The M&E principles and elements as contained in the City’s Monitoring and Evaluation Framework are equally applicable to the domain of individual performance management and to group-wide, cluster and/or departmental performance management.

Institutionalising the City’s Monitoring and Evaluation Framework The immediate focus for the City is to ensure the successful entrenchment of the City’s Monitoring and Evaluation Framework through institutionalising an integrated monitoring and evaluation system.

The key objective of the City’s monitoring and evaluation system is to integrate organisational planning, performance monitoring, evaluation and reporting into the City’s planning processes. The system allows for the tracking of strategic objectives deriving from the City’s Joburg 2040 Strategy, the Integrated Development Plans (IDP) and the Service Delivery and Budget Implementation Plan (SDBIP). An overview of this process is provided in the figure below.

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Figure: Monitoring and Evaluation Framework

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A fundamental aspect of the City’s integrated monitoring evaluation and reporting system is that it allows for an integrated monitoring of programme performance across all clusters in the City’s core department’s as well as municipal entities. It further provides for dashboard reporting to enable strategic decision makers to be able to obtain the required information as and when needed for accounting as well as decision making purposes.

Integrating Monitoring, Evaluation and Reporting Principles

The link between the Monitoring Evaluation and Reporting System and the City’s Monitoring Evaluation and Reporting Framework is achieved through the principles contained in the City’s M&E framework which have been adopted from those outlined by the National department of Performance Monitoring and Evaluation (2011:5), as follows:  Be development-orientated and address key development priorities of government and of citizens;  Be undertaken ethically and with integrity;  Be utilisation-orientated;  Be sound;  Advance governments transparency and accountability;  Be undertaken in a way which is inclusive and participatory; and  Promote learning.

Aligning CoJ M&E Framework with Business Planning and Performance Monitoring Processes The success of M&E within the City hinges on the establishment of a shared sense of purpose amongst all players within the City, and a commonly held view of the applicable ‘theory of change’ – that is, “the causal mechanisms between the activities, outputs, outcomes and impacts”, i.e. how IDP programmes and SDBIP targets will lead to the attainment of the Growth and Development Strategy. Establishing a shared theory of change requires a clear and consistent view of the following – phrased as steps within the operational planning cycle

 The desired long-term impacts the City hopes to achieve (Step 1)  Appropriate outcomes aligned to the identified impacts – i.e. those outcomes that will support achievement of the impacts (Step 2)  Outputs identified as necessary to deliver on the desired outcomes (Step 3)  Those activities that will lead to the defined outputs (Step 4)  The various inputs required, for delivery on the defined activities (Step 5) Steps 1 and 2 generally relate to strategic planning (as reflected within the GDS, and the various IDPs through which this is operationalized), while steps 3, 4 and 5 tend to align more with the City’s ‘business planning’ and annual planning processes.

Step 1: Identify the envisaged long-term impact [‘what we aim to change’] Step 1 – identification of the envisaged long- term impact – falls within the domain of organisational delivery. This is the starting point of all organisational planning, including – ultimately – the planning for M&E activities. As illustrated alongside, ‘impacts’ link strongly with planning at the level of the Joburg 2040

GDS – with achievement only likely in the long term.

Step 2: Identify outcomes for desired impacts [‘what we wish to achieve’] Step 2 of operational planning process relates to the identification of those outcomes that will contribute to the achievement of the goals or desired impacts identified in Step 1. While goals or ‘impacts’ tend to be long-term in nature, ‘outcomes’ are often focused on the long to medium-term period, aligning with the planning period associated with the City’s GDS, five-year IDP or Cluster plans.

Step 3: Identify outputs linked to outcomes [‘what we produce or deliver’] This step involves the identification of those outputs that will contribute to the achievement of the defined outcomes. As reflected alongside, outputs tend to be framed within the context of short to medium-term delivery – reflected in planning mechanisms such as the SDBIP, business plans, one-year cluster plans, or within individual scorecards.

Step 4: Identify activities linked to outputs [‘what we do’] Activities are “a collection of functions (actions, jobs, tasks) that consume inputs and deliver benefits and impacts” (The Presidency, 2010, p.11). While some individual scorecards and annual business plans may focus on outputs (and potentially outcomes), many will only cater for activities in the context of a year-long planning period. In these cases, outputs may require more than a year of action, before they can be achieved.

Step 5: Identify inputs required [‘what we use to do the work’] Step 5 involves identification of those resources required to carry out a particular activity to the defined level. Inputs are generally considered in the context of a short to medium-term planning period – e.g. within the annual planning cycle. It should however be noted that they may also need to be planned in the context of multi-year projects, with learnings in one cycle in respect of outcomes, outputs, activities or inputs applied back to forecasts relating to inputs. Inputs may vary significantly from one activity to the next – and may include a wide variety of elements such as funding, people, information technology, materials, infrastructure or tools.

The City of Johannesburg’s Monitoring and Evaluation Framework, Integrated Development Plan, 2012/13 Integrated Annual Report and Performance Management Policy are available on the City of Johannesburg Website, www.joburg.org.za

Annexures 1 to 4 provide the planning reporting templates to assist the city in planning, monitoring and evaluating performance on a quarterly and annual basis

Reporting Templates to be used in City of Johannesburg Organisational, Cluster, Departmental or project planning, in the context of the outcomes approach

Annexure 1: An outcomes chain, integrating steps 1 to 5 above

Impact Outcomes Outputs Activities Inputs (What we aim to change) (What we wish to achieve) (What we produce or deliver) (What we do) (What we use to do the work)

Annexure 2: Indicator Planning Framework

Data Who will Frequency Cost and Who will Report / Who will use the Data Who will report Indicator collection collect the of difficulty to analyse the feedback data? (Audience and source data? How often? method data? collection collect data? format? interests)

Description of Indicator 1

Description of Indicator 2

Description of Indicator 3

Description of Indicator 4

Description of Indicator 5

The City of Johannesburg’s Monitoring and Evaluation Framework

Annexure 3: City-wide Annual M&E Plan

Impact: [Description of impact/ goal Institutional metric at a City] Institutional Institutional annual targets Planning cycle: E.g. 2020 Budget Baseline Implementing – 2025 5-year Key Means of Cluster Indicator/s IDP outputs Verification Yr Yr Yr Yr Yr Yr Yr Yr Yr Yr Yr Key outcomes Target Current year target -3 -2 -1 1 2 3 4 5 1 2 3

The City of Johannesburg’s Monitoring and Evaluation Framework

Annexure 2014/15 City-wide Quarterly Performance Reporting Template

Impact: [Description of impact/ goal at a City City-wide metric Progress Report Budget Utilisation level] Planning cycle: E.g. 2020 – 2025 If ‘Yes’, Quarterly provide 5-year Comments Key Indicator Annual Quarterly Target evidence MoV IDP Baseline Estimate Actual Variance outputs /s target targets Achieved If ‘No’, state Key outcomes Target (Yes/ No) intended mitigation Q1 Q2

Q3 Q4 Q1 Q2

Q4 Q4

13. Disaster and risk management

The City of Johannesburg is aware of the potential impact of disasters and other risks on its service delivery mandate. It has developed extensive risk mitigation measures for both strategic and operational risks that were identified, as well as having a Disaster Management Plan in place to deal with potential disasters and other extreme shocks. This chapter provides a high level overview of these proactive and reactive plans.

Risk Management

South Africa’s codes on corporate governance have consistently identified Risk Management as one of the key pillars for good governance practices; and this, as a continuous process, enables constant improvements in strategy design and strategy implementation as well as an organisation’s systems and operations. The King III report on corporate governance has identified risk governance as one of the cornerstones that can create and sustain stakeholder value.

The City identified some key developmental challenges that confront its metropolitan area, its citizens and other stakeholders. In response, Johannesburg framed its strategic choices and interventions towards becoming a liveable, resilient and sustainable city with good governance as one of the four envisaged strategic outcomes. To achieve this outcome, the City will invest its efforts and resources to become “a high performing metropolitan government that pro-actively contributes to and builds a sustainable, socially inclusive, locally integrated and globally competitive Gauteng City Region”.

The City adopted an integrated approach to risk management with the primary aim of embedding a culture of making the right and timely decisions after taking into consideration associated risk exposures and opportunities. In the City, therefore, risk management goes beyond compliance with legislation, policies, procedures and frameworks. In recognition of the substantial value-add of risk management, the City adopted a formal Enterprise Risk Management (ERM) Framework and policy that were approved by Council; and established an independent risk governance oversight structure.

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Risk Governance in the City

The City constituted independent governance oversight and advisory committees, namely: the Group Risk Management Committee (GRMC) and the Group Audit Committee (GAC); which operate in accordance with Council-approved terms of reference, corporate governance guidelines and practices (King III), and professional practice standards and codes. The GRMC is responsible for independent oversight on the governance of risk, the risk management processes in the City, the mitigation of key risk exposures and advisories on emerging risks that may have an impact on the City. Similar independent oversight structures have been set up as sub-committees of Boards of the Municipal Entities.

While the City has established the independent oversight committees in line with good corporate governance practices, the accountability and responsibility for ensuring effective governance and management of risk remains with the City’s administrative and political leadership structures. The management of risk is the responsibility of executive, senior and junior officials employed by the City, and the Accounting Officer is accountable for effective risk management systems as per regulatory requirements.

One of the key developments in this mayoral term has been the establishment of an Executive Management Risk Committee comprising some members of the executive management team. The City Manager has delegated the Chief Operations Officer to chair this Committee, and alternately, the Executive Director: Group Assurance Services. The Committee carries out its work in accordance with terms of reference that have been approved by the City Manager.

The various roles and responsibilities are summarised in the table below.

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Table: CoJ Governance, Summary Roles & Accountability Committee / structure Chairperson Role & Scope Authority and Accountability Council and Legislature Speaker of Council City-wide Political Oversight Municipal Finance Management Act (MFMA) and Municipal Systems Act (MSA) Council section 79 Chairperson: Councillor Political oversight over each assigned MSA Committees appointed by Council administrative Portfolio Municipal Public Accounts Councillor appointed by Oversight over City’s financial performance MFMA, MSA Committee Council and financial statements Mayoral Committee Executive Mayor City-wide Executive Oversight, MFMA, MSA and King III Tone at the Top for Risk Governance and corporate governance City-wide governance practices Sub-Mayoral Committees Member of Mayoral Oversight over strategies and outputs MFMA (Governance, Economic Committee (MMC) for each towards attainment of GDS Outcomes MSA Growth, Human & Social cluster (Governance, Economic Growth, Human King III Development, and and Social Development and Sustainable Sustainable Services Services)

Group Risk Management Independent and non- Risk governance, independent risk MSA, Council approved Terms Committee (GRMC) executive member appointed management advisories and oversight of Reference, King III by Council Performance Audit Independent and non- Organisational performance management Municipal Systems Act Committee executive member appointed oversight and advisories by Council Group Audit Committee Independent and non- Independent risk, control & governance MFMA, Council approved (GAC) executive member appointed assurance & oversight Terms of reference, King III by Council corporate governance Accounting Officer / n/a City-wide Administrative leadership, MFMA, MSA and King III; ( City Manager) oversight; Council Delegated authority responsibility and accountability Executive Risk Management Accounting Officer, but City-wide monitoring & management of Delegated authority/Terms of Committee delegated to Chief Operations significant risks reference, King III Officer (COO) Boards of Directors for each Independent and non- Non-Executive Leadership and Oversight, MFMA, MSA, Companies’ Act, Municipal Entity (ME) executive member appointed accountable to Mayoral Committee and King III by Council Council ME Sub-Committees (as Independent and non- Accountability to GRMC, GAC, City MFMA, MSA, Companies’ Act, applicable): executive member appointed Manager & Mayoral Committee King III corporate governance  ME Risk and/or Audit by Council Committee Executive Management City Manager Executive responsibility and accountability; MFMA, MSA, Delegated Including Executive Directors risk ownership; strategic & operational risk authority, King III corporate and MEs’ Managing Directors management implementation governance Group Combined Assurance Executive Director Group Combined and integrated assurance Delegated Authority Forum Assurance Services services on risk, compliance, controls, King III corporate governance (to be established) performance and ethics; co-ordination of assurance functions; integrated and sustainability reporting Group Risk Services and Group Head: Risk Risk governance leadership, advisories, Council approved Risk Chief Risk Officers’ (CRO) Management Services risk management process, risk assessment Governance Framework, Forum & methodologies, CoJ risk profile delegated authority, Risk Standards Group Governance Group Head: Group Governance practices in Municipal Entities, Delegated Authority, King III Governance corporate secretarial role Group Internal Audit Group Head: Internal Audit Internal audit assurance and consulting role MFMA, Audit Standards, King Services III Strategy and Operations Departmental Heads/ Design and /or Implementation of strategic Delegated authority; City management (Management Executive Directors plans, strategies, policies and procedures, approved Risk Governance and Staff) and internal control systems. Framework & policy

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Enterprise Risk Management (ERM)

The management of risks has evolved from the management of financial risks and transfer of risks through insurance, to business risk management and, lately, to enterprise-wide risk management which includes the management of risks at all levels of the organisation. The ERM process creates consciousness at both political and administrative levels of the City’s risk appetite and profile. The benefits which the City strives to achieve include: aligning risk appetite to its strategies; enhancing management’s risk response decisions; seizing opportunities and reducing operational surprises and losses through continuous identification of potential events; identifying and managing multiple and cross-enterprise risks; improving deployment of capital and allocation of resources through the use of reliable, relevant and timeous risk information.

The institutional redesign led to the re-positioning of risk management and assurance functions into group functions, thereby enabling a city-wide and holistic view to the risk and controls environment. The overall strategic objective is to embed a culture of risk management across the City and its entities at strategic and operational levels as well as in the management of projects. Accordingly, the Group ERM programme has been based on Outcome 4 of the Joburg 2040 Strategy.

The priorities identified in the City’s ERM programme for the first year of the Integrated Development Plan are on-going, as these should be reviewed and benchmarked against best practice; and will therefore be carried forward on a yearly basis. These priorities are as follows:  Combined assurance strategies through collaborative and integrated approach to risk, control, ethics and compliance advisories;  Identification, documentation and communication of the Group Wide Risk Universe;  Group Risk threshold levels / appetite and tolerance levels;  Strategic & Operational Risk Profiles;  Standardised City risk assessment methodology;  IT, Fraud, Compliance risk assessments, management and profiles;  Risk Monitoring and Risk response plans advisories;  Cluster, Sector & Departmental risk profiles & registers, risk monitoring and risk reporting;  Management consulting and advising on risk responses and risk mitigating internal controls that are in line with best practices; and

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 Business Continuity Management (BCM) plans & advisories.

Enterprise Risk Management Projects

Projects in the ERM programme are advisory and management consulting services are long term in nature, straddling the entire current 5-year IDP, and even go beyond this term though the focus in each year may vary:  Group Risk Governance (Core Administration and Municipal Entities);  Integrated Group Risk Management Strategy and Implementation Plans;  Priorities and Flagship risk assessments, monitoring and risk profiles  Risk assessment and advisories on management of risks o Strategic Risk Management, o Compliance Risk Management, o Operational Risk management, o Financial Risk Management, o Financial Reporting Risk Management, o Fraud Risk Management o Project Risk Management advisories, and o Contracting and contract risk management;  Business Continuity Management;  Risk Finance (Insurance) Strategy, optimisation of covers and insurance portfolio evaluation;  Risk management application software;  ERM competency building – Core administration and Municipal Entities; and  Integrated reporting capabilities (interactive dashboard).

Integrated approach to Risk Management and GRC functions

There is a high co-dependence between Group Risk Services and the other assurance functions within Group Assurance Services. Each of the assurance functions is at risk of duplication of efforts and overlaps without the proper overall strategic leadership and management. The impact of duplication of efforts between the Governance, Risk and Compliance (GRC) functions would be assurance fatigue, ineffective and inefficient management of the risk and internal control environment. The City has adopted an integrated approach to the management of risk, risk advisory, and assurance processes and systems, which should enable collaboration and co-operation between all the internal assurance role players.

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Risk leadership, ownership and accountability

The embedding of a risk management culture is one of the priorities that have been agreed to by the leadership of the City.  One of the key strategies that have been designed is to ensure that there is convergence in the management of risks and performance;  The city’s organisational scorecard and performance scorecards of executive and senior management now include risk management as one of the key performance areas; and  Further, each of the top strategic risks is assigned a risk owner at Executive or Managing Director level and action ownership. Risk owners must ensure that risk response plans and mitigation actions are designed and implemented by responsible officials.

Continuous Risk Assessment

The assessment of risks requires the identification of organisational objectives and strategies, and an analysis of inherent events that may impact on the achievement of objectives and strategies. While Group Risk services facilitates the assessments of risks through workshops or reviews of existing risks, the primary responsibility for the management of identified and emerging risks lies with the respective executive management.

The City continuously assesses its risk exposures and measures and prioritises these risks using its risk assessment methodology. Priority is given to the potential uncertainties that have been measured to have extreme and high inherent risk exposures. Similar priority is given to those risks that have high residual risk exposure, alternatively, where the respective risk response plans are inadequate and/or ineffective.

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Table: Risk Assessments, Outputs and Outcomes ACTIVITY TIMING OUTPUT OUTCOME Mayoral Priorities Annually and Inherent and residual Risk register for each Awareness, defined and agreed risk risk assessments quarterly Mayoral Priority ownership, accountability and (focus on 5-4-1) responsibility for managing risk Mapping of major projects & project risk profiles to profiles to within risk tolerance levels Mayoral Priorities to enable attainment of goal(s) Strategic Risk Annually City-wide strategic risk register Management of City-wide Strategic Assessments risk profile Strategic risk profiles of Departments and Municipal Management of significant strategic Entities (MEs) risks/risk profile of the Departments and MEs Operational Risk Annually and Departmental and Municipal Entities operational Awareness, risk ownership, Assessment Ongoing risk registers accountability, responsibility for management of risks IT Risk Annually IT governance risks Awareness, risk ownership and Assessments management of IT risks; City-wide IT IT operational risk registers in the IT Department(s) risk profile / Office of Chief Information Officer (OCIO) IT operational risk registers and exposures in Departments in the Core Admin & Municipal Entities Fraud Risk Ongoing City-wide fraud risk register City-wide fraud appetite and fraud Assessments risk profile; Risk Registers of Operations in the City highly Awareness and management of the susceptible to risk of fraud and corruption risk of fraud, corruption, poor ethical conduct All Risk At least Risk registers and profiles inform risk-based Optimal management of risk and assessments annually internal audit plans, forensics planning and control environment; and therefore compliance; as well as management focus on key improved risk profile; risk exposures Performance improvements

Strategic Risk Management

Strategic risk assessments are conducted at least annually. The top 15 city-wide strategic risks are identified and agreed to by Executive Management. The departmental and municipal entities’ strategic risks have been mapped to the City-wide top strategic risks; and gap analyses conducted. The mapping enables effective monitoring of the risk response plans, and key attributes to the significant inherent and residual risk exposures. In addition to the risk analysis of the ten priorities conducted to date, Group Assurance Services has mapped the top 15 strategic risks to these priorities. The table below lists the top 15 strategic risks, the measurement and ranking of each risk area; and a risk heat map is also illustrated.

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Figure: Heat Map of Top 15 City Strategic Risks identified in 2011/12

HEAT MAP: 5 x 5 RISK MATRIX COJ TOP 15 STRATEGIC RISKS - INHERENT RISK RANKING

Risk Inherent Risk Ranking Risk Landscape / Risk Name Measurement

Service Delivery Failure / Inability to meet community Very Very R1 25

Low Moderate High High High expectations and demands almost almost certain 5 R2 Financial sustainability of the City 25 Very High High R3 Administrative Leadership and governance risks 25 Low Moderate High likely 4 R4 Poor asset management and ageing infrastructure 25

High R5 Inadequate IT governance and IT delivery (ICT Risks) 20 Low Low Moderate High R6 Theft, fraud, bribery and corruption possible 3 20 Inadequate contracting and contract management R7 20 Low Low Low Moderate Moderate inadequate skills set due to inability to attract and manage R8 unlikely 20 2 talent

likelihood of occurrence of likelihood R9 Increase in incidents of crime, health and security risks 16 Low Low Low Low Low

remote 1 R10 Non-Compliance to legislation, policies and procedures 16 1 2 3 4 5 R11 Lack of competitiveness to ensure City’s economic growth 16 insignificant minor moderate major severe R12 Environmental risks-acid mine drainage, toxic waste, floods 16 Inadequate stakeholder engagement and relations R13 potential impact / consequences management 16

Inherent Risk measurements (key): R14 Ineffective spatial planning 16 Very High > or = 16 High = Below 16, greater than or equal to 12 R15 Risk management and internal control failure 16 Moderate = Below 12, greater than or equal to 9 Low = less than 9

Operational Risk Management

Operational risk assessments are conducted at the level of each Unit and/or Directorate in the Departments and at the level of business units or directorates in the entities. The outputs hereof are departmental risk profiles, and directorate risk profiles. Both Internal Audit and the Auditor General usually focus on the risk, control and audit universe at operational levels to evaluate the design and effectiveness of the internal control environment, which is a bottom-up approach. Therefore it is critical that management, assisted by Group Risk Services, should consistently analyse operational risk exposures and implement adequate systems of internal controls. Operational risk profiles must be communicated to the management and staff of the department or directorate to ensure that all role players are aware of the risk environment and the responsibilities for the management of identified and emerging risks.

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Financial Reporting Risk Management

Financial Management and Financial Reporting have associated key risks that require proactive management or require that risk response plans are in place should these uncertainties occur. Group Risk Services and Group Finance have assessed the associated inherent risk exposures, to advise management on significant gaps and risk treatment plans and monitor progress in the implementation of the risk mitigation actions. The approach to the development of the Operation Clean Audit (OPCA) strategy and plan of the City has been risk-based and is, therefore, informed by the significant financial management, financial reporting and compliance risk exposures.

Financial reporting risk assessment and risk monitoring also entail the analysis of internal and external audit findings for associated risk exposures, gaps in the mitigation of the identified risks as well as impact of control weaknesses on the City’s risk profile. This analysis is to be undertaken by two units within Group Assurance Services, namely, the Group Risk Services and the Group Combined Assurance Units.

Compliance Risk Management

The Group Compliance Unit within Group Assurance Services will have finalised the City’s Group Compliance Framework, and developed the group compliance universe during the 2012/13 financial period. The Compliance risk assessments will be preceded by the development of the City’s compliance universe. The risks of non-compliance are normally identified during the on-going strategic and operational risk assessments and categorised accordingly. However, particular assessments of the key compliance requirements, associated impact of non-compliance and potential penalties are to be conducted and compliance matrices developed to ensure that management is empowered to monitor their respective regulatory environments.

Contract and Project Risk Management

Finalisation of the City’s project risk management framework and methodology by Group Assurance Services is due by the end of financial year 2012/13. Some of the major projects have been identified from the City’s IDP, Departmental and Municipal Entities’ Strategic and Business Plans; Cluster Programmes and Projects and the City’s Capital Projects Monitoring Unit. Projects that qualify as major include both capital and operational expenditure projects that have either high financial outlay and/or the implementation thereof will have major

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impact on the rendering of public and municipal services by the City. Some of the major projects that are being monitored include: the Bus Rapid Transit (BRT) project; Broadband project; Institutional Re-design project; USDG Grant; Lanseria Airport Development cooperation; Revenue Step Change project.

The risk assessment of projects will go through the following stages: Initiation phase: fitting of concept with City's/ department’s/entity's strategic plan; Planning phase: Identification of project team and affected parties; Execution phase: Execution carried out within budget and schedule; Closure phase: Risks to operations once commissioned; and Monitoring and control: On-going monitoring of the return on investment

The monitoring of the management of risks in major projects of the City will include:  Reviewing the results of the project risk assessments;  Monitoring adherence to project risk management methodology;  Ensuring that Management, with the support of Group Risks Services where appropriate, conducts risk assessments at all stages of a project life cycle,  Ensuring that there is adequate risk information on the project and a risk profile prior to submission for approval;  Reviewing updated project risk registers, changes or movements in the risk profiles

Risk Response Plans Advisories on Risk Management Strategies

The risk matrix enables the prioritisation of risks. The risk mitigation strategies, i.e. whether to accept, avoid, transfer or control risks, will be evaluated to ensure they appropriately respond to the identified risks, and the cost vs. benefit analysis conducted. While Risk Services will monitor the design of risk mitigation strategies / responses in respect of all identified risks, focus will be placed on those inherent risks that have been identified as ‘Very High’ (measurement greater than or equal to 16) or ‘High’ (measurement less than 16 but greater than or equal to 12) according to the risk matrix.

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Figure: City-Wide Top 15 Strategic Risks and Risk Ownership

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Risk Monitoring and Risk Reporting/ Communication

Subsequent to the risk assessments and identification of risk management strategies by respective management, Group Risk Services analyses the adequacy of the risk strategies in bringing the risks to acceptable tolerance levels. The Internal Audit Directorate prepares risk-based audits having assessed the risk environment and determined the risk and audit universe. The risk-based auditing approach ensures that internal audit effort is focused on extreme and high risk areas, and internal audit projects are therefore derived from the strategic and operational risk registers. Internal audit also provides independent assurance on the effectiveness and efficiency of risk mitigation plans.

RISK & RISK BACKGROUND PROGRESS TO DATE Inherent Risk Ranking RISK 1: SERVICE DELIVERY FAILURES Very High . Inadequate strategic & operational planning not aligned . CoJ Growth Development Strategy 2040 programme, Flagship to community expectations or national programmes programmes . Citizenry expectation gaps . Ten Mayoral Priorities aimed at repositioning CoJ and focusing on . Community expectations increasing service delivery . Inefficiencies and service disruptions . Cluster and collaborative approach implementation . Ageing infrastructure . Alignment of Cluster plans and Departmental business plans to . Rapid urbanization and migration (rural to urban Joburg 2040 Strategy migration) . Establishment of Customer Relations & Urban Management . Proliferation of informal settlements (CRUM) Department within OCM . Unavailability of land and inadequate funds and capacity . Joburg 10 Plus programme . Unemployment and economic Inequalities . Enhanced pro-active communication in case of disruptions . Social Inequalities . Community engagements, timing and structured feedback sessions . Expanded Social Package Programme (Community Development Department) . Socio-economic: Procurement and Contracting with (use of) local communities is receiving strategic focus . LED strategy implementation and procurement from local communities . Planning Department - informal settlements programme RISK 2: FINANCIAL SUSTAINABILITY Very High

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RISK & RISK BACKGROUND PROGRESS TO DATE Inherent Risk Ranking . Compliance with MSA Performance Regulations . City’s Financial Development Strategy & Plan (financial plan) . Revenue Management Strategy / Revenue Step Change . Inadequate strategies for financial sustainability Programme and reported improvements in revenue billing and . Inadequate financial management & over-expenditure collections . Lack of management accounting processes/ function . Change Management programme . Incorrect or non-billing of customers for services and . Cost control procedures implemented rates . Financial ratio analysis and monitoring by Group Treasury . Consumption of services - water, electricity meter function: readings not done timeously Cash flow and liquidity risk; . Declining revenue collections & rising customer debt Debt Coverage, levels (Debt management) Debt to Revenue, . Qualified Auditor General opinion and financial reporting Current and Quick ratios as well as investments risk, interest processes rate risk exposures . Failure to leverage on City-owned assets . Cash-flow management and continuous monitoring . Property Lease vs. Buy decisions . Joburg Property Company revenue generating strategies . Exposure to penalties due to non-compliance (‘sweating the asset’) . Potential operational inefficiencies & losses, theft, . The City’s Finance Department has a Treasury risk management misappropriation function responsible for managing financial risk exposures, and . Unaccounted for losses of water and electricity monitors borrowings and cost of borrowings; and investments. . Contingent liabilities e.g. cost of litigation, contractual . The City has been able to maintain a good credit rating; Impact obligations (Impact of litigation and associated financial of sovereign credit rating losses) . Joburg Water allocated funding to invest in infrastructure . Inability to fund budget due to: upgrade & maintenance to mitigate unaccounted for water . Current macro-economic environment losses . Inadequate sources of revenue . City Power smart metering programme . Slow-recovery from the economic recession . Operation Clean Audit plan based on financial and compliance . Increases in the cost of capital reporting risks . Rising inflation and high gearing (debt) . Draft Contract management framework to mitigate risk of . Increase in consumer prices contractual litigation and financial losses . Global economic decline and impact of imported inflation . Mayoral Priorities: Financial Sustainability and resilience; Smart on municipal debt City; Investment attraction, retention & expansion - opportunities RISK 3: LEADERSHIP & GOVERNANCE RISKS Very High . Negative perceptions about the administrative leadership . Strong leadership and governance practices to mitigate political . Loss of credibility and allegations of misconduct pressures . Perceptions of failure to articulate the short, medium, . Strong leadership of the Joburg 2040 Strategy and long-term strategic direction or strategy formulation; . Institutional redesign and introduction of customer relations and and evidence implementation. group strategy functions . Lack of buy-in into formulated strategic objectives . Institutional strategies to improve whistle-blowing mechanisms . Poor Planning and alignment of operational plans to . King III Code on Corporate Governance – analysis of CoJ overall strategies Alignment . Negative Auditor General audit outcomes on the audit of . Formalisation and implementation of City’s Performance pre-determined objectives Management Framework and Monitoring and evaluation . Information leakages function(s) . Inadequate and ineffective customer relations . Appointment of Group Performance Audit Committee management . Operational Plan to enhance performance management . AGSA reliance on Group Internal Audit Services’ audit of performance information RISK 4: AGEING & AGED INFRASTRUCTURE Very High . Failure to perform preventative maintenance of . City’s Infrastructure Investments – 10 year plan infrastructure . Opportunities for infrastructure upgrade and new developments . Aged water network infrastructure and sewerage system through Transit-Oriented Development and other Mayoral priority . Roads infrastructure requirements programmes & projects . City’s IT infrastructure is ageing . Asset management plans by ISD . Inadequate funding . Joburg Water allocated funding to invest in infrastructure upgrade . Maintenance vs. investment in new infrastructure & maintenance to mitigate unaccounted for water losses . Flood damages . ICT infrastructure upgrade mid-year funding . Malicious damage . CoJ currently rolling out ICT infrastructure – Broadband . Damage to infrastructure due to accidents . Joburg Roads Agency – strategy for infrastructure investments

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RISK & RISK BACKGROUND PROGRESS TO DATE Inherent Risk Ranking and maintenance . Mayoral Priorities and programmes: Resource Resilience, Smart City, engaged citizenry – opportunities & knock-on effect RISK 5: INADEQUATE IT GOVERNANCE & IT DELIVERY RISKS Very High . Unstable/unavailable network . Approval of ICT Governance Framework and City-wide ICT . Lack of an IT strategy strategy . Mismanagement of IT projects . Opportunities for leveraging on connectivity and mobile devices . Ageing IT infrastructure and an under-utilized for efficient and effective communication and information sharing Disaster Recovery Plan & Non-credible information . The IT Disaster Site set up, reviewed and tested . Connectivity (e.g. USB, smart phones, social . Assurance on IT Disaster Recovery plans networking); and mobility (e.g. 3G cards, GPS devices) . Outsourced IT services to a number of IT service providers to are increasing. mitigate reliance on a single service provider . Failure to maintain proper accounting and . IT contracts management & monitoring management records . Centralised development and/or acquisition of application . Inability to access timely, correct and reliable software solutions to ensure compatibilities information . Revenue application system & LIS interventions . Lack of appropriate information for decision-making . Mayoral Priority: Smart City programme purposes . Inadequate IT Disaster Recovery Plan RISK 6: FRAUD, THEFT, CORRUPTION Very High . Inadequate detection techniques . Establishment of Group-wide forensic investigation function . Conflict of interest & SCM related fraud; corruption and . Development of a combined assurance strategy bribes . Anti-fraud & anti-corruption strategy & whistle-blowing channels . Cash, cheque, credit and debit card fraud . Centralised and 24-hour city-wide fraud hotline . Inadequate or no supervision, weak internal control . Annual declaration of interest by Councillors & all City officials environment . Declaration in formal / official meetings where business . Lack of or inadequate risk ownership, poor decisions are taken, and recusals organizational culture . Regular compliance reviews of conflict of interest transactions . Low honesty scale and poorly motivated staff and declaration of interest . Failure to establish and maintain strong internal . Outsourcing of forensic investigations - complexity, control system independence and objectivity . Inadequate staff and IT resources to respond to . Fraud risk assessments and development of group-wide fraud and corruption fraud prevention plan RISK 7: INADEQUATE CONTRACTING & CONTRACT MANAGEMENT Very High . City-wide contract management framework . Draft City-wide contract management framework . Poor contracting procedures . Each contractor / service provider payment is only processed . Poor quality of services/ workmanship on the submission of a service level agreement as supporting . Contract failure or misalignment causes financial loss documentation. . Inadequate supervision of contractors . Some departments and municipal entities use certificates of . Inadequate provisions in SLAs & tender documents completion. . Delegations of Authority . Establishment of Group Legal & Contracts Department . Inadequate performance monitoring and evaluation RISK 8: INADEQUATE SKILLS SET & INABILITY TO ATTRACT & MANAGE TALENT Very High . Poor succession and retention planning . A City-wide climate survey that includes MEs has been finalized . Inadequate remuneration policy and is currently being rolled out for completion by June 2012. . Uncompetitive remuneration packages & salary . Continuous engagement with organized labour & SALGBC as disparities appropriate . Lengthy recruitment processes and terms of employment . Training interventions on Labour Relations and Leadership by contracts. Wits Business School (130 enrolled). . Pending retirement age of baby boomers . Establishment of remuneration & skills retention Committee in . Fixed term contracts progress . Labour unrest / industrial actions . Conversion of Fixed term employment contracts into permanent . Inflexible remuneration structure and policy lack of contracts (900 employees) parity Core vs. MOEs RISK 9: INCREASE IN INCIDENTS OF CRIME, HEALTH AND SECURITY RISKS High . Service delivery failure . There is continuous surveillance of communicable diseases by . increasing incidents of crime Health department. . Impact of HIV/Aids, other serious and communicable . Targeted Outreach and Health promotion campaigns at

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RISK & RISK BACKGROUND PROGRESS TO DATE Inherent Risk Ranking diseases migrants are conducted. . Influx of immigrants which in turn could lead to . Joburg 10 Plus Xenophobic attacks . Mayoral priorities and development of strategies to ensure: Engaged active citizenry, Agriculture and food security; Sustainable human settlements . Safer Cities programme a Mayoral priority; and leveraging on EM participation in global safer cities programme RISK 10: NON-COMPLIANCE TO LEGISLATION High . Lack of awareness of applicable laws, regulations, . Group Compliance function being set-up within Group policies and industry standards Assurance Services . Compliance not integrated in operations . Development of a group compliance framework/ compliance risk . Lack of a City-wide compliance framework governance framework . Poor supervision and monitoring . MFMA compliance questionnaire completed by entities and . Absence of compliance checklist departments . Ignorance of the law, regulations, policies and industry . Risk Services has taken the initiative to include compliance risks standards profile workshops as part of operational risks assessment . Compliance not integrated in operations . Partial compliance . Poor supervision and monitoring RISK 11: LACK OF COMPETITIVENESS TOWARDS ECONOMIC GROWTH High . Globalization & emergence of other cities . The City’s Department of Economic Development tracks the key . Poor road maintenance, waste removal and other basic economic indicators, and reports on the national and local services economic environment . Failure of major capital investments in infrastructure or . A number of projects and cooperation agreements with private long-term investments sector at exploratory phase . Inability to meet the demand for an integrated and . One stop shop option being considered efficient transport network . Reduction of red tape . Failure of the Broadband network project . Simplifying investment processes . Introduction of toll road fees on National and Provincial . Incentives being considered roads in the Gauteng & bad buildings . Bus Rapid Transit System / programme an enabler to economic . Economic inequalities participation . Mayoral Priorities and opportunities from development of strategies: Smart City initiatives, SMME and Entrepreneurial support; Investment attraction, retention & expansion; green economy RISK 12: ENVIRONMENTAL RISKS High . Water and air pollution, carbon emissions . CoJ GDS2040 Green economy . Inclement weather, and changes in weather patterns . Water & Air Pollution monitoring . Lack of water and sanitation facilities especially in . Chemical dosing & litter control informal settlements threaten the quality and supply of . Waste management & minimization clean water to communities . Bruma Lake rehabilitation programme (funding required . Increasing water levels of the acid mine drainage approximately R36 million vs. available) . Discharge of toxic waste into source of water, Bruma Lake . Projections of decrease in water levels RISK 13: STAKEHOLDER RELATIONS MANAGEMENT High . Strategic stakeholders may not be pro-actively engaged . GDS2040 public engagement for input into this strategy. and segmented for targeted and effective . Development & annual reviews of IDP of the City ensures communication intensive engagement with communities. . Communication & marketing strategy and plan . Continuous engagement with Provincial Government at the . City may not be leveraging on information levels of both political and administrative leadership. communication technologies (ICTs) . The CoJ communication and marketing strategy is currently . CoJ IT Security policy has not allowed for access to under development social media. However, this platform has since been . Establishment of Group Communications Dept & appointment opened for at least the marketing & communications of Exec Director people with effect from September 2011. . Growth Development Strategy - Gauteng City Region . Less focus on marketing the brand “Joburg” strategies, model and process to be developed in collaboration . Use of different branding or identities that do not with Province

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RISK & RISK BACKGROUND PROGRESS TO DATE Inherent Risk Ranking necessarily embrace the brand of its parent municipality or its shareholder. . Gauteng City Region – collaboration with Provincial Government and neighbouring metros / municipalities RISK 14: INEFFECTIVE SPATIAL PLANNING High . Ineffective spatial planning and interventions to address . New Mayoral Priorities – e.g. Transit-Oriented Development & inequalities in society (disproportionate amount spent on Sustainable Human Settlements transport and food by the poor) . Regularisation of informal settlements . Continuous regularisation of informal traders . City Department of Planning and Urban Management strategies . Spatial planning inequalities . Economic Development framework and industrial notes RISK 15: INADEQUATE MANAGEMENT OF RISKS & INTERNAL CONTROL FAILURES High  Inadequate risk culture & duplication of effort  Establishment of Group Risk Services function & RM business  Re-active approach to risk management model  Lack of co-ordination in implementing risk strategies and  Council approved Risk governance framework and policy risk monitoring  City-wide dashboard of risk & controls – tool acquisition in  Accountability and responsibility for managing risk & progress control environment is not defined and assigned to  Risk management included as KPA & KPI (Cars); and senior management. performance measured  Poor co-ordination, overlapping mandates, a silo  Executive Risk Management Comm mentality, absence of service level agreements (Slaps)  Group Risk Services participate in Municipal Entities’ Audit/Risk and poor communication. Committees  Internal control systems key to the management of risk,  Actions addressing gaps identified in independent review of and one of risk management strategies City-wide risk management process  Formalisation of City-wide Internal Control framework pending

Risk Finance

Risk Finance is a risk management strategy taken by the City to transfer the risks from loss, theft, damages of assets as well as other perils to a third party. In its simplest form, risk finance is taking out insurance on City-owned assets. The CoJ has over the past five years experienced a gradual increase in the number of insurance claims, and therefore the cost of insurance.

The City’s risk finance programme comprises of conventional insurance covers for its fleet and non-fleet/ non-motor; and also has a contingency policy used to fund insurance excess. Group Risk Management Services is assisted by certified insurance brokers in the placement of maximum insurance covers.

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Disaster Management

Legislative framework

Section 1 of the Disaster Management Act, No. 57 of 2002 defines “disaster management” as “a continuous and integrated multi-sect oral, multi-disciplinary process of planning and implementation of measures aimed at – (a) Prevention or reducing the risks of disaster; (b) Mitigation the severity or consequences of disasters; (c) Emergency preparedness; (d) A rapid response and effective response to disasters; and (e) Post-disaster recovery, and rehabilitation”.

The purpose of the City of Johannesburg’s Disaster Management Plan is to document the institutional arrangements, both for departmental and Municipal Entities, for disaster management planning which includes the assignment of primary and secondary responsibilities for priority disasters posing a threat to the City.

In terms of section 41(1) (b) of the Constitution, all spheres of Government are required to “secure the well-being of the people of the Republic”. Section 152(1)(d) specifically requires local government to “promote a safe and healthy environment”. Section 26(g) of the Municipal Systems Act, No. 32 of 2000 stipulates that a disaster management plan must be reflected in the Municipality’s Integrated Development Plan (IDP). Sections 52 and 53 of the Disaster Management Act, No. 57 of 2002 also requires of each municipality and municipal entity to prepare a Disaster Management Plan.

The CoJ Disaster Management Plan aims to facilitate an integrated and coordinated approach to disaster management in the City which will ensure that the City achieves its vision for disaster management embedded in the Joburg 2040 strategy which is to build resilient, sustainable and liveable communities.

In summary, the Joburg 2040 Strategy highlighted the following potential disasters facing the City, namely:  Increasing urbanisation  Climate change

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A review of information from the 2011 Census shows an increase in population of the City by 37% over a 10 year period. This puts additional pressure on the City’s resources and planning and includes an increase in the number of vulnerable people as many live in squalor areas without proper amenities. The level of social degradation is very high in these communities leading to social problems such as child abuse and crime.

Census 2011 also showed a marginal increase in the number of households with most people still living in informal dwellings. There has however been a decrease in the number of people who live in informal dwellings. Households using electricity for lighting has increased by 5.8%, using electricity for cooking increased by 8.6% and using electricity for heating increased by 5.2 % between 2001 and 2011. This is a critical indicator as most of the fires the City responds to is caused by the lack of energy sources or safer alternatives.

There is a decrease of 5% in the number of people that own homes and a 9% increase in the number of people who rent. A 3.1% decrease was found in the number of people who occupy rent free houses. 6.4% of households have access to piped water. The number of households with access to piped water has increased tremendously however some informal settlements still lag behind. There is a great improvement in the number of people that use proper sanitation system.

In conclusion, Census 2011 shows improvement in all categories but there are specific areas that are still vulnerable to fires, flooding and health related risks given the lack of amenities.

National Disaster Management Framework The CoJ Disaster Management Plan is in line with the National Disaster Management Framework and addresses disaster management through four key performance areas, namely:  Integrated Institutional Capacity for Disaster Risk Management  Disaster Risk Assessment  Disaster Risk Reduction  Response and Recovery

Each of the performance areas as listed above are detailed further on in this chapter.

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Brief overview of Risk Profile of the City of Johannesburg

The City’s current disaster risk profile is based on an initial high-level risk identification process, conducted by the Disaster Management Centre and the process included the following steps:  Identification of the hazards with respect to its frequency, magnitude, speed of onset, affected area and duration  Vulnerability of communities, This was done by describing, where possible, the vulnerability of people, infrastructure (including homes and dwellings), services, economic activities and natural resources exposed to the hazard  Estimation of losses resulting from the action of the hazard on those that are vulnerable, to evaluate likely consequences or impacts  Identification of capacities, methods and resources readily available to manage the risk  Estimation of the level of risk associated with a specific threat to determine whether the resulting risk is a priority or not. Estimation of the level of risk is done by matching the likelihood of a hazard or disaster with its expected impact or consequences. This process allowed for different threats to be compared for the purpose of priority setting.

Based on the above, the following have been identified as the top ten prevalent disaster hazards for the CoJ:  Fires  Floods  Crime  Illegal electricity connection  Service delivery protests  Building hijacking  Poverty  Lack of information and awareness  Poor drainage system  Urban degradation

The most prevalent hazards, affecting most of the City’s areas and with the highest potential probability for escalating to a state of disaster, are:

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 Fires  Floods  Crime  Service delivery protests

Integrated Institutional Capacity for Disaster Risk Management

Disaster Risk Management Structure

The Disaster Risk Management structure of the City of Johannesburg is based on the current Administrative structure of the City, which is headed by the City Manager and his Executive Management Team, including the Group Heads, Executive Directors of different City Departments and MDs /CEOs of Municipal Entities.

The various levels making up the management structures for Disaster Risk Management in the City endeavour to maintain existing services and adapt to deal with the changed circumstances during major incidents or disasters.

Roles and responsibilities

It is important that this plan highlights the roles and responsibilities of all stakeholders to ensure that there is no confusion during a disaster and that lines of communications are adhered to.

Executive Mayor The Executive Mayor will declare a local disaster without assistance of Provincial Government and take overall responsibility for the execution of the Disaster Management Plan in the City. He will also ensure that response and relief is conducted and if needed liaise with the Premier on the impact of a disaster and measures taken to lessen the burden on communities.

Member of the Mayoral Committee for Public Safety The MMC for Public Safety will report to the Executive Mayor on the impact of a disaster and measures taken to minimise the burden on communities. He or she will liaise with other MMC’s on issues requiring collaboration with other City Departments and MEs and facilitate the release of the disaster relief fund by the Council.

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City Manager The City Manager will avail City resources to deal with consequences of a disaster and report on impact of the disaster. He will also facilitate recognition of organizations who contributed to reducing the impact of disasters.

Executive Head: EMS The Executive Head will chair a high-level coordinating committee made up of the MMC for Public Safety, the City Manager, Executive Directors and Heads of other City Departments and Municipal Entities. The Executive Head will also authorize the funds needed for disaster relief and ensure that there are adequate resources to reduce the impact of the disaster

Director: Disaster Management The Director: Disaster Management will advise the Executive Mayor on steps needed to be followed in declaring a state of local disaster. The Director will also ensure that the disaster plan is activated and implemented as per risk reduction measures in the disaster plans, mutual aid and service level agreements are activated and that stakeholders take necessary actions to respond to the disaster

Heads of Departments and Municipal Entities Heads of Departments should report to their respective Political heads on response, recovery and rehabilitation measures undertaken by their respective Departments.

Political Intervention Disasters affect communities who voted for political representatives. It is therefore imperative that all MMC’s and Ward Councillors are involved in assisting Disaster Management personnel during a disaster.

Disaster Risk Assessment

The Disaster Management Plan contains risk assessment based on field studies, observations and primary- and secondary data sources. The City’s Disaster Management Plan has as far as possible been embedded in the current reality of the municipality.

The City is committed to implement measures to conduct comprehensive and progressive assessments which will contribute to the development of disaster risk profiles which are

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current and relevant and which will inform planning and the implementation of risk reduction strategies.

The City does regular disaster risk assessments in assessing its top ten risks as well as its capacity on a regular basis to ensure that it’s ready and prepared for any kind of disaster.

Disaster Risk Reduction

In order to reduce risk, the City has embarked on a number of initiatives, namely:  City By-laws: The Disaster Management Centre will monitor and educate communities on existing by-laws and engage stakeholders in enforcement and compliance  EMS will oversee the formulation of plans and projects to reduce disaster risk, including the integration with CoJ IDP initiatives  Individual City Departments and ME’s will be responsible for the development and maintenance of their own Department / ME’s Disaster Management Plans. In terms of Section 52 of the Act, each municipal organ of state and any other municipal entity operating within the municipality is responsible for the development and maintenance of the disaster management plan for its functional area. Departmental and municipal entity plans are an integral part of City’s Disaster Management Plan and therefore the head of each Department and of each ME must ensure that copies of the plan and any amendments to the plan are submitted to the Head of the City of Johannesburg Disaster Management Centre  Community awareness programmes: Risk awareness is critical to all communities to ensure risk avoidance. The communities and schools are therefore prepared to compile their ward-based Disaster Plans. Non-governmental organizations, business, security services and all other parties must be part of the ward-based disaster plan  Communication is an essential ingredient of Disaster Risk Management. In a disaster situation the communication office in the City will lead and assist to disseminate information and update the situation as it prevails. A communication strategy for Disaster Risk Management forms part of the City’s Disaster Management Plan  Facilitate the development, implementation and maintenance of disaster management plans, programmes and practices for strategic disaster risk reduction which will ensure that individuals, households, communities, infrastructure and the environment within the boundaries of the City are resilient to disaster risk

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 Develop, establish and maintain a comprehensive information management system, an effective communication system and an accessible public awareness and information service  Provide for accessible training, education and research opportunities for disaster risk management stakeholders in the municipality  Facilitate the establishment of a disaster fund for disaster risk management in the City  Develop, implement and maintain dynamic mechanisms for monitoring, evaluating and continuously improving disaster risk management practice, projects and programmes  Ensure the development and maintenance of a current and relevant disaster risk profile  Ensure the development, implementation and maintenance of comprehensive disaster risk reduction planning and implementation by the City’s departments and Municipal Entities  Identify cross-boundary disaster risks which pose a threat to the City or to neighbouring jurisdictions and facilitate the development, implementation and maintenance of plans to manage such risks  Establish and maintain an information management system which includes the development and maintenance of a database linked to a Geographical Information System (GIS); hazard maps and risk maps informed by the disaster risk profile; a register of volunteers; a communication directory and a record of available resources  Serve as a conduit and repository for information concerning disasters, impending disasters and disaster risk management in general  Act in an advisory and consultative capacity on issues concerning disasters and disaster risk management in the area by the establishment of the City of Johannesburg Disaster Management Advisory Forum  Establish and maintain ward disaster risk management structures to deliver services in terms of all of the activities associated with disaster risk management to the 130 wards within the boundaries of the City; and to integrate them into the disaster risk management arrangements for the municipality  Establish and maintain co-operative partnerships with multi-sectoral role players including the private sector in accordance with Chapter 3 of the Constitution and the Integrated Development Plan objectives  The establishment, management and maintenance of a unit of volunteers

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 Ensure adequate capacity to deal with rapid, coordinated and effective disaster response and recovery by: o Facilitating the development, implementation and maintenance of contingency plans for disasters which have been identified in the risk profile as priority risks for the City; o Facilitating the development and implementation of standard operating protocols and field operations guides for the various activities associated with disaster response and recovery based on joint standards of practice amongst all relevant role players to ensure rapid and effective responses; o Developing and maintaining a disaster response and recovery plan incorporating the contingency plans, response and recovery protocols and field operations guides; o Developing guidelines and the capacity to assess the magnitude and severity or the potential magnitude and severity when a disaster occurs or threatens to occur and determining whether the event should be classified as a local disaster; o Developing guidelines and the capacity (including in communities known to be at risk to disasters) for conducting initial assessments of damage and adverse effects and the immediate humanitarian needs of those affected; o Mobilising the necessary resources to provide immediate humanitarian assistance and to restore or make temporary arrangements to maintain critical lifeline services, mission critical systems and business continuity during and immediately after a disaster occurs or when a disaster is threatening to occur; and o Providing and co-ordinating physical support to communities and the critical systems on which they depend, in the event of those disasters which are classified as local disasters.  Maintain comprehensive records, documentation and reports of disaster response and recovery operations.

Response and Recovery

The City is committed to facilitating the development and implementation of contingency plans to ensure rapid, appropriate and effective disaster response and recovery to disasters which occur or are threatening to occur within the boundaries of the City. The City will also ensure that it assesses the effect of any disaster which may occur in the City as well as to examine any further consequences and disaster risk in the emergency areas.

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The City will assess all response actions by the Departments and ME’s contributing in this Plan, and advice and formulate recommendations on the response actions, including the mitigation of any further disaster risk, as required. The City will also ensure that affected communities are returned to normal as soon as possible.

The Disaster Management Directorate will continuously engage with research and development institutions to ensure that new developments are disseminated and implemented to the benefit of the City. Disaster Risk Management will continuously engage and plan with various security services within National Department structures i.e. the South African Police Services and the South African National Defence Force.

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