CITY OF JOHANNESBURG DRAFT 2009/10 INTEGRATED DEVELOPMENT PLAN (IDP) REVISION
1 Table of Content Table of Content ...... 1 CHAPTER 1: INTRODUCTION...... 3 CHAPTER 2: STRATEGIC OVERVIEW ...... 8 CHAPTER 3: INTERGOVERNMENTAL ALIGNMENT...... 23 CHAPTER 4: COMMUNITY OUTREACH ...... 36 CHAPTER 5: SPATIAL DEVELOPMENT FRAMEWORK (SDF) AND CAPITAL INVESTMENT FRAMEWORK (CIF)...... 40 CHAPTER 6: GOVERNANCE AND ADMINISTRATIVE ARRANGEMENTS ....63 CHAPTER 7: PERFORMANCE MANAGEMENT SYSTEM...... 74 CHAPTER 8: SECTOR PLANS ...... 79 Community Development Sector Plan...... 92 Corporate And Shared Services Sector Plan ...... 113 Economic Development Sector Plan ...... 123 Environmental Management Sector Plan ...... 150 Financial Sustainability Sector Plan ...... 162 Governance Sector Plan ...... 173 Health Sector Plan ...... 200 Housing Sector Plan...... 210 Infrastructure And Services Sector Plan...... 218 Legislature Sector Plan ...... 227 Public Safety Sector Plan...... 237 Spatial Form And Urban Management Sector Plan...... 247 Transportation Sector Plan...... 263 CHAPTER 9: KEY IDP STRATEGIC INTERVENTIONS ...... 275 CHAPTER 10: 2010 FIFA WORLD CUP ...... 283 CHAPTER 11: AREA BASED INITIATIVES AND PROJECTS ...... 307
2 CHAPTER 1: INTRODUCTION
The developmental nature of societies is not static and performance changes over time, it is thus required in terms of Municipal Systems Act that municipalities must review their IDP on an annual basis in order to assess their performance and reflect on changes in the communities. The Integrated Development Plan (IDP) is a comprehensive, integrated and multi-faceted document that seeks to accomplish sets of objectives and imperatives. And one of the primary objectives of 2009/10 IDP review is “To host the best World Cup ever in 2010” and accordingly the 2009/10 IDP review is informed by such imperatives.
Therefore the 2009/10 IDP review happened during interesting period in the history of the City of Johannesburg in the sense that it was written as the process of 2010 FIFA World Cup preparations unfolds. The CoJ as a major host city for 2010 FIFA World Cup plays a pivotal role in ensuring that the country delivers on a mandate of a memorable and best World Cup ever in true African style. Therefore this document is unique because it dedicates a chapter solely on 2010 which showcases and reflects on the state of readiness for 2009 FIFA Confederation Cup and 2010 FIFA World Cup. In addition to a dedicated chapter on 2010 FIFA World Cup, various sector plans in 2009/10 IDP review document shed more light on 2010 FIFA World Cup programmes and projects deliverable for 2009/10. The impact of the 2010 FIFA World Cup permeates the entire organization hence there is deep shared commitment from all the CoJ internal and external stakeholders.
2010 FIFA World Cup has permanently transformed the landscape of the CoJ in terms of stadiums, transport and supporting infrastructure since the history of the discovery of Gold in Johannesburg. It is for this reasons that the 2009/10 IDP review is a unique document that seeks to position the CoJ as a World Class African Host City for FIFA World Cup.
The driving force behind the development of an IDP is summarised by the following five main reasons:
Firstly, the IDP is part of a suite of strategic planning instruments that guide development and service delivery in the City. The Growth and Development Strategy (GDS) provides the vision and long-term strategic perspective for the City, while the IDP sets out the strategic plan for the medium term that coincides with the electoral term of 2006 to 2011. Each department and Municipal Entity (ME) within the City is required to complete a detailed annual business plan that gives operational expression to the IDP;
Secondly, the Municipal Systems Act prescribes the formulation and approval of the IDP by the full Municipal Council, meaning that the IDP may not be delegated. This is important because the legislation lends the weight of the law on to the IDP and the approved IDP itself has the force of law;
Thirdly, the IDP is the key mechanism for vertical and horizontal alignment. It strives to achieve vertical integration between the municipality and other spheres of government; and works towards horizontal integration between adjacent municipalities;
Fourthly, the IDP weaves together the discrete activities within the municipality by providing a strategic overview, detailing the processes of intergovernmental alignment, showing the outreach and consultation process, setting out a summary of the Spatial Development Framework and Capital Investment Framework and framing the Performance Management System. The essence of the IDP is the Sector Plans, which defines the delivery agenda. The Financial Plan component of the IDP shows the linkages between the IDP and the budget as a whole; and
Lastly, once the IDP is approved by the Council it becomes a public document governed by Promotion of Access to Information Act 2 of 2000 which gives effect to the constitutional right of
3 access to any information held by the state and any information that held by another person and that is required for the exercise or protection of any right; and to provide for matter connected therewith. It is for this reason that the IDP must be made available to all City of Johannesburg stakeholders.
PROCESS FOR THE 2009/10 REVIEW
Two critical events necessitate the early commencement of the 2009/10 IDP review process:
The national and provincial election held on 22 April 2009; and FIFA Confederation Cup, a prestigious warm-up event that serves as a dry run to the 2010 FIFA World Cup.
IDP Assessment workshop IDP Assessment discussion Workshop, held at Shumba Valley in August 2008, set the tone for the 2009/10 IDP review. The primary aim of the Workshop was to highlight challenges for the next financial year in view of the two critical issues raised above. The idea of roundtable discussion on sector plan, business plan and budget was recommended in order to expedite the process of 2009/10 IDP review. The Roundtable discussion served as a dry run for departments to prepare for the Budget Panel which was held from 26 November to 1 December 2008.
Budget Lekgotla I The first Budget Lekgotla was held in September 2008 and it sought to achieve amongst others the following objectives:
To perform a strategic assessment of the mid-term and key IDP Intervention (first half of electoral term) including achievements, opportunities and challenges; To define the medium term budget for the City of Johannesburg; To conceptualise and implement community-based planning; and To conclude discussions on the content of the Mid-Term Report.
Emerging from the Budget Lekgotla was a comprehensive progress report on the following key IDP interventions:
Rea Vaya Bus Rapid Transit project and Gautrain; Formalisation of informal settlements; Implementation of Growth Management Strategy; Developmental approach to Property Rates and Tariffs; City Power Risk Assessment; Housing delivery and secondary property market (facilitation of housing delivery by private sector and provincial government on a leveraging basis); Increased spending on maintenance of infrastructure, roads and public facilities; City wide 200 000 Tree Programme; Community Bank and SMME Fund; Upscaling of Soweto Empowerment Zone; Implementation of Inner City Regeneration Charter; 2010 Soccer World Cup; Environmental Demand Side Management (Energy, Water and Refuse); Upscaling of targeted crime prevention initiatives; Implementation of Social Package; and Upscaling of basic infrastructure to meet national targets.
The aforementioned key IDP interventions are discussed in detail later in Chapter 4.
4 Sector/Business Planning Round Table and Budget Panel Hearings Following the Budget Lekgotla, core departments and Municipal Entities engaged in earnest in an initial round of business planning and budgeting in preparation of the Budget Panel hearing. The budget panel hearing was held from 26 November to 1 December 2008 and provided comments on initial core departmental and Municipal Entities (MEs) budget submissions based on the IDP programmes and projects. Municipal Entities and core departments were required to update the sector plan and business plan based on the comments emanated from the Budget panel. A special Budget Panel Assessment Workshop was held on the 16th of January 2009 as follow up to the Budget Panel hearing. Three core departments and two MEs presented further motivation for their budget proposals. The second Budget Panel Assessment Workshop in preparation for Budget Lekgotla II was held on the 26th of January 2009. The primary aim of workshop was to deliberate on the following key issues:
Budget proposal assessment; Capital project prioritisation; Financial plan framework; and Community based planning.
Following the Budget panel hearing all departmental sector plans were submitted to section 79 committees for comments. Departments updated sector plan and business plan simultaneously from the comments emanating from the committees.
Intergovernmental Engagement In reviewing the CoJ IDP 2009/10, provincial engagements took place and Provincial Government committed to provide Capex budgets that are reflected in chapter 11: Area-based initiatives.
IDP and Public Participation A stakeholder summit is scheduled for 28 March 2009 and it will provide for opportunities for stakeholders to represent the interest of their ward as to ensure sustainable communication between all stakeholders and City of Johannesburg when it comes to service delivery. IDP and Public participation allow the City and communities to plan together in order to achieve joint and coordinated outputs that compliment each other. Furthermore, it will also aid in fostering a social contract between the City and communities as well as empowers ward councillors and ward committees to take ownership for development in their areas.
The CoJ introduced community based planning at ward level. Through community based planning wards’ concerns and challenges were responded to in the IDP, departmental and Municipal Entities business plans and finally in the budget.
The first phase of community based planning entailed ward preparation, SWOT analysis and ward vision and draft ward plans.
The second phase of community based planning consisted of the finalisation of the draft ward plans, including the three (3) ward issues and the integration of those ward issues in the IDP.
Midterm Report The midterm report reviewed the CoJ performance according to the sectors as defined in the GDS and IDP, namely governance, financial sustainability, economic development, spatial from and urban management, environment, transportation, infrastructure, housing, community development, health, public safety and corporate and shared services. The mid-term review provided a report against the commitment made in the 2006-2011 Integrated Development Plan and 2006 Growth and Development Strategy. Therefore the 2009/10 IDP review is informed by the midterm progress in order to address the challenges were gaps were identified.
5 STRUCTURE OF THE 2009/10 IDP DOCUMENT
The document consists of the following chapters:
Chapter 1 : Introduction Chapter 2 : Strategic overview Chapter 3 : Intergovernmental alignment Chapter 4 : Community outreach Chapter 5 : Spatial development framework Chapter 6 : Governance and administrative arrangements Chapter 7 : Performance management system Chapter 8 : Sector plans Chapter 9 : Key IDP strategic interventions Chapter 10 : 2010 FIFA World Cup Chapter 11 : Area-based initiatives and projects
The section below describes the proposed content to be covered in each chapter.
Chapter 1: Introduction Chapter 1 defines the IDP and its importance in relation to good governance, coordination and integration across the three spheres of government and also as a mechanism to enhance community participation and accountability. Furthermore, it outlines the key components of the entire IDP document as a well the process followed in compiling the 2009/10 IDP review. It also reflects on the challenges encountered and lessons informing this review process, and how this experience will inform future planning in terms of long, medium and short-term planning. It conceptualises the significance of the 2009/10 IDP review in relation to the current context. This chapter will also highlight the key drivers of the 2009/10 IDP review process; namely: •The Millennium Development Goals (MDGs); Six principles of the Growth and Development Strategy; Mid- term reporting on the progress made against the 2006 ANC Local Government Manifesto; Key IDP Strategic Interventions; City’s readiness to host 2010 World Cup; and Community Based Planning.
Chapter 2: Strategic Overview This chapter of the Integrated Development Plan sets out: How the City’s Growth and Development Strategy continues to provide the strategic frame for the IDP; and Key aspects of the strategic context within which the City is operating, which have shaped strategic choices about where to place programmatic and budgetary emphasis in 2009/10.
Chapter 3: Intergovernmental Alignment This chapter highlight the City’s efforts towards strengthening intergovernmental alignment and rigorous sectoral engagement with provincial counterparts through the Exco approved July-to- July Road Map. It also reflects on the lessons from the MEC’s on the City’s 2008/09 IDP. It also highlights key areas of alignments between the City and Provincial/National counterparts and identifies joint initiatives as well as Gauteng Provincial Government projects within the CoJ area. This chapter will also reflect on some of the City’s initiative in addressing issues of inter municipal alignment with a view of to improving horizontal and vertical alignment.
6 Chapter 4: Community Outreach This chapter deals with the City’s outreach process and rolling out of the Community Based Planning Phase 2 (drafting of ward plans). It also integrates community inputs into the Sector Plans, Business Plans and Budgeting processes.
Chapter 5: Spatial Development Framework This chapter outlines high-level interventions of the spatial development framework, Growth Management and Capital investment programmes into the City’s settlement restructuring agenda. This discusses the outcomes and the impact of the Growth Management analysis in relation to the revised SDF and Capital Investment Framework for the City.
Chapter 6: Governance and Administrative Arrangements This chapter outlines and demonstrates how the City’s governance and institutional arrangements has been implemented for achievement of the vision of “A World Class African City”. Furthermore, it reflects on key programmes and activities for the Offices of the Speaker and Chief Whip in relation to the City Governance model. It also reflects on the functioning of Section 79 Committees, Service Level Agreements and the appointments of Boards for the Municipal Entities. With regard to human resources, it outlines the City’s HR Shared Services Centre Model.
Chapter 7: Performance Management System This chapter outlines the processes and systems that are in place for monitoring and reporting on the issues of organisational performance in relation to the 5-Year Mayoral priorities as well as for the individual scorecards and also to report on the achievements as well challenges that require further attention.
Chapter 8: Sector plans The departmental sector plans are the building block of the City’s 5 year IDP. The annual review of sector plan provides the City with an opportunity to reflect on progress made in each sector and to identify delivery agendas for the year ahead (2009/10) and to reporting on the progress made on the 5 Year IDP Sectors Indicators as well as City’s Growth and Development Strategy. It also forms the basis for the development of business plans and departmental performance management targets. Furthermore, it also addresses internal and external environment that impacting on each sector and reports on the progress towards meeting IDP 5 year objectives and targets.
Chapter 9: Key IDP Strategic Interventions This chapter provides a progress report on each key IDP strategic Intervention and outlines key plans for the remainder of the current mayoral term.
Chapter 10: 2010 FIFA World Cup Projects This chapter outline the progress in terms of the implementation of 2010 projects and it also highlight challenges facing the City in implementing its plans in relation to these projects. Furthermore, it also highlights the CoJ state of readiness to host the Confederations in 2009 as well as the 2010 World Cup.
Chapter 11: Area-based Initiatives and projects This chapter provides an overview of the City’s key projects and initiatives at an area-based level. These projects and initiatives support of the 5-year Mayoral Priorities, City’s Growth and Development Strategy (GDS) and the delivery agendas for 2008/09. The chapter also includes the key urban management issues and interventions for each of the city’s regions. Furthermore, it also includes the Gauteng Provincial Government Capex projects for 2008/09 to be implemented in the City of Johannesburg municipal area.
7 CHAPTER 2: STRATEGIC OVERVIEW
INTRODUCTION
This chapter of the Integrated Development Plan sets out: How the City’s Growth and Development Strategy continues to provide the strategic frame for the IDP; and Key aspects of the strategic context within which the City is operating, which have shaped strategic choices about where to place programmatic and budgetary emphasis in 2009/10.
THE GROWTH AND DEVELOPMENT STRATEGY AS THE STRATEGIC FRAME FOR THE IDP
The Municipal Systems Act (MSA) (Act 32 of 2000) requires that municipal IDPs must include the following components:
A vision of the long-term development of the municipality; An assessment of the existing level of development in the municipality which must include an identification of the need for basic municipal services; The municipality’s development priorities and objectives for its elected term; The municipality’s development strategies, which must be aligned with any national or provincial sectoral plans and planning requirements; A spatial development framework which must include the provision of basic guidelines for a land use management system; The municipality’s operational strategies; A disaster management plan; A financial plan, which must include a budget projection for at least the next three years; and Key performance indicators and performance targets.
In the City of Johannesburg, a deliberate choice was made at the start of the current Council term of office to develop the first four of these components through the formulation of a Growth and Development Strategy (GDS).
The GDS and a 5-Year 2006/11 IDP are not disconnected or competing documents. They were developed simultaneously, through the same process, and are regarded as related parts of a regular and predictable medium-term cycle of strategic resource allocation. This cycle ensures that every five years the City will:
Review progress made over the previous term of office; Assess future growth & development opportunities and challenges and re-orientate longer- term strategy, and On the basis of these two steps, chart the course forward for the next term. Diagrammatically this regular, predictable cycle of integrated long term and medium term planning can be represented as follows.
8 5 year term 5 year term review review
GDS Revised GDS
2006/11 2006/11 2006/11 2006/11 2006/11 20011/16 5-year IDP IDP rev1 IDP rev2 IDP rev3 IDP rev4 5-year IDP
June 05 June 06 June 07 June 08 June 09 June 10 June 11
In this system of planning the GDS charts the long term strategic course, and makes some of the bigger, overarching decisions about what should be prioritized to accelerate growth, reduce poverty, build sustainable settlements and empower communities. The IDP defines the medium term path. It spells out where we want to be after five years, and how we intend to get there. In a sense, the GDS and 5-Year IDP are two sides of the same coin, with the GDS articulating for the IDP an assessment of the state of development in the municipality, a vision for long term development, and a statement of development priorities and strategies which frame IDP objectives and programmes for the 5-year.
The Growth and Development Strategy is made up of four sections:
A Long Term Strategic Perspective. This provides a perspective of what the future may hold, on the basis of a strategic analysis of current and future trends and dynamics. It defines strategic challenges and opportunities, and the implications thereof; A Development Paradigm. This is a set of core propositions for what must be emphasized if the City is to follow the best and fastest route to development. This boils down to 6 principles that light the way on the development path ahead; A Vision Statement. This is a statement of what an ideal city ought to look like 25 to 30 years from now; A clear set of strategic choices for exactly what we should aim to accomplish over the longer term and what we need to do concretely to achieve this. These choices consist of: Long Term Goals; and Long Term Strategic Interventions for achieving our Goals.
These Long Term Goals and Long Term Strategic Interventions constitute one half of a set of Sector Plans. The Sector Plans bridge the GDS and IDP. Whereas the Long Term Goals and Strategic Interventions emerge from the GDS, they are carried over into the 2006-11 IDP to frame:
5-Year Objectives, specifying the outcomes we will aim to achieve over the next term of office; and IDP Programmes (made up of initiatives, projects, new policies, etc), which state exactly what must be done in the next five years if we are to achieve our 5-Year Objectives.
The 2006/11 5-Year IDP has twelve Sector Plans. These roughly correspond with the portfolios of the Mayoral Committee (with two sector plans – Financial sustainability and Economic Development belonging to one Member of the Mayoral Committee, and Governance being shared between the Executive Mayor and Speaker), and also with the departmental structure of the municipality. The thirteen sector plans are:
9 Community Development Corporate & Shared Services Economic Development Environment Financial Sustainability Governance Health Housing Infrastructure & Services Legislature Public Safety Spatial form & Urban Management Transportation
This integrated package is expressed diagrammatically as:
Analysis t e e n e v v c r c i e e t e t v v n c r r D m D a e
g u o
e e l n r n n D p n t c s r y i h a
o
a i s t t s n r e s l t n i p e n a a v m u a r v a f o r a f n o u o e o c n p a r i n E H H I E S T H S F G C Vision
Proactive absorption of the poor 1. Long-Term Goals Balanced & shared growth 2. Long Term Strategic Interventions Facilitated social mobility
Settlement restructuring bridging into …
Sustainability & environmental justice 3. Five-Year IDP Objectives 4 Five-Year IDP Programmes Innovative governance solutions
The heart of the Growth and Development Strategy is the Development Paradigm. In 2006, through an extended process of internal consultation and debate informed by clear political choices emerging locally and nationally, as well as national and provincial policy directions, the City of Johannesburg extracted a set of six core development principles. These six principles are value propositions that cut across and underpin the strategic choices made in the GDS and IDP.
The six principles are:
1. Proactive absorption of the poor: Johannesburg is South Africa’s premier business city. This means it will remain a magnet for opportunity seekers. The City will not hope that the poor will go elsewhere. And it will not fail to address their needs. The City will work to facilitate the transition of ‘the poor’ (new households, new internal and circular migrants; those in hostels, informal settlements and historical ghettoes; youth; and refugees) into the city. This means helping the poor to access basic livelihoods, start to build a core of assets, master demands of urban life, gear up for participation in the urban economy and negotiate urban costs of living.
10 2. Balanced and shared growth: Historically, Johannesburg’s relatively fast economic growth has been premised on commodity exports, in turn reliant on low input costs – especially low wage costs – for large business. The City must continue to keep the cost of doing business in the city as low as possible, but the structural dynamic in the economy must change if all residents are to enjoy the fruits of this growth. In a future local economy, ‘accelerating economic growth’ and ‘ensuring that the benefits of growth are shared more broadly’ will not be separate priorities. The City must instead work to ensure that the rate of economic growth is itself being driven up via a process of spreading the benefits of economic growth.
3. Facilitated social mobility and reduced inequality: As a post apartheid city Johannesburg has a non-negotiable obligation to ‘absorb’ the poor. But this does not mean taking in more poor people so that we carry a bigger welfare burden. We don’t just want to help people in poverty. Through shared growth, and other measures, we want to help people out of poverty. This is critical for the future development of Johannesburg. A bigger middle-strata of society is critical to expand the domestic economic market, and thereby encourage investment, bring greater social stability, and create the pool of savers, risk-takers and investors in human capital from which derives future productive capacity. This means we must work to enable people to aspire, and to unblock obstacles to rapid social mobility.
4. Settlement restructuring: We have transformed our City in institutional terms. We must now accelerate the restructuring of our city in spatial terms. This involves a number of things. But at the very least, as a matter of principle, we need to change city form to bring jobs closer to people and people closer to jobs. This requires boldness and creativity, and perhaps a fundamental change in planning approach away from simply facilitating spatial development towards actively directing it. We acknowledge that cities are built by many players but we must regain control over future spatial structure.
5. Sustainability and environmental justice: Recent events in New Orleans illustrate that cities ignore the risk of global environmental trends at their peril, and that the worst affected whenever cities fail to manage these risks are always the poor. Johannesburg must become a more ‘sustainable city’ by anticipating and managing the effects of environmental change. This means trying to limit the impact of urban processes of production and consumption on the environment, inter alia by adopting more environmentally sustainable practices. It also means promoting ‘environmental justice’ by ensuring that poorer communities do not routinely suffer most the effects of urban-environmental risks and disasters, as well as ensuring that quality of life is enhanced by extending green infrastructure to areas that have historically functioned as grey, featureless dormitory townships.
6. Innovative governance solutions: The worldwide long-term trend is for citizens and stakeholders to demand more and more of their governments while at the same time wanting to contribute less and less to the public purse. Efficiency improvements are critical, but will only be part of the long-term solution. It is recognized that the development challenges facing the City cannot be met alone. The City of Johannesburg is committed to finding joint solutions to these challenges by working closely with citizens, communities, business, other spheres of government and other interested stakeholders.
The Vision for the City of Johannesburg contained in the GDS gives expression to these 6 principles. It states:
In the future, Johannesburg will continue to lead as South Africa’s primary business city, a dynamic centre of production, innovation, trade, finance and services. This will be a city of opportunity, where the benefits of balanced economic growth will be shared in a way that enables all residents to gain access to the ladder of prosperity, and where the poor, vulnerable and excluded will be supported out of poverty to realise upward social mobility. The result will be a more equitable and spatially integrated city, very different from the divided city of the past. In this world class African city for all, everyone will be able to enjoy decent accommodation, excellent
11 services, the highest standards of health and safety, and quality community life in sustainable neighbourhoods and vibrant urban spaces.
The Growth and Development Strategy, as summarised here, continues to provide the strategic frame for the 2009/10 revision of the 5-year 2006/11 IDP. There has been no cause to reconsider its core principles or key long term goals and strategic interventions that frame the medium-term objectives contained in the IDP.
STRATEGIC ASSESSMENT
While the strategic frame for the IDP, as provided by the GDS, has not changed, it is appropriate that each revision of the IDP refreshes the City’s understanding of the strategic context within which it operates. Through an annually updated strategic assessment the City may arrive at key points of emphasis and make key decisions on where to allocate resources for the next financial year.
This strategic assessment, organised by each of the GDS principles, draws on: The City’s mid-term report on progress over the first two and a half years of the current term of office, released in November 2008. This included an assessment of what the City hopes to achieve in the remainder of the term of office; The results of a set of GDS indicators that have been developed to assess overall progress on key strategic outcomes; Strategic assessment discussions at the two Budget Lekgotlas held as part of the normal annual planning cycle; Identification of critical strategic challenges and opportunities arising in the next year.
GDS indicators In 2007/08 the City identified and approved 26 key GDS Indicators to track progress on the implementation of the Growth and Development Strategy. These are as follows:
Note: The figures included are illustrative only for this draft IDP. All available data will be checked and included in the final IDP
Principle 1999/2000 2001/02 2002/03 2003/04 2004/05 2005/06 2006/07 2007/08
Gross Value Added 2 4.0% 3.2% 5.0% 4.1% 5.7% 5.6% 6.1% 6.4% (GVA) growth per annum
Unemployment rate 2 33.5% 34.3% 30.1%
Number of EPWP jobs 2 16 036 27 000 54 349 103 641 created by the City
Human Development 3 Index (HDI)
Household Gini co- 3 efficient
Total number of 1 housing opportunities created by the City
12 Principle 1999/2000 2001/02 2002/03 2003/04 2004/05 2005/06 2006/07 2007/08
The number of units in 1 informal settlements in the city
Unaccounted for water 5 38.1% 42.5% 37.9% 35.6% 33.1% 33.5% 34.9%
Electricity outages: 2 number and duration per yr
bulk 2
medium 2
low 2
Households with 1 access to basic water services
number 1
percentage 1
Households with 1 access to basic sanitation services
number 1
percentage 1
Households with 1 access to basic electricity services (LOS2)
number 1
percentage 1
Total city ecological 5 footprint in sq km
Days per yr that air 5 pollution is within air quality guidelines
Net tonnage of waste 5 disposed of in landfill sites
Transport to work 4
13 Principle 1999/2000 2001/02 2002/03 2003/04 2004/05 2005/06 2006/07 2007/08 average time 4 average cost 4
Percentage of people 4 travelling by public transport
Total fatalities per 4 million vehicle kms travelled
HIV/Aids prevalence 1 30.6% rate
Infant mortality under 1 1 year old
Maternal mortality per 1 annum
Crime rates 6
Municipal Credit Rating 6 A- A+ AA- (MCR)
Household Satisfaction 6 64 62 68 61 60 63 Index (HSI)
Business Satisfaction 6 69 68 58 64 64 Index (BSI)
Number of cases of 6 corruption reported 6 resolved 6
Proactive absorption of the poor Census 2001 estimated the City’s population at 3 225 812, growing at an average of 4, 1% per year. The 2007 Community Survey results, released at municipal level in March 2008, estimate the Johannesburg population at 3 888 180. This is consistent with estimates derived by the Bureau for Market Research in 2006, that Johannesburg’s population was then 3 790 000.
These estimates represent a 20, 5% growth over the 6 years since the last census, at an average growth rate of about 3, 16% per year. At this rate of growth the§ City has estimated that it needs to plan for a population of approximately 4,2 million by 2010, and an additional one million people, over and above the Community Survey results, by 2014/15.
Continued high population growth rates are driven primarily by rural to urban as well as cross- border migration.
There is some evidence that new dynamics may be emerging in rural to urban migration patterns.
14 While rapid urbanisation is often accepted as the norm, there is evidence that many urban areas in South Africa are still in a transitional phase, with much migration being of a temporary nature. The City’s GDS summed up this trend as ‘fast but tenuous urbanisation’. On this pattern the City will continue to see many single person households establish themselves in informal settlements, backyard shacks and apartments in inner city bad buildings. In these tenure arrangements they try to maximise incomes and minimise urban costs of living in an effort to send as much money home to families remaining in rural areas. Commitment to sustained urban livelihoods is limited, and if households suffer poverty-shocks, for example through the loss of a job or a sudden decline in health, they will leave the city to ‘return home’ to rural areas or small towns.
But the 2007 Community Survey suggested that this pattern may be changing. It indicated that the rate of growth of households may have slowed considerably since the last census. In 2001 there were 1 006 742 households in the City, growing at 6, 7% per year. In 2007 the Community Survey estimated 1 165 014 households. This represents a household growth rate of 2.46% over the last 6 years, with an estimated increase in household size from 3, 2 persons to 3, 3. There are many factors that may explain this, including weaker public housing delivery. However, one important possible explanation is that in the 1996-2001 period many new-migrants set up single person households, for example in dwellings in informal settlements, and as a consequence population growth rates were high over the period, but the pace of increase in numbers of households was even higher; by contrast, in the post 2001 period new-migrants began to consolidate their households by bringing their families from rural areas to live with them in the City, resulting in higher population growth relative to household growth, and an increase in average household size. These trends demand more investigation. They may mean that the service delivery burden on the City could become more manageable over time.
Cross-border migration remains a key issue for the City. The xenophobic violence that swept across Johannesburg and other cities in South Africa in May 2008 speaks to the vulnerability of both foreign migrants and local communities that do not yet feel integrated into the mainstream of city-life. Foreign migration into Johannesburg can be expected to continue. Various factors, such as the recent cholera epidemic in Zimbabwe, may even accelerate this trend.
Migration certainly represents a challenge, but the City remains committed to the fundamental premise contained in the GDS that the future development of the country as a whole can only be enhanced if a greater percentage of the population find sustainable livelihoods in urban centres. The GDS recommends planning based on higher levels of population and household growth, based on the thinking that over the medium to long term demographic trends do not follow an immutable logic, but are strongly influenced by the policy choices that the City itself makes to exclude or absorb new migrants. Because the City has a responsibility to help unwind national apartheid settlement patterns which condemned millions to lives of poverty and low opportunity in rural hinterlands, and because Johannesburg’s own development prospects may be eroded by the unwillingness of a large portion of the population to invest their aspirations and resources in the City permanently, the GDS advocates a policy of trying to accommodate and assimilate new migrants as quickly as possible. This has implications for the costs that must be borne by established and wealthier residents of the City, who will in effect have to subsidise the process by which newer households get onto the ladder of urban prosperity. While this may seem onerous, as a policy choice it is preferable to one which aims to exclude the poor in the hope that they will ‘go somewhere else’ – a policy path that will inexorably lead to greater inequality, more informal settlements, relatively more crime and violence, greater economic uncertainty and instability, and ultimately lower growth and development prospects for the city as a whole.
The challenge of migration is therefore not how to prevent more people coming to Johannesburg, but how to realise the potential opportunities of successfully absorbing newcomers into the city so that they do not end up marginalized socially, spatially, economically and politically. This requires accelerated pace of housing delivery and service network extension, as well as creative measures to smooth the costs borne by poorer households as they enter formal housing supplied
15 with metered services. It also requires innovative approaches to building a fast-growing and sustainable economy in which the benefits of wealth creation are equitably shared in a way that adds further to the dynamic of growth.
The available evidence suggests that the City continues to make progress in meeting its population’s requirements for access to housing, piped water, decent sanitation, regular waste removal and electricity. For example: Against a target of 100 000 new housing opportunities over the five year term of office the City achieved 14 307 in 2006/07 and 19 892 in 2007/08. The City rolled out Level of Service 1 water connections to 17 332 households in 2006/07 and a further 4 216 households in 2007/08. The Community Survey estimates that 91,6% of households in the City had piped water either inside their dwellings or to their yards. The City rolled out 20 837 new electricity connections in 2006/07 and a further 16 500 in 2007/08. The Community Survey estimates that 89,4% of households now use electricity for lighting purposes (compared to 84,9% in 2001)
Access refers both to physical proximity and availability of network infrastructure, and to affordability of the service. In this respect the City’s social package continues to evolve: In 2007/08 the City increased the allocation of free basic water to 10kl for some 110 000 households registered on its indigency database; Over the last year it has also introduced further allocations of 4kl free emergency water for those households on pre-payment meters, and provision for households to represent themselves to the City for more free water beyond this if they meet certain criteria. In 2008/09 the City was required by the National Property Rates Act to change the basis for its valuation roll from valuing site only to valuing both a property’s site and improvements. This change shifted the burden of taxation across the city, with newer areas, and areas where there are relatively larger houses on relatively smaller stands, picking up more of the burden. To alleviate the impact the City has phased in the new system, most notably in the way it impacts sectional title properties. It also provided that the first R150 000 of value is excluded from the calculation of property tax. This means that many poorer areas may little or no rates. At the same time as the new property rates were introduced the City shifted to a new basis for charging for refuse removal. Pikitup tariffs are now also scaled by property value. A household living in a property valued at less than R150 000 pays no refuse charges, except for a minor city cleaning levy. In 2008/09 the City also extended free basic electricity from 50kWh to 100kWh for those households on the lifeline tariff. Households consuming less than 300kW are assumed to be on the lifeline tariff.
The City’s social package will evolve further in 2009/10 with the introduction of per person allocations of free basic services, up to a maximum per household. This will deepen the benefit of free and subsidised services still further. These measures are critical to protect poor households, since all the evidence suggests that South Africa is moving steadily from a low- infrastructure cost environment to one in which the full costs of building and maintaining infrastructure are factored into the price of services. For example the load-shedding crisis in early 2008 led to a double increase in Eskom’s, and thereafter City Power’s tariffs. City Power absorbed some of the costs implied by the second hike, but even then the price of electricity to some properties in the city increased by 50-60%. This trend will continue. Municipalities have been instructed by National Treasury circular 48, issued on 2 March 2009, to budget on the assumption of a minimum 25% increase in bulk-electricity costs.
Balanced and Shared Growth The ability of Johannesburg to proactively absorb the poor depends to a very large extent on whether the local economy grows in a sustainable manner, and in a way that spreads the benefits of growth.
16 According to the Global Insight database, Gross Value Added (GVA) growth in the City was in the region of 6% in 2006 and 2007.
The City’s economy is dominated by four sectors, three of which are service sectors. The four key sectors are: Financial and business services Retail and wholesale trade Community and social services Manufacturing
While not a major sector in terms of economic weight, the table below makes clear that construction has also seen dramatic growth in the last few years.
Annual Growth in Real Value Added 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 1 Agriculture -5.4% -1.1% 12.7% 2.8% -6.9% 9.2% -5.9% 0.5% 2.4% -7.7% 0.3%
2 Mining 53.4% -3.8% -0.8% 5.0% -22% -1.2% 9.1% -2.1% 10.5% 0.6% -1.4% 3 Manufacturing 7.5% 5.6% 3.9% 3.5% 2.9% 2.8% -1.0% 4.9% 5.1% 5.4% 4.3% 4 Electricity 8.0% -7.3% 2.3% -2.4% -5.5% 3.9% 3.1% 3.2% 2.1% 3.0% 3.1% 5 Construction 4.6% -5.7% 3.9% 10.2% 0.8% 11.8% 12.8% 12.5% 13.4% 18.3% 19.1% 6 Trade 3.5% 3.3% 11.3% 4.9% 2.1% 3.1% 7.3% 6.0% 7.9% 6.8% 5.0% 7 Transport 13.0% 8.8% 10.4% 7.9% 7.1% 8.8% 6.0% 6.4% 5.2% 4.5% 5.7% 8 Finance 9.8% 8.7% 9.6% 7.0% 8.8% 10.3% 3.8% 7.9% 5.3% 7.3% 9.3% 9 Community -0.2% 0.8% -0.7% -1.0% 0.4% -0.3% 4.3% 2.5% 3.2% 3.5% 3.6% services Total Industries 6.3% 3.9% 5.7% 4.0% 3.2% 5.0% 4.1% 5.7% 5.6% 6.1% 6.4% GVA Taxes less 10.1% 2.2% 3.9% 0.7% 0.8% 5.6% 2.6% 6.3% 5.3% 5.2% 5.0% Subsidies on products Total GDP 6.6% 3.8% 5.6% 3.7% 3.0% 5.0% 3.9% 5.7% 5.6% 6.0% 6.2% Source: Global Insight Database, 2008
GDP growth has been robust in recent years, and emergent economic sectors have been rising to contribute further to that growth. But it is now clear that the last year of tumultuous economic crisis will impact significantly on the national and local economy.
In the first half of the 2008 calendar year, the world saw a rapid rise in commodity prices, most notably a spike in the price of oil to almost $150 per barrel. This translated into spiralling inflation and rapidly rising interest rates. Although the evidence indicates that they have peaked, neither inflation nor interest rates come down significantly.
In the second half of 2008 the world witnessed a global financial and then economic collapse on a scale not seen since the Great Depression of the early 1930s. The financial crisis has frozen credit in almost all countries. Though South African banks were largely insulated, the crisis has nevertheless seen a significant increase in risk aversion locally. An inability to borrow has translated into weaker domestic spending. Coupled with a rapid decline in demand for exports, this has dampened investment plans of firms, and in some sectors already led to retrenchments. This will in turn lead to lower demand. As a consequence the South African economy shrank by 1, 8% in the last quarter of 2008, although it still grew by 3, 1% over the year.
17 These trends will impact negatively on Johannesburg’s economy. This is a concern when the city is already grappling with sustained high unemployment, and continued inequities in the geographic and racial distribution of work and wealth creating opportunities.
The employment profile in the City is presented below using figures from the 2001 Census and 2007 Community Survey, as well as the Labour Force Survey. The unemployment figures from both the March 2007 LFS and the March 2007 Community Survey are aligned at approximately 30% on the expanded definition of unemployment.
2001 2007 Employed 1 085 546 62.7% 1 417 463 70.4% Unemployed 647 039 37.3% 596 417 29.6% Total workforce 1 732 585 2 013 880 Not economically active and as % of working 640 059 27.0% 626 769 23.7% age population Working age population 2 372 644 2 640 651 (15-65) Source: Census 2001, and Community Survey 2007
March 2007 March 2006 March 2005 March 2007 March 2006 March 2005 Employed 1,355,673 1,278,591 1,256,494 69.9% 65.7% 66.5% Unemployed 582,926 668,793 633,041 30.1% 34.3% 33.5% Total workforce 1,938,599 1,947,383 1,889,535 Not economically active and as 583,720 622,738 566,522 23.1% 24.2% 23.1% % of working age population Working age population 2,522,319 2,570,121 2,456,057 (15-65) Labour Force Survey (LFS), March 2005, 2006, 2007. (Expanded Definition of Employment)
While there are reasons to be concerned about the short to medium term future of the City’s economy, there are also reasons for optimism.
On the one hand, two major soccer tournaments – the Confederations Cup and the World Cup – as well as other events such as the World Culture Summit will bring significant numbers of tourists into Johannesburg. Visitors spend during these events will lift the local economy.
On the other hand, the slowdown in the economy gives the City a little breathing space to catch up with infrastructure demand. For example lower demand for power and smaller increases in vehicle purchases provides space for the City to get ahead of the curve on electricity supply and road maintenance for when demand picks up again. This will enable Johannesburg to have a more solid platform for sustainable growth over the longer term.
For these reasons the City remains committed to supporting economic growth of up to 9% by 2014, despite the current downturn.
Social Mobility and Reduced Inequality A lack of adequate data means it is difficult to get a clear understanding of the changing class composition of Johannesburg’s society, and in turn those factors that are blocking social mobility and increased equality. This lack of clear data notwithstanding, the available evidence suggests both that some progress is being made, but that there remain concerns with: Levels of income and wealth inequality;
18 The inability of households to realize wealth from assets, most notably by using property in townships to secure capital for education, business investments, etc. A still poorly functioning property market in many areas of the city constrains movement of people out of poverty; Unequal access to the skills needed to participate in an economy that is rapidly transiting to one in which finance & business services and trade are the key drivers of growth and jobs; The effect that the price of the City’s own services has on the ability of households to stabilize themselves in formal shelter, and move up the housing ladder.
Information modelled by the Bureau for Market Research in 2006 gives the following picture of annual household income in the City, when compared to Census 2001. It shows that a smaller proportion of Johannesburg households are very poor in 2006 than in 2006, and a greater proportion may be considered middle class. However, it still tells a story of very serious income disparities.
Annual household income (R) 2001 2006 No income 196,695 18.7% 130,278 10.7% R1 - R4 800 43,469 4.1% 28,714 2.4% R4 801 - R9 600 115,015 11.0% 125,514 10.3% R9 601 - R19 200 185,440 17.7% 243,112 19.9% R19 201 - R38 400 167,639 16.0% 255,818 20.9% R38 401 - R76 800 120,671 11.5% 142,379 11.7% R76 801 - R153 600 90,228 8.6% 124,859 10.2% R153 601 - R307 200 70,701 6.7% 87,386 7.2% R307 201 - R614 400 39,482 3.8% 54,852 4.5% R614 401 - R1 228 800 12,114 1.2% 16,790 1.4% R1 228 801 - R2 457 600 4,834 0.5% 6,955 0.6% R2 457 601+ 3,406 0.3% 4,795 0.4% TOTAL 1,049,694 1,221,452 Source: Census 2001; Bureau for Market Research (BMR), 2006
Settlement Restructuring
Recent mapping and satellite imagery suggests that strategic spatial planning capability, land use management capacity, and infrastructure capacity in the city was not adequately matched to the sudden take-off in the property market over the last seven years. The result has been a sprawl of poorly planned estates, especially in the north-western part of the city. Service, transport and social infrastructure has struggled to keep pace with this pattern of development. The consequence has been spiraling costs of services, further spatial fragmentation of an already divided city, and excessive road congestion. This pattern of growth is unsustainable.
The City has responded by reinforcing capacity in a range of different areas, and beginning to roll-out key initiatives that will both better anticipate and rebalance these unsustainable patterns of development. Key initiatives include the formulation of a growth management strategy, housing developments in preferred locations and the regeneration of the Inner City – a key business, residential and transport node that has spare infrastructure capacity.
Particularly important is the roll-out of the Rea Vaya Bus Rapid Transit (BRT) network. BRT supporting road surfaces have been rolled out in the median lanes of roads and streets across a large part of the City, and BRT stations are under construction. The first phases of this infrastructure will be in place by 2010. Together with the Gautrain, which has already been tested on a stretch of rail in Midrand in January 2009, this new public transport infrastructure will produce significant changes in the spatial form and functioning of Johannesburg.
19 Sustainability and Environmental Justice The load-shedding required by Eskom in January 2008 represented a serious challenge to the City, especially from an economic growth and revenue security perspective. However, ironically, the power crisis also sharply brought into focus issues key to the building of a sustainable city. A positive result of the crisis has been quantum leaps forward in clarifying demand and supply trends in a range of resource input areas, and ways to bring demand into line with available supply. Over the last year the City has focused on:
In addition to the immediate concerns over energy security, potential future environmental shocks and risks in areas of water supply and fuel costs. The evidence suggests that with climate change trends and exponential economic and population growth, water supply to the Gauteng area may be constrained within the next five years. Both the quantity of water, and the quality of water as available sources become more polluted, has been highlighted as concerns in recent months.
Oil rose to over nearly $150 per barrel in the first half of 2008. It has since fallen back to less than $50 per barrel as the global economic crisis has spread. While the reduction is welcome, the 2008 peak is nevertheless a warning bell of future trends. For a city far from port areas, and therefore with high costs of freight and logistics, and with a historically poor public transport system, the future fuel price may still set hard limits on economic growth.
Ways to precisely calculate the benefits versus risks of different investments that could be made in response to natural resource crises. Over the last year the City has invested in gas turbines and now estimates that it has the ability to load-shed 10% of power drawn from the national grid without affecting power supply to businesses and households within the City Power supply area.
Ways to not simply advocate for reduced consumption and more sustainable resource use, but to strongly regulate demand. The City is introducing a range of regulatory measures, including a new rising block tariff structure for electricity consumption introduced in 2008/09, a new demand management by-law, and smart meters that enable ripple control of major household appliances.
The possibility of ‘carbon trading’ as a future revenue stream to justify expenses in green infrastructure.
Johannesburg residents still have unequal access to green infrastructure such as trees and parks, and unequally bear the burden of degraded and polluted environments. There is evidence of progress in addressing this situation as over half of a targeted 200 000 trees have been planted in the south of the city over the last two years. However, there remains cause for concern. The lack of adequate stormwater drainage has been raised repeatedly in ward planning processes in recent years. At the end of February 2009, devastating floods in parts of Soweto caused some R350 million in damage, demonstrating again that in general our settlements are poorly designed in the face of more unpredictable and violent weather resulting from climate change, and that the poor confront the greatest risks and burdens.
Innovative Governance Solutions The City of Johannesburg continues to innovate various mechanisms to provide for participatory governance, as required by the Municipal Systems Act. It is also leading with the development of a system of Council oversight over the executive that is new to local government. These innovations strengthen the voice of councilors, communities and stakeholders in the affairs of local government.
These positive trends notwithstanding, the City’s annual satisfaction survey still shows that residents and ratepayers have high expectations of service delivery performance that are not being met. In some cases poor satisfaction ratings are due to unreasonable expectations of what can be delivered by the City and other spheres within current resource envelopes. In other cases poor satisfaction reflects the reality of unequal access to services across the City. For example, a
20 correlation of satisfaction levels with levels of access to water services from the 2008 Satisfaction Survey results clearly shows that the lower the level of access to water services, the lower the satisfaction rating across all services.
Mean Number of responses Minimal level of water Electricity 2.30 N=143 service provision Refuse collection 2.46 N=149 Roads (neighbourhood streets) 1.97 N=174 Sanitation and waste water 2.16 N=172 Stormwater 1.81 N=147 Street lights 2.39 N=148 Water provision 2.67 N=169 Basic level of water Electricity 3.87 N=187 service provision Refuse collection 6.25 N=287 Roads (neighbourhood streets) 4.10 N=286 Sanitation and waste water 3.66 N=281 Stormwater 4.70 N=184 Street lights 5.83 N=267 Water provision 6.51 N=285 Full level of water Electricity 5.91 N=2492 service provision Refuse collection 7.35 N=2504 Roads (neighbourhood streets) 5.81 N=2506 Sanitation and waste water 7.20 N=2498 Stormwater 6.14 N=2352 Street lights 5.84 N=2440 Water provision 7.69 N=2494 Group totals for water Electricity 5.59 N=2822 provision Refuse collection 6.99 N=2940 Roads (neighbourhood streets) 5.42 N=2966 Sanitation and waste water 6.57 N=2951 Stormwater 5.81 N=2683 Street lights 5.66 N=2855 Water provision 7.29 N=2948 Source: City of Johannesburg, Citizen Satisfaction Survey 2008
While public participation continues to be enhanced, the bar also continues to be raised. Various court cases, in the Constitutional Court and lower courts, and concerning the City directly or tangentially, have recently highlighted the consideration that unless the City meaningfully engages with people affected by its administrative action that action may be deemed unlawful. The City continues to build the capacity to undertake consultation at the levels required and expected.
The key challenge confronting governance in the City is the impact that various factors will have on financial stability. The global financial and economic crisis will impact on the local economy and in turn the spending power of households and firms. This has already begun to impact on City revenue security. In addition, key changes have been made to the intergovernmental fiscal system, notably the partial replacement of the RSC levy replacement grant with a share of the national fuel levy, which will reduce the amount of national transfers received by the City. When coupled with continued high inflation, a reduced capacity to borrow in the current financial climate, and some unavoidable spending pressures, the City’s finances will inevitably be less secure than in previous years unless the City takes bold and innovative steps. The City continues to regard financial stability as key to meeting the medium and long term needs of and
21 expectations for a better quality of life of Johannesburg’s residents, and will make every effort to preserve this stability.
22 CHAPTER 3: INTERGOVERNMENTAL ALIGNMENT
INTRODUCTION
Each sphere of government has a service delivery mandate, which ranges from social grants, free basic services to services such as social welfare, identity documents and policing, education and health care. It is therefore that Intergovernmental relations (IGR) are a critical component to the roll-out of service delivery.
LEGISLATIVE FRAMEWORK
The Intergovernmental Relations Framework Act of 2005 (IRGFA) requires all spheres of government to effectively co-ordinate, communicate, align and integrate service delivery in order to ensure access to services supplied by all spheres of government.
The IRGFA gives legislative expression to intergovernmental alignment by: Taking into account the circumstances, material interests and budgets of other governments and organs of state, when exercising statutory powers or performing statutory functions; Consulting other affected organs of state in accordance with formal procedures as determined by any 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 by (i) direct contact; or (ii) any relevant intergovernmental structures; Co-ordinating actions when implementing policy or legislation affecting the material interests of other governments; Avoiding unnecessary and wasteful duplication or jurisdictional contests; Taking all reasonable steps to ensure that sufficient institutional capacity and effective procedures prevails, i.e. to consult, to co-operate and to share information with other organs of state; and to respond promptly to requests by other organs of state for consultation, co- operation and information sharing; and Participating in intergovernmental structures and efforts to settle intergovernmental disputes.
In terms of Intergovernmental Relations, the City has been involved in the following key engagements:
Alignment to National and Provincial policies and strategies and Gauteng City Region; MECs comments in terms of the 2008/09 Integrated Development Plan Revision; and Provincial Engagement, Intergovernmental Projects and transfers
ALIGNMENT TO NATIONAL AND PROVINCIAL POLICIES AND STRATEGIES
The City of Johannesburg (CoJ) has aligned its plans to key IGR strategies and policies such as the National Spatial Development Perspective (NSDP), the Provincial Growth and Development Strategy (PGDS) and the Global City Region (GCR).
Whereas, NSDP highlights the spatial priorities nationally in terms of provision of basic services to all, to alleviate poverty and to address inequality, the CoJ’s Growth and Development Strategy (GDS) describes the CoJ’s long-term strategic perspective, that looks at the current development challenges facing the city and development paradigm that focuses on the six principles, namely: Pro-active absorption of the poor; Balanced and shared growth; Facilitated social mobility and equality; Settlement restructuring;
23 Sustainability and environmental justice; and Innovative governance solutions.
The PGDS addresses the key developmental and economic challenges in the Province. The CoJ GDS ensures collaboration and integration of these challenges to be addressed through provincial sector engagements between the Community Development and Economic Development departments.
Provincial government has identified a couple of strategic avenues to address GCR in the region. In summary it includes managing a GCR knowledge based economy and to position Gauteng as an economically active and sustainable region through integrated planning, implementation and coordination of economic growth and competitiveness strategies.
The City however identified the following key issues to further develop the GCR:
The City need to play a proactive role in shaping the nature and meaning of the global city region; National states remain important as a counterbalance to a “city state”, especially with respect to fiscal redistribution; Two tier arrangement of both political and administrative decentralisation attempts to address the tension between locally responsive service delivery within a broader regional entity; Creating forums, partnerships and other arrangements, on the basis of a common agenda, to bring different actors together are critical institutionalising cooperation within the GCR; Morphology of Gauteng clearly demonstrates the need for coordination; Metros/GCR should be enabled to play a policy leadership role given capacity compared to other municipalities Balance to be struck between poverty reduction/service delivery and economic growth; Economic development strategy is critical to success; Destination marketing of Gauteng undermines the Johannesburg brand; Idea of merging of economic agencies has not had consultation; Spatial planning is critical to the long term, optimal structure of the city region Take into account existing social services programmes; City must respond in an ongoing way to the arrival of foreign nationals; GCR concept holds promise for housing delivery e.g. Diepsloot is well located in the context of the GCR; Court judgments do not distinguish between local and provincial government; Problem with the process of engagement between City and province on GCR e.g. Transport Authority and DFA Tribunal; Problem of subordinating municipal plans to provincial plans; and Problem of provincialisation of municipal functions such as health and ambulance services and removal of housing accreditation.
In order to take the process forward, the CoJ proposes that:
Principle of fiscal redistribution is accepted but must be balanced with the City’s need for fiscal sustainability; Community/stakeholder participation be strengthened; Views of other provinces are heard; Need to identify the priorities to make the GCR a success e.g. marketing the GCR; GCR must demonstrate how it will improve quality of life of the people (“people centred”); and GCR processes must be consultative.
24 MEC ’S COMMENTS ON THE 2008/09 IDP
MEC’s for Local Government are required to officially comment on municipal IDPs with a view to enhancing service delivery and intergovernmental relations. The Gauteng MEC for Local Government, MEC: Qedani Mhlanga made the following comments on the CoJ 2008/09 IDP in view of the five national Key Performance Areas and the City responded accordingly:
Local Economic Development and Growth MEC’s Comment City’s Response The CoJ contributes 44% to Gauteng’s Gross Value The CoJ adopted a Skills Development Strategy, which Added (GVA) and 16% to the national GDP. The includes: Accelerated and Shared Growth Initiative of South Africa Development of a Skills Hub in order to understand the (ASGISA) highlights the lack of skills in the economy as level of skills that exists among different categories of the one of the main hindrances to economic growth. One of City’s labour market, and in particular among the the strategic choices of the city is to address social unemployed; mobility and inequality through amongst others, a skills Buy-in from the private sector, including the FETs and HEI development programme. The city also acknowledges that stakeholders into the Skills Hub; and in order to address this issue, it needs to develop Setting up of the panel of ‘artisans’ who are ready to be partnerships with formal businesses, the Further contracted for the recognised for prior learning (RPL) Education and Training (FET) Colleges and Higher project. Education Institutions (HEIs), the Department of Economic Development (DED) and the Department of Labour (DoL). In order to meet the city’s growth target of 9%, it is anticipated that the city will expedite the implementation of its Skills Development Programme. The implementation of the Marlboro/Wynberg Economic The development of a support programme for Industrial Plan as part of the Industry Restructuring Support Parks in the City of Johannesburg is currently underway. Programme is a proactive initiative. It is recommended This programme is focused on cluster development and that the CoJ extends this programme to other industrial enhancement of physical and social infrastructure; human areas such as Jeppestown, Cleveland and Doornfontein. capital improvement and knowledge-based development; It is also critical to ensure that city-wide programmes, like establishment of partnerships with relevant stakeholders the Industry Restructuring Support Programme, are and adoption of a multi-sectoral approach to industrial aligned to area-based initiatives within the city. development. The mentioned areas will therefore benefit from the programme. The city’s plan to implement a Home Industry The Department is planning to rollout of the SMME fund Development and Support Programme encourages the will which will facilitate the participation of ex-combatants local production of goods and services. This initiative is in and vulnerable groups in businesses in line with the line with the Proudly South African campaign which arose proudly South Africa concept. from the concern about the increasing rate of unemployment as discussed at the 1998 Job Summit. The In addition, the Johannesburg Fresh Produce Market campaign's primary objective is to stimulate the demand (JFPM) is currently putting various mechanisms (Premium for South African goods and services. Hall) to support local emerging farmers to improve the quality of their products so as to supply for the global market. Part of the delivery agenda for 2008/09 is the The CoJ through the Department of Economic implementation of a support programme for Small Medium Development is in the process of finalizing a citywide and Micro Enterprises (SMMEs). Attached to the various SMME policy framework, strategy and implementation SMME support programmes that the city is currently plan that seeks to increase the overall participation of undertaking, there is a need to develop a clear SMME exit SMMEs in the economy of the City. The CoJ will ensure strategy. This strategy must be aimed at eliminating that an exit strategy is incorporated into the revised policy. continued SMME exclusive dependency on government funding for sustenance, and enhancing their financial viability. The research undertaken by the CoJ on the secondary Nodal development in marginalised areas received very property market creates a solid basis from which to design high priority for the allocation of resources, both capital and implement interventions that would enhance the and operational. A number of detailed development growth and sustainability of this market. However, in line frameworks and precinct plans for nodes in marginalised with the High Priority Areas as identified in the Growth areas have been completed. Development interventions Management Strategy (GMS), it is essential to prioritise have been identified and included in the capital the nurturing of economic activity (including a vibrant programmes for these areas. Further work is also being property market) in marginalised areas so as to deepen done on station areas to act as nodes and economic their nodal status. This would enhance the economic activity areas. functionality of these areas parallel to the process of structuring a desired city form.
25 Service Delivery and Infrastructure Development The CoJ’s efforts to explore energy saving measures in The City has significantly invested in electricity distribution response to the energy crisis facing South Africa are infrastructure and network upgrades. City Power has commendable. The Department of Local Government worked with Eskom to implement a load-shedding (DLG) is committed to address the electricity crisis management plan and develop demand-side gripping the province by ensuring that the Gauteng management policies to respond to the electricity Energy Strategy is properly implemented, in partnership shortages experienced in 2008. with all stakeholders, to ensure a 10% reduction in electricity consumption. The City is involved in programmes encouraging and allowing consumers to regulate their own demand for municipal services, with positive effects on the environment. These involve geyser control, prepaid meters, energy efficiency plans regarding heating, ventilation and lighting. Furthermore, the city has made use of solar lighting for traffic lights, landfill gas, and biogas from waste water treatment works. The CoJ must continue to work closely with the Gauteng CoJ Housing is engaging regularly with City Power and Department of Housing (GDoH) and align its Housing Eskom regarding planning for new housing developments Programme with the Electrification Plan so as to so as to ensure alignment of programmes. In addition the effectively reduce the electricity backlog in line with the City is promoting energy efficiency through orientation of 2012 Millennium Development Goals (MDG) electricity housing on site, implementing solar panels on the Cosmo target. City Project and utilizing energy efficient bulbs in some of the social housing projects. Also, the CoJ will engage GDOH as proposed. Working towards the conclusion of the Premier’s Priority The City received funding under the Neighbourhood Townships Programme (20 PTP) should be a major focus Development Partnership Grant (NDPG) which is directed for the 2008/09 financial year. A lot of work has already to townships and includes Zola and Orlando which form been done by both the City and the Gauteng Provincial part of the 20 PTP. Projects have been identified in both Government (GPG) in Zola and Orlando to meet the townships and are expected to roll-out in the current Premier’s directives. Furthermore, it is noted that the City financial year (2008/2009). has prioritised the tarring of roads in Ivory Park, Diepsloot Currently GDoH is piloting the backyard rental and Orange Farm. It is critical that these projects are accommodation which will provide valuable lessons for completed as envisaged. Completion of the 20PTP by the City. 2009 as per the provincial target is a critical step in taking forward the Breaking New Ground programme of building sustainable human settlements, gradually eradicating the mono-functional dormitory townships produced by apartheid spatial planning. The revision of the CoJ Growth and Development To address the service delivery backlogs in informal Strategy (GDS) target of complete eradication of the settlements, the City has developed and prioritized the sanitation backlog from 2011 to 2010 in line with the implementation of the Basic Services Programme. This national target assists in expediting the scale at which the programme is aligned to the Formalisation of informal provision of basic sanitation occurs in the city. Despite settlement programme which will resolve the critical issue challenges, largely in informal settlements, posed by of settlements established on privately owned land. settlements established on privately owned land, it is critical that the backlog eradication programmes on sanitation be fast-tracked. The CoJ 2008/09 IDP indicates that the city is currently The City has concluded the feasibility studies for the busy with feasibility studies with regards to informal informal settlements, and is working together with the settlements formalization. The city is encouraged to GDoH to expedite the process. The GDoH participates on continue to work closely with the GDoH to expedite this the multi-disciplinary Steering Committee that has been process. This expedition includes the speedy identification established at the City, and the GDoH and the City have and acquisition of parcels of well-located land for housing shared and corroborated their individual lists of informal development. A foundation for this land acquisition settlements. Current discussions are confirming how process has been laid in the finalisation of the land audit these settlements may be categorised for formalisation, processes both in the city and within the DLG. The i.e. whether the settlement can be formalised, and if so, conclusion of the formalisation process will assist in by way of in-situ upgrade or relocation, or whether it is ensuring that Gauteng meets the MDG target of already part of a township establishment process. The eradicating all informal settlements by 2014, and the provincial goal of informal settlements formalisation by provincial goal of informal settlements formalization by 2009 is clearly understood by the Steering Committee. 2009. In respect of the identification and acquisition of land, it is anticipated that the City's Land Strategy will address this. The Land Strategy looks at the acquisition and utilisation of vacant, underutilised and brownfields land parcels, which are both City and state owned, for the attainment of the City's strategic objectives and goals, specifically the provision of housing. The CoJ is one of the main destinations for migrants from The CoJ accepts that a major metropolitan centre will
26 other provinces within South Africa as well as other inevitably urbanise and attract migrants with the country countries. The perpetual migration into the CoJ continues and beyond. The key issue is the effective planning and to pose challenges where service delivery, infrastructure management of the urbanisation process so as to ensure development and maintenance are concerned. Migration balanced sustainable development. Furthermore, the into the city, if not properly managed, has the potential to CoJ’s immediate plan is to expand the migrant desk undermine the city’s efforts to meet the essential service services to the seven regions through the establishment delivery targets. On this note, the city is urged, in of satellite offices with special focus on outreach work partnership with other role players, to continue to intensify within communities. its efforts to deal with the influx through the Migrant Help Desk so that infrastructure backlogs caused by influx into the city are effectively managed. The discussion between the CoJ and the City of Tshwane Formal meetings and discussions have taken place (CoT) to integrate the Bus Rapid Transit Systems (BRT) is between the Tshwane and Johannesburg MMCs for an innovation that will contribute to building Gauteng as a Transportation and BRT technical teams, with the initial Globally Competitive City Region (GCCR). It is advisable objective of mutual learning on the BRT process. that these discussions also include other adjacent municipalities in order to truly integrate the various public The extension of the BRT network outside of transport systems within the province. Johannesburg will receive consideration in the Update of the City’s Integrated Transport Plan (ITP), which will commence shortly. Currently the Transportation Department (CoJ) is working closely with the Gauteng Department of Public Transport, Roads and Works on the design of Integrated Rapid Public Transport Networks to ensure that integration takes place. It is noted that although the national target on water is that The CoJ has a comprehensive strategy to address of ensuring complete household access to water by 2008, demand side for water and to reduce unaccounted for this can only be achieved by 2010 in the CoJ. With a water losses and this effort will ensure that the outcomes backlog growth of 7% in the informal settlements, the of these approaches are achieved. implementation of the Demand Side Management Programme, which includes education and awareness campaigns, the reduction of water losses through infrastructure refurbishment and the installation of pre- paid meters, is critical. This will aid in mitigating the possibilities of Gauteng becoming a water-stressed province by 2015. The implementation of a GMS will help address issues of The comment is noted and supported as a critical aspect sustainable development and provide guiding framework of the strategy. A number of mechanisms have been on how the CoJ deals with the spatial disjuncture between developed and some are in the process of development. infrastructure provision and development growth patterns. The focus is more on enabling incentives but also include However, in this effort to restructure the form and function some disincentives. of the city, the GMS might require further depth in terms of clearly delineating disincentives to be employed in discouraging development in low priority areas. This set of tools might include the strengthening of enforcement mechanisms around land use development applications. As part of the lessons learnt from the GMS research, Noted. It is inevitable that resources would ultimately have substantial social amenities backlogs in growth areas to be prioritised and implementation staggered over time. have been identified. Within the context of limited GMS provide a clear framework for prioritization although resources, it will be significant to balance interventions to it is recognized that a finer grain assessment would be address this set of backlogs in growth areas against required. service backlogs in other areas, as envisaged in the MDG targets. Financial Management and Viability In 2004 the state of most municipalities’ finances was not The CoJ was previously receiving disclaimers due a satisfactory, prompting the DLG to pronounce the need to number of areas of weakness which included amongst achieve unqualified audit opinions by 2009. The CoJ’s others the completeness of revenue and fixed assets, achievement of an unqualified audit report from the consolidation of accounts and the complexity and scale of Auditor-General (AG) for the first time in 15 years for the CoJ structure and operations. External requirements like 2006/07 financial year, and at least two financial years international accounting standards, many pieces of before the target financial year is commendable. On this legislation and large volume of guidance, recovery of note, DLG congratulates the city and hope that this record debt, geographical size of CoJ, provision of free consumer will be maintained. services and governance also played a major role. The turnaround interventions that have facilitated the achievement of an unqualified audit report have been focused mainly on ensuring accountability among all departments and entities. These interventions are geared to ensure that the City maintains the clean audit trend going forward. According to the Provincial Treasury Report, the CoJ had The comment is noted although the Capex figure as at the
27 only spent 48.6% of its Capital Budget as at 31 May 2008. end of June 2008 was 92%, which was an improvement This level of expenditure is disconcerting and it is from the 3rd quarter figure of below 50%. instructive that the city put mechanisms and processes in place to ensure maximum capital expenditure (CAPEX) in implementing the 2008/09 IDP. During the 2007/08 MEC engagements, one of the issues The CoJ is applying a number of mechanisms within the that were raised was the inability of the city to effectively legislative framework to improve its overall effectiveness deal with debt collection. It is expected that through the of debt collection, including: recently adopted Debtors Strategy the city will improve its debt collection rate to advance the city towards increased Engagement with a panel of attorneys to facilitate debt financial viability. collection. Revised personnel structure to include staff dedicated to outbound telephone collections and written notices. Expansion of the CoJ revenue base through collecting in areas where there was previously no credit control-taking place. Restructuring of the debtors book. A full analysis of the debtors has been undertaken that provides a breakdown of the book thus assisting with the determination of the best approach to collect from the book.
To complement the work currently being done with the debtor’s book, the City continues to annually collect an average of R1, 3 billion of the recoverable portions of the debtor’s book.
The National Credit Act pronounces on steps to be undertaken in the process of debt recovery. In compliance with the Act, the City is proactively preventing prescription of debts through monitoring of accounts through systems that flag concerning accounts. Institutional Development and Transformation The CoJ’s dedication to service delivery is evident in the The CoJ will continue its efforts to further cascade the manner performance is managed in the city. The new PMS. Performance Management System (PMS), currently in the process of being cascaded to other levels of employment, is acknowledged. The city must continue steadfastly in its endeavour to implement the new PMS to promote and maintain a culture of performance. It is noted that the city has developed a system for The CoJ is in the process of finalizing its organizational tracking employees leaving the organisation and probing Retention policy, and the comments made by the MEC their reasons for doing so. It is recommended that the are very much part of this process, and will continue to findings derived from this system, particularly the exit inform our retention implementation. interviews, inform the CoJ’s Skills Retention and Succession Planning Strategies. The city has done well in terms of legislative compliance The comment is noted. in addressing racial imbalances with respect to Employment Equity (EE). The approval of the new EE plan that focuses on women and people with disabilities is a critical step in advancing the interests of designated groups. The DLG is looking forward to the successful implementation of this plan. Democracy and Good Governance The CoJ’s active participation in the various structures The City will continue to actively participate in the Core driving the GGCR agenda is markedly commendable. As Group and GCR Technical Committee, both convened by the city is well aware, the initiative necessitates the Premier’s Office to co-ordinate the Roadmap, going cooperation internally between municipalities as well as forward. The City will formalize support initiatives into a across the province (drawing on the various comparative GCR Framework in the 2008/09 financial year. advantages of each municipality) so as to enhance its regional competitiveness in the global circuit of urbanized regions. Consequently, it is critical for the CoJ to localize the GGCR Roadmap, through the expedient development of a CoJ GCR Framework which will spatially locate time bound, measurable interventions that will concretely enhance the GGCR agenda. The upscaling of the implementation of the Women Quarterly reports on implementation are presented to the Development Strategy (WDS) is crucial to the programme Mayoral Human Development Subcommittee. A review of of women empowerment, to inter alia enable them to the Strategy is to take place this financial year. The ward actively participate in the formal economy. The various women development forums set up as part of the strategy
28 programmes emanating from the WDS, if expediently and will play a critical role in the monitoring and evaluation of effectively implemented, could contribute to the impact at ward level. They will also be involved in entrepreneurship and skills development among women, mobilizing women to take up the opportunities offered by who constitute a very critical group in the country’s the city through this strategy. transformation agenda. The CoJ’s Councillor Training Programme, if properly The City has begun to align the Councillor training linked to the Women Councillor mentorship programme programmes with Ward Committee training to ensure that and the Community Development Workers (CDW) training Councillors and Ward Committee Members are on the programme, would enhance the capacity of the city to same level of understanding of the issues facing their improve Community Based Planning (CBP). This builds communities and how best to address them. on existing working relationships between the ward committee system and the CDW programme, and The first phase implementation of Community Based provides a resource that could be tapped in enriching the Planning (CBP) provided an opportunity to foster process of priority needs and interventions identification collaboration between Councillors, ward committee processes. Moreover, regional summits should be members and CDWs. The training provided as part of this integrated into the broader communication strategy to phase to all these role players enabled for a good working convey progress on programmes and projects to the relationship among the Ward Councillor. Ward committee citizenry, thus minimising service delivery-related protests members and CDWs in the identification of ward priorities, sprouting throughout the city. the convening CBP Regional Summits, Public meetings and Ward Committee meetings.
The Councillor Community Facilitation Programme targeting women councillors equips councillors with effective meeting skills, facilitation of community development processes and development management. The training programme also focuses on skills development on networking and building of partnerships with CBOs and NGOs The CoJ is the only municipality in Gauteng to have The City has set itself two deliverables to developed an Anti-Xenophobia and Common Citizenship Intensify its efforts on fostering tolerance and integration Programme. It is noted that the city has budgeted to of migrants into communities. implement this programme in the current 2008/09 financial Facilitating community dialogues and seminars in all the year. In this regard the city is encouraged to continue to seven regions. work closely with the CDWs and other spheres of The CoJ intends to establish a Migrant Advisory Board a government, civil society, organized business and law structure similar to the one of the City of London. The enforcement agencies to curb violent attacks on foreign Board will draw representation from the various spheres nationals. of government like the Departments of Home Affairs and Foreign Affairs, the South African Police Services, migrant community and civil society. The main task will be advice the city on the development of regulations aimed at addressing some of the challenges faced by the migrant communities in Johannesburg.
A report detailing the comments of the MEC with responses was submitted to the Mayoral Committee in 2008, for consideration.
PROVINCIAL ENGAGEMENT, INTERGOVERNMENTAL PROJECTS AND TRANSFERS
The idea of convening a Roundtable discussion for business plans and budgets was first mooted at the IDP Assessment discussion Workshop, which was held at Shumba Valley in August 2008. The Roundtable discussion served as a dry run for departments to prepare for the Budget Panel held from 26 November to 1 December 2008.
The Roundtable discussions took place from 22-23 October 2008, in the Exco Boardroom, Metropolitan Centre and provided an excellent opportunity for cross-pollination of ideas amongst the core departments and constructive s well as the platform to engage constructively on the content of the business plans and the sector plans. It is also intended to address issues of dependencies between departments and to promote the culture mutual learning and sharing of information. The objectives of the round table session were: To provide feedback to departments on draft sector plans, draft business plans, budgets, both operational and Capex, as well as to departmental responses in terms of the community issues raised at the regional summits and departmental risk assessments; To identify areas of dependency and integration amongst the core departments and to consolidate areas of synergies;
29 To identify departmental and sectoral priorities both strategic and operational, to be addresses in sector and business; and To identify areas of intergovernmental alignment.
The panel for the Roundtable discussion consisted of members of the following departments and spheres of government: lead departments (CSU, SHU, DPUM, JRAS, Budget Office, and Office of the Speaker); and Department of Local Government (DLG) Technical Steering Committee (TSC).
PROVINCIAL ENGAGEMENT
The section below highlights the high level issues between CoJ and Provincial sectors, per sector.
Environmental Management Sector The Department has established good working relationship with its provincial counter parts Gauteng Department of Agriculture, Conservation and Environment (GDACE) in the area of Environmental Impact Management. The Department has afforded many Municipality Departments and Municipal Entities an opportunity to present their projects and resolve environmental authorisation related queries through monthly meetings held with the GDACE. Joint planning between the City and the Province is now taking place on key priority areas of development.
Further, the Department has in the past year actively participated in the GDACE Technical Working Group Forum (GDACE TWG Forum – Sustainable use of Environment) chaired by GDACE and includes all Municipalities and Metros within Gauteng Province. It serves as a platform for discussion for collective planning/management, sharing ideas and collaboration on environmental issues such as response to climate change, integrated waste management and water resource management. The Department will continue to strengthen the relationship with its provincial counterpart and plans to establish a one on one intergovernmental relations forum with the Province.
The Department also continues to engage with both the provincial and national Departments of Environment on matters pertaining to Air Quality Management through working groups that have been established. Through this relationship the Department has been successfully granted delegation powers in authorizing air quality permits until September 2009, which will go a long way in reducing air pollution emissions with the City of Johannesburg.
Natural resource management remains a challenge as witnessed through the current state of water resources. The Department is engaging with Department of Water Affairs and Forestry and other key stakeholders through catchment management forums in proactively addressing these challenges. The Department also works in collaboration with DWAF (Working for Water) in alien plant removal and GDACE in upper Jukskei River clean up programmes.
A number of notable partnerships have also been established on matters pertaining to biodiversity, catchment management and water quality management issues, these include: Partnership with other international cities around Biodiversity management through the Local Action for Biodiversity (LAB) Programme. Engagement with Department of Minerals and Energy in minimising mining activities impact on land and water resources. The city cooperate with the South African National Biodiversity Institute on the number of projects including “Alien Plant Control’s Working for Water Programme’, Grasslands Management Programme and Wetlands Management Programme. There is also cooperation with other council departments and MEs around the implementation of rehabilitation programmes, including the Klipriver/ Klipspruit Programme
30 Much progress has been made in collaborative efforts with neighbouring municipalities to address similar areas of interest. Collaborations include implementation of emission reduction strategies with Ekurhuleni and City of Tshwane as the emissions are trans-boundary, implementation of Modderfontein/ Kyalami EMF with City of Tshwane. The Department will, further establish a working group with neighbouring these municipalities for information sharing sessions.
Transportation Sector The Transportation Department also engages with the national and provincial Departments and their agencies on the planning and implementation of its projects such as the BRT, 2010 FIFA World Cup and their projects such as Gautrain and the Gauteng Freeway Improvement Scheme, as well as on the : Establishment of the City’s Transport Authority N 17, and Increasing access to public transport services outside of the major arterial spines is a major challenge.
Health Sector The Health Department has been having continuous Sectoral engagement with provincial counterparts firstly through the monthly Interim District Advisory Committee meetings at which joint service delivery projects are discussed; as well as through the Provincial IDP workshops on issues such as: Provincialisation of health care facilities has the potential to hamper services delivery Strengthening primary health care (through increasing service hours in selected regions) Jozi Ihlomile, there is a need to intensifying implementation and co-ordination with other spheres of government and non-governmental organisations (including business and community-based organisations) The need for the department to pay attention on issues of environmental health (Municipal Health Services) through promotional, educational and enforcement programmes
The Health Department has in addition been engaging with other municipalities through the monthly SALGA Gauteng Social services working group meetings.
Spatial Planning and Urban Management Sector The Department coordinates the citywide administration of the conditional grant funds received from National Treasury through the Neighbourhood Development Partnership Grant (NDPG). The grant aims to stimulate and accelerate investment in poor, underserved residential neighbourhoods such as townships, by providing technical assistance and grant financing for municipal projects that have a distinct private sector element.
The NDPG priority areas are townships, RDP and low-income housing estates, homeland areas, town centres and informal settlements.
The City will prepare a Township Renewal Agenda and related Programme to better coordinate the projects that are being undertaken by the various Core Departments and Municipal Entities. All NDPG-funded projects within the City will fall within the ambit of this Agenda and Programme, such that integrated development planning, public investment and leveraging of private sector investment is realised and optimised through the coordinated expenditure of the grant funds. Specific issues, include:
Number of Informal Settlements between Province and CoJ Expediting formalisation of informal (especially informal settlements located on private land) Streamlining CoJ and Provincial Informal Settlement Plan Roll-out of 20 PTP to other townships
31 Clarity regarding provincial processes of proposed projects in CoJ area and clear descriptions thereof, including projects done by Blue IQ, GEDA and GEP Clarity on the Urban Edge Review process is still hindering
Housing Sector The Provincial Department of Housing plays an active role in planning and implementing housing projects within the jurisdiction of the City of Johannesburg. In addition the Provincial Department provides the subsidy funding for the City to implement its housing projects and achieve it targets. Thus ensuring greater alignment of projects and programmes between the two spheres is critical to coordinated and effective housing delivery in Johannesburg. Although there are regular engagements between the Province and the City, greater and effective coordination is required in the following areas and programmes: Formalisation of informal settlements; Conversion and redevelopment of hostels; Implementing emergency housing; and Roll out of Accreditation of Municipalities. If these issues are not adequately addressed, this may have a negative impact on the City’s objectives and targets.
Legislature Sector The Office of the Speaker in the City of Johannesburg Council works closely with the equivalent Offices at a Provincial and National Level. This cooperation will develop over the remainder of this term of office and includes:
Development of the institutional “Johannesburg” model and the identification of the necessary legislative changes; Alignment of Oversight and Scrutiny including joint sittings of matters that require a multi- disciplined approach; Cooperation on community participation with Committees and Members of the Executive Committee of Province in association with the relevant City Committees and Members of the Mayoral Committee; Ceremonial and protocol matters; and The Speakers Council of Gauteng.
In terms of the provision of section 40 chapter 3 of the Constitution all spheres of government must observe and adhere to the principles and conduct their activities within the parameter of the chapter.
In a formalised manner the Speaker of council participates in the Speakers forum to enhance good governance.
Administratively officials of the local legislature contribute meaningfully by participating in various forums such the provincial establishment of economic black empowerment, human capital development, SALGA, Commission for Remuneration of Public Office Bearers and Local Government at provincial level in furtherance of the Johannesburg governance model by empowering municipalities which wishes to implement the governance model.
Corporate and Shared Services Sector In view of the Sector’s primary internal focus, in contrast to the provision of external services to communities at large, alignment with Provincial as well as National initiatives is predominantly ensured by accommodating National legislative and generic strategic priorities. However, in the case of Public Conveniences, interaction with Provincial programmes is facilitated via interaction with the Spatial Form and Urban Management Sector while continuous liaison with the City’s 2010 programme is furthermore ensured. The impact and implication of key programmes such as
32 the evolution of the Gauteng Global City Region and the establishment of a single Public Service are accommodated, via interaction with internal units such as the Central Strategy Unit and continuous engagement with key stakeholders such as SALGA and the Department of Provincial and Local Government (dplg).
Economic Development Sector The Department continues to actively engage with both provincial and national stakeholders in critical areas to ensure that implementation is carried out in a complementary manner that maximises use of scarce human and financial resources. In particular extensive consultations are being carried out through the City’s Policy and Program development, the road shows promoting the Inner City Property Scheme, the Regional Spatial Development Frameworks, and the other developmental efforts being embarked on. In addition to the public sector engagements, private sector participation is actively pursued via forum such as the monthly Johannesburg Business Forum to establish where areas of intervention should be, and where private sector should be encouraged to take the leading role, such as in the ICT project.
Further, the Department has in the past year actively engaged with GEDA on issues of development of the SMMEs specifically around the Community Bank and undertook study tour jointly to India and Bangladesh. Further engagements continue with state owned financial institutions such as DBSA for the Jozi Equity Fund. The Department sits on the SANIEF Forum represented by major Municipalities and Metros within Gauteng Province which serves as a platform for discussion for collective planning/management, sharing ideas and collaboration on economic issues pertaining to informal traders. The Department will continue to strengthen the relationship with its provincial counterpart and plans to establish a one on one intergovernmental relations forum with the Province.
A number of notable partnerships have also been established on matters pertaining to SMME skills development programme with the University of Johannesburg’s Centre for Small Business Development and the Business Place. Other partnerships involving the, Sector Support programme are notably with the private sector such as the Diamond school to help establish a core of skilled entrepreneurs in value-add mining services, the International Positioning programme that engages with External Relations Unit to identify, establish and build economic relationships on an international, national and local with several international bodies and selected sister cities.
The Department is positioned to facilitate the implementation of the recently signed MOU between Gauteng Department of Local Government and the Belgian Chamber of Commerce. Direct discussions between the Chamber and the various municipalities including COJ are under way.
Cooperation also continues with other council departments and MEs around the implementation of EPWP and BEE programmes. More specific issues include:
Implementation of projects remains an key challenge for the department The “trickle-down” impact of the 10 catalystic projects may take longer than the current term of office (Soweto Empowerment Zone, SMME fund and most recently Inner City Property Scheme) 9% economic growth summit resolution needs further unpacking The development of the Liner Market need to be revisited (impact vs. budgetary requirements) Special attention needs to be paid to issue of dependencies, i.e. DED and DPUM on spatial planning related, DED and Community Development around the skills development The department need to address supply-side support interventions such as economic concentration/agglomeration, industrial support and the creation of economic linkages vertically and horizontally at the local level
33 Revisit targets for Expanded Public Works programme city wide.
Financial Sustainability Sector The sector strives to create engagements with other spheres of government. The Department of Local Government has supported the sector through PSU initiatives, assisting the sector with data purification. In the spirit of learning from neighbouring municipalities the sector, through R&CRM, has bilateral ties with the City of Ekurhuleni in areas of pay points maximization.
Together with other spheres of government the sector is participating in the Thusong Service Centre. Thusong Service Centre is the output of a study conducted in 2003 by SITA as well as DPSA in 2005, based on the Brazil model. The Service Centre is deemed ideal as part of the process of achieving the government’s vision of improving access to, and quality of services to all recipients, including citizens, business and public servants, based on the Batho Pele principles. Thusong Service Centre is an urban shopping mall that provides the following:
Integrated approach to service delivery in urban areas; Wide range of technologies appropriate to the needs of citizens; Delivery of services to citizens using many innovative delivery channels; Sharing the initiatives of other stakeholders, e.g.: National Governments, Provincial Governments and Metros; and Integrated use of government resources.
More specific issues include: Undertake financial impact on the CoJ citizens ability to pay for services due to global / national financial challenges Effectiveness and functioning of the call centre (turn around time of case reported) Explore possibilities of decentralization of points of contacts region wide Consider refining supply chain management process (i.e. requesting service providers to indicate the ward they are from) so as to ensure that the department meets its target of preferential procurement With regard to City’s Capex spending, there is a need for the department to develop mechanism to penalize under spending/ under reporting Challenges regarding MIG spending.
Public Safety Sector As part of the intergovernmental relations programme, EMS and JMPD engaged with critical stakeholders like the Gauteng Provincial Government Health Department, the Department of Local Government, the South African Police Services and the Department of Community Safety. One of the important issues discussed with Provincial Health is the provincialisation of ambulances, capacitation of the ambulance service ahead of the FIFA Soccer World Cup.
In relation to the Department of Community Safety, some of the discussions include the development of joint 2009/10 programmes, signage, consolidation of the school safety programme, social crime prevention programmes, bad buildings and joint simulation programmes. Further engagement will be held to improve the value of the programme on: JMPD deployment strategy for crime prevention and traffic management Support structures for CPF's need to be adequately communicated and effectively monitored so that detailed feedback on each CPF can be produced Urban management (by-law enforcement), the role played by DPUM and regional offices is not sufficiently explored in the responses Training and deployment of fire fighters Readiness of the Disaster Management Centre before 2010 is a major concern Issues of interdepartmental and intergovernmental dependencies require innovative solution as most of this sector’s outputs are fully depended on joint inputs from various role-players.
34 Community Development Sector There is a need for and integrated approach to deal with removal of street children (the infants with their mothers from the street intersection) and the Youth and women empowerment programmes need to be streamlined.
Infrastructure and services Sector This sector needs to focus on the alignment of Capex investment projects in CoJ and an integrated plan to address infrastructure backlogs.
INTERGOVERNMENTAL PROJECTS AND TRANSFERS
During the IDP and Business Planning Round Table session held in October 2008, Provincial Departments had the opportunity to engage sectors in terms of the 2009/10 Delivery Agenda, including City projects identified for the 2009/10 financial year to ensure joint implementation of projects. In February 2009, Gauteng DLG forwarded a set of 2009/10 Capex projects, approved by the Gauteng MEC for Finance, to be implemented in the City. The detail of the Capex projects is covered in the Medium-Term Budget Book. The section below outlines the funding to be transferred by both provincial and national government to the City.
Provincial Transfers for 2009/10 Department 2009/10 Budget (000) HIV/Aids 2 465 Primary Health Care 76 967 EMS 75 300 Community Development: Sports, Arts, Culture and Recreation-Equitable Share 1 120 Community Development: Sports, Arts, Culture and Recreation-Recapitalisation of 7 000 community libraries Environment: Sustainable Resource Management 1 000 Environment: Technology Development and support 150 Total: 164 002
CONCLUSION
The City is committed to refine the IDP process and will therefore ensure to continually deepen IGR engagements through sectoral engagements and joint planning as well as through provincial participation in the CoJ budget process as at the Round Table sessions held in October 2008, where provincial officials engaged the city in terms of its business and sector plans.
35 CHAPTER 4: COMMUNITY OUTREACH
INTRODUCTION
The City’s commitment to public participation and consultation is based on its Constitutional and legal obligations and its overall governance model. Furthermore, a Well-governed and managed city is one of the six Mayoral Priorities of the Executive Mayor for the current mayoral term. In line with the City’s long-term vision, the City engages in public participation to ensure that through its planning processes it empowers communities to generate ideas and contribute meaningfully in the creation of a more equitable and spatially integrated city.
Also, the City has the responsibility to respond to both citywide challenges (e.g. public transport and employment creation) and local (community or ward) needs and issues (e.g. speed humps on a local street, street lighting or upgrading the local community hall). The MEC for Local Government has commended the City on the vigorous outreach process undertaken in the previous years, noting positive developments in the consultation process. In the 2007/08 IDP Review and she made the following comment:
“In drafting its IDP, the City has followed a process that is largely compliant with the Municipal Systems Act (MSA). Furthermore, the City can be applauded for the manner in which consultation and stakeholder engagement processes are managed. Testimony to this is the way in which issues raised during Regional Stakeholder Summits, the Inner City Summit, Mayoral Road shows and other forums have been captured and presented in the IDP. In the City’s quest to pilot a Community Based Planning approach, it is recommended that the City consider utilizing the opportunity to capacitate and empower communities to own the planning and budget processes in their wards.”
Hence, the City has engaged and consulted with its stakeholders on the 2009/10 Budget and Integrated Development Plan (IDP). This chapter describes the processes followed and issues raised during this consultation process.
The outreach process, in preparation for the 2009/10 IDP, consist of three distinct phases:
Phase one: Ward Public meetings and Regional Summits Between October 2008 and January 2009 ward councillors convened ward public meetings to report on projects, to discuss budgets that have been prioritised for their respective wards, to confirm 3 priorities contained in ward plans and to sign off ward plans together with communities so as to form part of the revised final budgets prior the Budget Lekgotla held in February 2008. These meetings were also used as an opportunity to report back on the implementation of 2008/09 projects. The majority of the 109 elected ward councillors held meetings.
Furthermore, a series of regional meetings are being held with various stakeholders, namely Youth Council, NGOs, faith-based organisations, labour and people with disability to create public awareness of the City’s mid-term achievements, to inculcate the culture of participatory planning and also to mobilise communities in order to participate meaningfully in the city’s outreach and consultation processes (i.e. stakeholder summit).
36 The table below outlines the Regional Summits currently being held.
Region Number of Wards Date Venue Region C 12 wards 07 March 2009 Civic Center Council Chamber, Roodepoort Region D(1) and D(2) 36 wards 07 March 2009 Orlando communally hall, Region F 15 wards 07 March 2009 Eureka House, 92 Malborough and Rossettenviile Road, Springfield. Region A 9 wards 14 March 2009 Halfway House Primary School Region G 12 wards 14 March 2009 Poortjie Multi Purpose Centre Region E 14 wards 14 March 2009 Park Recreation Centre, Orange Grove Region B 11 wards 14 March 2009 Riverlea Empowerment Centre
High-level Summary of ward issues across sectors A full set of ward issues and the departmental responses is contained in IDP Volume 2: Area Based Initiatives and Projects. The analysis of ward issues raised by ward stakeholders in the regional summits fell into five categories: Service Delivery issues including upgrading and maintenance of infrastructure and urban management; Public participation issues such as community involvement in decision-making, customer relationship management issues and communication processes; Service level issues such as levels of infrastructure quality and frequency of maintenance interventions; Developmental issues such as infrastructure, systems, processes and projects to assist improve the quality of lives of Joburg residents; and Issues relating to provincial functions and powers.
In terms of service delivery issues it is difficult to scientifically assess the extent to which these are prevalent in wards because the regional summits were prefaced with the request that these not be included in the ward plans rather referred to the “green book”. The latter is the official record.
However it is interesting to note that despite this request the service delivery issues still crept into the ward plans quite substantially. Mostly these issues focused on the clearing of stormwater drains, the maintenance of public parks and the maintenance of street lights, traffic signs and traffic lights.
Although not many public participation issues were recorded in the ward plans the discussions around development of the issues, their prioritisation and the departmental responses reflected a sense of distance between the departments and communities, councillors and communities and it also reflected a sense of frustration at the impenetrability of the service delivery departments. Simple and available information on service delivery routines are not made available to the public and where there are deviations, these appear not be made available to residents.
With regards to customer relationship management there is a distinct sense that beyond the call centre whose turnaround time does not meet the expectation of residents, matters cannot be escalated and information on resolution such as lead times is not known by the call centre staff. Also, it became apparent that there is not adequate information dissemination on departmental activities to communities. For instance in some cases, long project/process approval cycles are clearly not understood by communities which impact on prioritisation of issues. This suggests that departments are not adequately communicating macro development process progress such as the Urban Edge investigation and the status of conservancies in the City, to name a few.
37 Furthermore, the public participation meetings made it apparent that community stakeholders are still not familiar with Council processes in general. For example, there is an expectation that ward issues raised at the public meetings will receive attention however the planning and budgetary process in the City are very complex. In addition to this community members require more information on council policies especially zoning and its components, development priorities, densification, the limits on certain types of expansion and development and provincial competencies.
Moreover, in articulating their developmental priorities communities tended to demand high levels of service in all areas all at once. There seems not be a sense that levels of service are related to rates and that improvements in service levels are sequenced according to budget availability. This relates in some part to the previous comment about the awareness of the provisions of council policies, in this case the approach the city takes to improving service levels according to affordability. The most obvious example of this is the surfacing of roads and the installation of stormwater. The latter reflects a high level of service and the achievement of this level correlate to budgetary sequencing in terms of Capex allocation, affordability and rates levels – yet community members cannot apply this standard to their expectations of developments in their neighbourhoods.
Developmental issues are the kinds of issues were mostly expected to come from the CBP process. These issues related largely to five core issues: Access to services provided by all three spheres of government: These tended to be expressed as the need for a multi-purpose centre but when interrogated translated into access rather than physical infrastructure Sporting programmes for the youth: Again these tended to be expressed as infrastructure in the name of sporting facilities development but when interrogated communities just needed a solution to youth entertainment Skills Development and SMME opportunities: Similarly, this need is expressed as a need for a skills centre to address poverty and joblessness but upon closure reflection indicates the need for second economy stimulus and an expanded social net Surfacing of roads to a high level of service: This reflects an expectation by community members that where a road exists, it must be tarred and has stormwater installed in all instances. Traffic management received substantial attention particularly the effectiveness of traffic calming in residential areas, the management of congestion and the maintenance of traffic management infrastructure (traffic lights and signage) Issues relating to provincial functions and powers: A large component of these issues were around education and health issues. In terms of the former, there seemed to be a frustration that land zoned for provincial projects such as schools was not being effectively utilised. In terms of the latter there is a definite demand that certain hospital services be provided at primary health care clinics, most notably maternity services. All these issues were escalated to relevant provincial authorities.
Phase two: Stakeholder Summit and Outreach process In preparing for the Stakeholder summits, departments tabled their draft delivery agendas at Section 79 Portfolio Committees for comment. The Delivery Agendas provided an outline of the actual deliverables for 2009/10. Furthermore, at the Stakeholder Summit sectors are expected to provide progress on the ward issues submitted during community based planning.
The IDP will be tabled at Council for commenting purposes. Subsequent to the tabling of the IDP, the City will host the Stakeholder Summit wherein the Executive Mayor will present a high level overview of the City’s mid- term performance; overview of the 2009/10 IDP, Budget and tariffs and a summary of the all Capex projects planned for each ward and the City’s big ideas for the medium term. Also, at the Stakeholder Summit, sectors will present their mid-term achievements and their delivery agendas for 2009/10 financial year in order to allow communities and stakeholders to make inputs prior the Budget Day.
38 Phase three: Intergovernmental engagement and commenting process This phase includes participation in various sectoral engagement sessions led by the Gauteng Department of Local Government with provincial and national counterparts. Furthermore, the tabled IDP will also be forwarded to the MEC for Local Government in preparation for the Provincial IDP Analysis wherein provincial and national departments and parastatals provide comments in relation to the issues of alignment and harmonization prior final approval of both the IDP and Budget.
Culminating from these processes, the City intends to provide feedback to stakeholders and communities on the final decisions of Council, including the approved 2009/10 IDP and Budget and the City’s Service Delivery and Budget Implementation Plan. These will be undertaken in July 2009.
39 CHAPTER 5: SPATIAL DEVELOPMENT FRAMEWORK (SDF) AND CAPITAL INVESTMENT FRAMEWORK (CIF)
GROWTH MANAGEMENT STRATEGY (GMS)
The City of Johannesburg faces a series of direct and in-direct challenges that will impact on its sustainable growth and development. These include but are not limited to:
A desire to see the City facilitate accelerated economic growth (above the National Gross Domestic Product figures); A disjuncture between infrastructure provision and development growth patterns; National shortage of energy; The on-going challenge to restructure the spatial economy of apartheid settlement, and The need to detail where the City is prepared to invest in infrastructure, in terms of priority, medium and long-term.
In response to these challenges, the City has developed a comprehensive Growth Management Strategy (GMS) to determine where, and under what conditions, growth can be accommodated. The concept of “Growth Management” is widely used internationally to ensure that population and economic growth is supported by the necessary services and infrastructure and at the same time meets spatial and socio-economic objectives.
The GMS is complimentary to other strategic policy documents such as the City’s Spatial Development Framework (SDF) and is premised on the six development paradigms of the Growth and Development Strategy (GDS) adopted in 2006, namely:
The pro-active absorption of the poor; Balanced and shared growth; Facilitated social mobility; Settlement restructuring; Sustainability and environmental justice; and Innovative governance solutions
Explcit statements in the GDS that influence a GMS for the City include:
“The (future) urban form…will be anchored on an efficient public transport system, and a world- class network of transport infrastructure”
“The city form must be changed to bring jobs closer to people and people closer to jobs”
“Anchored on the Gautrain and a complete refurbishment of current infrastructure, rail will be a mode of choice for many people…”
“City functioning must improve to accelerate the pace of delivery of appropriate housing in good locations and to reduce the high cost of having to deliver services on the urban edge.”
“…ensure that movement systems in the city directly link with, and are supported by, strong high- intensity, mixed-use nodes and higher residential densities.” There is a direct relationship with these statements and the development strategies of the SDF relating to strategic densification, nodal management and movement and the Urban Development Boundary. The GMS has built on these policy foundations to determine the growth parameters for the City.
40 Primary Informants of the GMS A series of inter-related projects and outputs are being used to inform the City’s GMS. The table below provides a summary of these projects.
Input/Projects into GMS Questions to be answered Time-frame An Economic and Property How much growth can the City expect? Completed Perspective that considers status In which sectors will this growth occur? quo and potential growth scenarios Where is the market tending to direct this growth? Curent Policy/strategic How much growth does the City want to achieve? Existing documentation e.g. GDS, SDF etc. What kind of growth do they want? Where does the City want to direct this growth? Where are the City’s priority areas? A Regional Analysis reflecting the What is currently happening in the regions in Completed development profile of each of the terms of development? City’s administrative regions What are the major property trends in each of the regions? What are the major development constraints experienced in each of the regions? A Trend Analysis System that Verification of the above inputs/projects Completed explains the development trends Based on the City’s policies, the nature and within the City number of development applications received, as well as the trends in the property market, what can the City anticipate in terms of City growth during the next 5 to 10 years? Based on this information, how can the City take advantage of the opportunities generated by this situation? Potential Growth Estimate Precincts How much growth can currently be sustained in Completed in and around designated areas these designated areas? What needs to be done to accommodate the desired level of growth in these areas? Verification of Infrastructure capacity Can the current level of infrastructure in these Completed in these Growth Estimate Precincts areas accommodate any future growth? What needs to be done/how much invested financially in order to accommodate the desired level of future growth? A Land Strategy that indicates the Besides the designated areas, where else can Completed main opportunities for infill and the City accommodate new growth? growth Where are the resources in terms of City owned land and infrastructure capacity that could assist in accommodating future growth? What needs to be done by the City in order to acquire property/land in designated areas or elsewhere? A completed Informal Settlements What is the existing backlog for formal housing? Database complete / database and a framework for Framework In Progress Which settlements have a plan of action? formalisation re: guidelines and development scenarios If addressed in the existing informal settlements, what needs to be done/ invested by the City to accommodate the existing backlog together with the anticipated growth? Northern Detailed Development How will future growth be accommodated in the Completed Frameworks Northern Region of the City? What kind of development will be allowed where? How will this solve the existing housing backlog in the area? What are the infrastructure requirements to accommodate this growth and development? Growth Management Areas How has the City determined geographic priority Completed areas?
41 Input/Projects into GMS Questions to be answered Time-frame What development parameters apply to these areas? Specifications re: Inclusionary Housing and Infrastructure A Framework of land development How can the City encourage the market to direct Framework complete, incentives and disincentives that future urban growth to where the City desires? Implementation pending would facilitate the appropriate How can the City ensure that the types of development of the Growth development are desirable /consistent with the Management Areas City’s vision for a specific area? How can the City and the Private Sector form partnerships to address appropriate future growth?
Outcomes of the GMS Research Current Land Use Growth patterns:
Map 1 indicates densification trends in the City as assessed by the Department of Development Planning and Urban Management and also reflects the location of Township Establishment applications.
Information relating to power and water capacities has been overlaid on these densification areas and a clear correlating pattern of the City’s hotspots and the densification areas emerges (Map 2 – relating to Power). The provision of social amenities has also been hugely constrained in these growth areas and has developed substantial backlogs in respect of public facilities such as schools and clinics (which remain the mandate of the respective Provincial Departments).
One of the major constraints relating to information within the City is in respect of the City’s decentralised office space, specifically in the south of the City. With respect to decentralised office space that has been monitored, the performance of the major office nodes is reflected in Table 1 (reflects Category A and B). The decline of some nodes (e.g. Braamfontein, Randburg) may be attributed to changing land uses (from office to residential) and / or re-classification of office space from A/B category to “C” Class (i.e. downward re-classification).
2001 2006 % of total market % Change in m2 Sandton & Environs 1,020,042 1,030,950 20.78 1.07 Midrand 356,728 399,589 8.05 12.02 Randburg 459,922 377,399 7.61 -17.94 Braamfontein 427,788 347,888 7.01 -18.68 Bryanston/ Epsom Downs 242,810 308,970 6.23 27.25 Sunninghill 302,952 304,607 6.14 0.55 Rosebank 281,292 290,840 5.86 3.39 Woodmead 230,093 287,539 5.8 24.97 Bedfordview/Bruma 274,446 282,296 5.69 2.86 Parktown 290,331 256,942 5.18 -11.5 Milpark 177,825 222,980 4.49 25.39 Rivonia 269,636 207,981 4.19 -22.87 Illovo 90,301 147,586 2.97 63.44 Constantia Kloof Basin 72,444 140,264 2.83 93.62 Hyde Park/Dunkeld 101,124 104,625 2.11 3.46 Fourways 57,376 102,921 2.07 79.38 Houghton/Killarney 73,091 98,467 1.98 34.72 Melrose/Waverley 22,018 49,741 1 125.91 Total Rentable Stock 4,750,219 4,961,585 4.45
Source: SAPOA Top 4 in terms of % change Bottom 4 in terms of % change
Table 1: Decentralised office space
42 In addition to the decentralised office information, Maps 3 and 4 indicate the spatial distribution of retail shopping centres, Map 3 indicates all shopping centres developed in the City prior to 2000 and over 30,000m2. Map 4 relates to all shopping centres developed post 2000 over 10,000m2 in extent. A wider distribution of these centres emerges post 2000, with Soweto and the North-West of the City in particular, experiencing substantial retail-related land use growth.
GMS Proposals The City is intent on defining Growth Management Areas that will:
Differentiate between priority / short-medium term development areas (i.e. where the City intends investing City funding and will consider approving development rights) Indicate additional development conditions within the respective Management Areas (e.g. inclusionary housing, infrastructure provision, incentives etc.)
The Management Areas are indicated below and spatially represented in Map 5: Public Transport Priority Areas Marginalised Areas Consolidation Areas Expansion Areas Peri Urban Areas
High priority areas are those located around the priority public transport network: Gautrain, Bus Rapid Transit System (BRT) and SARCC rail network (i.e. Public Transport Priority Areas) and the Marginalised Areas. These areas will be the focus for service upgrading in short to medium term (current – 5 years).
Medium priority areas represent the remainder part of the developed urban environment (i.e. the Consolidation Areas) as well as some priority Expansion areas. Services within the medium priority areas will be upgraded in the medium to longer term (5 – 10 years).
Low priority areas represent Peri-Urban Areas outside the City’s Urban Development Boundary and, if at all, will be serviced in the longer term (10 years +).
A summary of the proposed Management Areas is illustrated in Table 2 below.
Management areas Where? Why? Requirements Considered Incentives Public Transport CoJ CBD To restructure city form Minimum of 20% Special Rating Priority Areas ± 20 Growth and bring jobs closer to inclusionary housing District Estimate Areas people and people closer Inclusionary housing Density bonus along priority public to jobs. City fabric to portion to be provided Fast track transport network ensure more livable on site or along BRT applications Transit Orientated neighbourhoods, and city distribution network SMME support Development Areas functioning to improve related to the area. Tax rebate for (± 1 km around rail urban efficiency and high density stations) promote economic inclusionary Industrial Areas development. housing within 1 km from Off site parking priority public associated with transport system BRT park and ride
NB: application of these inventive dependent on locational aspects Marginalised Areas Diepsloot / Ivory To ensure that all people Economic Park / Orange Farm have equal access to development to be
43 Management areas Where? Why? Requirements Considered Incentives Development proper services and promoted as part of Programmes facilities, and that the selected precinct Alexandra Urban benefits of growth are developments Renewal Area shared more broadly in the Focus is on the Soweto Area City. provision of socio economic facilities and upgrading of infrastructure Development to link with public transport Consolidation Areas Includes all To optimally utilise existing Areas with limited developed areas not infrastructure to promote infrastructure capacity: covered by the development along future Allow medium to high previous categories, public transport corridors, density development and distinguishes without compromising the with significant between two sub- sustainability of the city by inclusionary housing categories: areas: over utilisation of such component within Areas located resources. walking distance from along/around future BRT distribution public transport network subject to routes (BRT phases Infrastructure 2 and 3) – availability provisions Densification / rezonings allowed Areas experiencing subject to services significant service availability) backlogs: Areas not located No further around any future development allowed public transport short to medium term routes (Very limited further NB: Limitations on development development type and allowed, irrespective extent of curtailment to of infrastructure be determined availability) Expansion Areas Two sub-categories: To facilitate and Housing mix premised Socio-Economic accommodate growth and on: (Comprises areas Priority Expansion expansion only in selected 30% Subsidy identified to Areas (Central areas (around future public 20% Inclusionary accommodate short to North (Diepsloot) transport network) which 50% bonded medium term urban and all Southern will enhance the Density: 60 –125 expansion, and which Expansion Areas sustainability of the city in dwelling units per are located around Market Driven the medium to long term. hectare linked to future public transport Expansion Areas Public transport. routes: BRT future (North Western Economic and social phases). Areas (Lanseria) facilities inclusive and North Eastern within development Area (Kyalami)) Public transport orientation and design ( for future role out) Private sector infrastructure provision in Market Driven Expansion areas Peri-Urban Areas Areas beyond the To prevent low intensity No development UDB development in areas that allowed short to will place an unnecessary medium / long term (and unsustainable) (within the provision of burden on physical, Land uses permitted financial and human beyond the UDB) resources of the city.
Table 2: Proposed Growth Management Areas
44 The Development Strategies of the SDF
In association with the GMS, the City’s Spatial Development Framework (SDF) prescribes a series of development strategies and policy guidelines to address development challenges and to re-structure and re-engineer the distorted and existing urban form.
The founding principles of the SDF are the creation of a sustainable urban environment, increasing of the efficiency of the City’s various components and facilitating access to urban opportunities. These are considered in Table 3 below.
Principle Outcomes Sustainability Responsible use of the City’s natural resources A sustainable rates base and financial model Safe and secure urban environments through safety and design principles Protection and conservation of the City’s cultural heritage Sustainable economic growth and job creation Efficiency An efficient and robust urban form and structure Managed growth facilitated within the constraints of infrastructure provision An open space system that is citywide in extent and interconnected Accessibility Facilitating physical access to opportunities for all communities and citizens Diversity of opportunities – economic, social and institutional- afforded by the City All modes of transport supporting good access to opportunities
Table 3: Principles and outcomes of the SDF
To accelerate the delivery of developments that support the SDF’s principles of Sustainability, Accessibility and Efficiency, medium and long-term objectives and strategies have been supplemented by specific instruments that are used on a daily basis to address recurring development issues and assess the appropriateness of a development proposal or initiative. Further, these are supported by Capital Investment Programmes which are detailed later in the CIF component of this Chapter. These instruments inform potential investors, developers or communities of the expected approach to development to ensure that development supports and implements the identified strategies. The spatial manifestation of the plan is represented in Map 6.
Development SDF desired urban Past trends SDF instruments Objectives Strategies form Supporting an Developments Multi-modal Road Hierarchy Support public efficient designed for private transportation and land Bus Rapid Transit (BRT) transport. movement system vehicles. use patterns that Gautrain Stations Reduce travel and Inefficient public support public transport Existing rail network transport cost. transport and pedestrian Promote Hierarchical road movement. accessibility of network with Focusing development communities to numerous (esp. higher density employment, unconnected roads, residential uses) in recreation and loops and dead-ends existing public transport social opportunities. Mobility of arterials infrastructure. Protect the mobility compromised function of major arterials and roads. Ensure that movement system directly links with and is supported by strong high intensity nodes and higher density residential development.
45 Development SDF desired urban Past trends SDF instruments Objectives Strategies form Ensuring Strong “Creep” of non- A Managed Hierarchy Nodal Hierarchy Ensure clustering of Viable Nodes residential uses into of nodes within the City Nodal Profiles and various activities residential areas Non-residential uses Boundaries (work, live, play and Increasing vacancy are limited to existing Management guidelines pray) at appropriate rates and declining and emerging, locations. amenity in key nodal managed nodal points Support viable points Increased profile of the public transport. Unchecked, market pedestrian and public Maximise led, speculative transport aspects of the opportunities and nodal development nodes diversity at that has placed accessible points. demands on public investment in infrastructure Supporting Emphasis is on Emphasis on public Johannesburg Create a network of Sustainable private space i.e. space i.e. pedestrian Metropolitan Open open spaces Environmental shopping malls, environment, public Space System. Support sustainable Management security estates and parks and facilities. Design Guidelines. stormwater private open space. catchment Lack of functional practices. and connected Protect important network of open environmental space areas. New development Promote the has outstripped the prevention and provision of open reduction of spaces and social pollution. amenities Stormwater infrastructure being exceeded Initiating and Ad-hoc and Delineation of two East West Development Determine Implementing unmanaged development corridors Corridor (EWDC) appropriate Corridor approach to linear Focused infrastructure North South interventions Development development deliver to support Development Corridor Maximise No consistency in corridor development (NSDC) opportunities the use of the term Series of goals and Facilitate linkages corridor objectives established Manage new per corridor developments in a co-ordinated fashion. Managing Urban Urban sprawl on Infill, “brown-fields” Land use guidelines. Combat urban Growth and greenfield sites developments Subdivision of Land sprawl. Delineating an Erosion of rural Abatement of urban Table. Create economies Urban character of the few sprawl on the periphery Amendment Procedures. of urbanisation. Development rural assets of the of the City Focus on in-fill and Boundary City Conservation of rural redevelopment. Proliferation of character of areas Support efficient subsidised housing beyond the Urban infrastructure initiatives on Development Boundary provision (capital peripheral locations investment). away fro economic Provide a and social mechanism for opportunities effective growth Escalating physical management. and social Support a more infrastructure efficient urban form demands and costs that is public for both new transport orientated. infrastructure and Protect maintenance costs environmentally sensitive areas, agricultural land and open space. Support a multi- modal transportation system. Increased Low density and Higher densities and Strategic Densification Promote appropriate
46 Development SDF desired urban Past trends SDF instruments Objectives Strategies form densification of dispersed activities clustered activities in Priority Areas densities and strategic locations Market preference identified strategic Base and minimum densification. for one erf one unit locations, density guidelines Promote the optimal Perceptions that Co-ordinated proposals use of existing and increased density investment in future infrastructure equates to low cost infrastructure to support and resources. housing densification initiatives Wasted land opportunities e.g. car parking above ground Low coverage and height restrictions Facilitating Subsidised housing Increased focus on in- Spatial location and Develop appropriate sustainable located on the fill and regeneration database of the City’s housing typologies. housing periphery of the City programmes in closer informal settlements Promote adequate environments in and its opportunities proximity to existing Housing Programme provision of social appropriate Lag in delivery of opportunities and Pilot Projects (e.g. and economic locations non-residential infrastructure Princess Plots) amenities. components of new Range of housing housing schemes typologies to support e.g. clinics / schools the accommodation of Focus on 250m various needs erven on single erf
Table 4: SDF Development Strategies
Four of the Development Strategies are considered in greater detail in this section, namely:
Strong Viable Nodes; Increased Densification of Strategic Locations; Initiating and Implementing Corridor Development; and Managing Urban Growth and Delineating an Urban Development Boundary.
Details of the other strategies can be found in the SDF and specific objectives and interventions relating to Movement, Environmental Management and Housing can be found in the sector plans in this document.
Strong viable nodes The purpose of this strategy is to develop a well structured hierarchy of nodes that are linked and integrated with the public transport and movement system. The nodes represent the areas in the city where urban opportunities are maximized and have high levels of access.
The City defines a node as a well-defined and legible urban environment where highly accessible, mixed and compatible land uses are concentrated and serviced. Nodes are characterised by:
Clustering of activity on the basis of convenience and accessibility; High levels of accessibility via public and private transport facilities and transport routes; Activity mix and a diversity of public facilities; Density of development; and A recognisable centre or core, which supports a pedestrian environment and public spaces, but does not necessarily exclude vehicular traffic.
In order to protect and enhance the existing amenity of the City’s nodes, associated infrastructure investments and to minimise the creep of non-residential uses into the residential suburbs, the City is intent on:
Regulating speculative growth of new nodal points;
47 Eliminating linear creep along mobility spines and roads; Defining a clear network of nodes (as destination points) that contributes directly to an aligned public transportation network; Ensuring that re-investment occurs, rather than flight to “new” nodes serving the same or similar market; Ensuring adequate levels of infrastructure to support development; Densifying within and on the periphery of defined nodes; Supporting Inner City and traditional town centre regeneration initiatives; Embracing public/private partnerships such as Central Improvement Districts, (CIDs) to stimulate growth and provide additional services; Monitoring the “health” of each node; and Building a distinct and positive identity for each node.
The SDF has identified a Nodal hierarchy and distinguishes between nodes of a mixed use and specialist use (including industrial uses). Each of these nodes has a distinct character, significance and development rationale. Some require specific interventions to make them work in a more efficient manner, whilst others are rapidly expanding and require management controls.
Increased densification of strategic locations The promotion of residential densification in strategic locations will contribute towards a more compact and concentrated urban form.
Strategic densification contributes towards the following outcomes: Increasing the viability of existing and proposed public transportation infrastructure and services; Optimising the use of land and provides accommodation in close proximity to urban opportunities; Phased, cost effective and efficient infrastructure provision; Improving citizens’ quality of life via access to opportunities and reduction in travel time; Reduction in pressure for development on open spaces and environmentally sensitive areas; and Reduction of air, water and land pollution.
However, the City also acknowledges that there are concerns about densification:
Residents have diverse requirements and need areas of both low and high densities; Significant public expenditure is needed for the development of an integrated movement system, including a reliable and efficient public transport system. There is a limited capital funding within the public sector in the short term to either carry the cost of actual developments, or to provide infrastructure across the City in support of densification. The market is largely demand driven and profit oriented. This means that the areas of densification and the rate of development in support of densification are dependent on market demand, capital availability and profit. The intention is to channel market supply into strategic areas; It is increasingly difficult to find well-located land for housing for subsidized housing initiatives; Higher densities may result in concentrations of air and noise pollution; and Infrastructure capacities will have to be assessed in terms of their ability to accommodate higher densities.
The City has introduced a Gross Density of ten units per hectare to guide future residential developments. In an instance where an RSDF stipulates a density of less than the Gross Density, the lower RSDF density will prevail. Beyond the citywide base density, locational factors may indicate a greater desired Density figure.
48 These factors may include the proximity of a site or area to the following:
Nodes: CBD, Metropolitan, Regional and District nodes; Transportation routes: Strategic Public Transportation Network, Mobility Spines and Roads, Activity Streets, Rail Stations; Subsidised housing initiatives.
Densification in and around nodes The City’s nodes have the greatest potential for the creation of sustainable patterns of development. In order to maximise nodal growth and to benefit from nodal characteristics of mixed use and public transportation orientated there should, in-principle, be no upper limit on the number of dwellings that may be provided in any node. This in-principle support is subject to the following safeguards:
Compliance with existing policies /development plans; Avoidance of undue adverse impact on the amenities of the surrounding area; Appropriate urban design parameters; and Capacity of services and infrastructure.
Potential benefits of densification in the City’s nodes should include: Assisting urban regeneration initiatives; Increasing the optimal use of existing infrastructure; Supporting local services and employment; Encouraging affordable housing provision; and Sustaining alternative modes of travel, such as walking, cycling and public transport.
Proposals within and around nodes must be supported by a motivation demonstrating a tangible and positive contribution to the respective node.
Priority nodes within an “investment footprint” The following existing and planned public-sector initiatives provide unique opportunities to increase densities and complement the respective initiatives:
Gautrain stations (investment of +/-R20 billion for whole project); Bus Rapid Transit (BRT) initiative; and 2010 World Cup infrastructure investment.
These three initiatives will realise unparalleled levels of investment within the City over a relatively short-term and can loosely be described as an “Investment Footprint” The permanent legacy of investment in physical infrastructure provides a golden opportunity to realise additional benefits and opportunities to a greater number of citizens through densification initiatives. This can make a tangible contribution towards the founding SDF principle of facilitating access to urban opportunities within the City. The nodes that fall within this “Investment Footprint” include:
Lenasia; Kliptown; NASREC; Johannesburg CBD (including Greater Ellis Park); Parktown; Randburg; Rosebank; Illovo; Sandton; and Midrand.
49 The City will actively support higher density residential development proposals within and around these nodes. The core MEs continue to assess density proposals and the impact these would have on existing and planned infrastructure provision. Where upgrading to support these proposals is required, the City is prepared to invest to realise the best possible urban redevelopment within these strategic nodes.
Densification on mobility and public transportation routes/infrastructure The primary rationale for increasing residential densities along movement lines is to increase the accessibility of public transportation to a broader market and to increase this market’s contribution towards a cost effective and citywide public transport network.
It is acknowledged that densities across the whole City do not presently support an effective and sustainable citywide public transport system. Densification along the primary public transport routes and specifically the pilot BRT routes will assist in these short-term pilot routes such as the Lenasia-Regina Mundi-Parktown-Sunninghill and the medium-long- term interventions of the broader 300+ km long network.
Increasing residential densities within close proximity to existing social facilities will increase access to and the use of these facilities. Further, it can also encourage and re-introduce the notion of a “sense of community” and promoting community activities.
As a result of the high premium of land, as well as an established need for a variety of housing typologies, increasing residential densities within subsidized housing initiatives can prove to be an efficient way of optimising existing land resources, bulk infrastructure and accommodating a range of housing options.
Initiating and implementing corridor development The development of corridors has been identified as a potential instrument to restructure the City into robust, efficient and well-connected urban areas by unlocking inherent and under-utilised economic and social development potential.
Corridors represent those areas in the urban system where the benefits of well developed public transport and movement systems, interlinked areas of opportunity, private and public services, infrastructure and densities are maximised.
The development and transportation community has used the term corridor in many different ways – activity corridor, movement corridor, transport corridor to name but a few. For the purposes of the City’s definition, development corridors are characterised by:
Connected nodes; Existing/potential for regional and inter-regional accessibility; Provision of a number of movement options – i.e. road and rail; Intense, high-density mixed land uses; and Availability of tracts of vacant /under-utilised land that provides opportunities for higher densities and integration opportunities.
Two development corridors have been identified in the City, namely the East-West Development Corridor (EWDC) and North-South Development Corridor (NSDC).
These two corridors are very different in nature although both contain a number of the above- mentioned attributes for corridor development.
The East-West Development Corridor (EWDC) runs midway through the City from the eastern boundary linking the industrial development in Ekurhuleni on the east to Mogale on the western boundary of the City a distance of over 30 kilometres.
50 The Corridor incorporates the traditional mining belt that has been perceived as a barrier to the integration of the northern and southern parts of the City. The mining legacy of the area has also presented a number of environmental challenges and constraints the most visible of these being the numerous mining dumps.
With respect to transportation, there is an existing railway line with a number of associated stations and strong east-west road linkages. Conversely, there are very few strategically located road linkages to the north of the mining belt. Many of the existing industrial, commercial, retail and residential areas are not operating optimally given these constraints.
Due to the central location of the EWDC it has the potential to become an integral restructuring and integrating mechanism within the City. The challenge for the City is to take advantage of the opportunities this area presents and transform it into a vibrant, mixed-use urban environment with a thriving economy.
The EWDC presents the City with unique opportunities to:
Fast-track development in impoverished southern areas; Create employment; Improve the quality of life for the urban poor; and Improve the north-south spatial integration.
The North-South Development Corridor (NSDC) extends from Orange Farm north via Lenasia and Soweto to the central anchor point of the CBD. From the CBD it continues north through Sandton to Midrand. It provides inter-regional access beyond the municipal boundaries to Sedibeng to the south and Tshwane to the north.
The NSDC presents the City with the opportunities to:
Facilitate movement between the labour market located in the south of the City and the economic opportunities of the north; Utilise the existing infrastructure and public amenities; Reinvestment and infill development possibilities for higher density residential development; Further densification where services are available at strategic locations; and Further economic growth and development.
Presently, the character and management of the corridor is split between the central-north and central-south sections.
The central-north section is characterised by high degrees of investment and economic and employment opportunities. Private transport dominates in this section and congestion is the main constraining mobility factor. The alignment is based on the N1/M1 highway. Metropolitan and Regional nodes exist in the area including Midrand, Sandton, Sunninghill, and Rosebank. The Gautrain route and four of the Gautrain stations (Midrand, Sandton, Rosebank, Park Station- CBD) fall within this section of the Corridor. Other movement lines include the Oxford/ Rivonia Roads arterial, Louis Botha and Jan Smuts Avenue and Old Johannesburg Road.
These factors continue to attract development and reinforce the vibrant economic activity already present within the area. The northern part of the Corridor is the location of choice for many high tech industries and office nodes. The challenge for the City is to integrate and manage existing, well-established land uses and reduce congestion levels in a manner that has long-term benefits for all the residents of the City.
51 Conversely, the central-south section has fewer economic and employment opportunities and a greater pool of labour resources. Public transport dominates in this section and the condition and capacity of infrastructure is the main movement issue.
A freight and passenger based, second leg of the central-south section is also envisaged along the N1 highway.
A consolidated and integrated corridor would increase the opportunities afforded to the labour force and economic opportunities in the central-south by facilitating better access and co- ordinating public expenditure.
The alignment of this central-south section is based on the existing rail infrastructure that links the Central Business District with Soweto – Lenasia – Ennerdale – Orange Farm and roads such as the R533, N17 and the N1 highway.
The alignment of the central-south section of the NSDC incorporates the following major public investment initiatives and nodes presently being undertaken in the area including:
BRT Flagship Project: Regina Mundi-Parktown-Lenasia; NASREC Regional Node and 2010 stadium precinct; Baralink Regional Node; Kliptown District Node; Lenasia District Node; Lenasia South/Unaville District Node; Ennerdale District Node; and Stretford District Node.
The implementation of these projects will act as catalysts for further development and can overcome the perceptions that the area is stagnant and dormant.
Managing urban growth and delineating an urban development boundary The fundamental outcomes of the City’s UDB are envisaged to be:
Reducing the developmental footprint of the City in order to prevent the excessive consumption of land on the City’s periphery; Focusing on in-fill, redevelopment and densification in strategically demarcated areas; Supporting cost efficient infrastructure provision; Supporting an urban form that is conducive to the use of public transport; Protecting environmentally sensitive areas, agricultural land and open space; and Providing direction for capital investments for efficient infrastructure provision.
Historically, urban expansion of the City has been encouraged by making more (often less expensive) land available for development on the periphery of the city. Peripheral growth has accommodated initiatives to house the urban poor and the boom of middle-to-high income security estates seeking suburban amenity. In the process big cities began to grow larger in terms of surface area and at relatively low densities. This trend has made it increasingly difficult for the historically disadvantaged and poor to cope in an urban environment that has become less and less conducive to public transport.
Within the City’s present context and development climate the delineation of an Urban Development Boundary (UDB) provides a clear message that these historical trends need to be checked and that development trends need to adapt to support broader principles of efficiency, accessibility and sustainability.
The current alignment of the Urban Development Boundary is reflected in Maps 7 and 8.
52 CAPITAL INVESTMENT FRAMEWORK (CIF)
INTRODUCTION
The Capital Investment Framework (CIF) provides the procedure that leads to the implementation of the IDP and its associated components (SDF, GMS and sector plans) as far as infrastructure and the provision of public amenities is concerned. It is the framework through which the City identifies and prioritises capital projects for implementation in the forthcoming financial year.
The CIF has two components. The first is a series of engagements with the sector departments and associated Municipal entities to identify critical capital projects. The second is the production of a list of capital projects that meet the desired developmental and spatial outcomes of the City.
Responsibility for the planning of the CIF sits with the Development Planning and Facilitation Directorate and the Department of Finance. The responsibility for executing the projects identified through CIF sits with sector departments.
The purpose of the CIF is to eradicate the service delivery backlogs in poor marginalised areas, and ensure the improvement and the management of existing infrastructure. In order to achieve this purpose the CIF has a number of key objectives, namely to:
Improve service delivery through infrastructure and services that are planned, delivered, upgraded or managed in an objective and structured manner; Prioritise projects and programmes through a strategic and spatially-linked information system (Capital Investment Management System, known as CIMS); Direct future public and private investment by strategically aligning capital budgets between Departments and Entities to priority areas of the City; and Identify types of infrastructure and services planning and implementation choices in a strategic manner.
A full list of the planned capital projects 2009/10 can be found in chapter x of the IDP, or in the Service Delivery and Budget Implementation Plan 2009/10 (SDBIP).
The remainder of this chapter provides:
An overview of the City’s budget, and its allocation to the administrative regions; A breakdown of the sources of funding for capital projects for the City of Johannesburg; An assessment of the extent of coordination between the capital budget and the GDS; and An assessment of the extent of coordination between the capital budget and the Sector Plans, GMS and SDF.
THE CITY’S CAPITAL BUDGET
Demands placed on the City’s capital budget far exceed available resources. As such the City has to be strategic in its choice of projects, identifying only those critical projects that need to be undertaken. As shown in Table 1 the total capital budget for the City is obtained from a number of different sources. It is funded from the tariffs, the rates base, bulk service contributions and external funding (e.g. housing subsidy, Municipal Infrastructure Grant (MIG), Neighbourhood Development Partnership Grant (NDPG), national department grants and loans and provincial department grants and loans).
53 As can be seen from Graph 1, the majority of the capital budget is from the City’s own resources1. The second largest contributor is national grants, other than MIG. MIG is the third largest source of funds, it is utilised for the provision of bulk and basic services and is focused on providing these services to the poor. The broad breakdown of the respective line departments and Municipal Entities for the 2009/2010 financial year is depicted in the table below, and followed by a chart:
Table 1: Total City Capex Budget Breakdown for all Municipal Entities and Core Departments, 2009/2010
2009/10 INDICATIVE SOURCE OF FINANCE (R’000) BUDGET COJ Public Contributions DEPARTMENT VOTE 2009/10 Funding CRR National Provincial MIG Other & (R’000) (Cash) Grant Grant BSC DEPARTMENT
Economic Development 574 574 Environment 849 849 Infrastructure and Services 361 361 Transportation 804,825 150,000 611 654,214 Community Development: Core 1,908 1,908 Community Development: Libraries 8,738 8,000 738 Community Development: Social 9,382 9,000 382 Services Community Development: Sport and 64,656 7,000 1,656 56,000 Recreation
Community Development: Arts, Culture 382 382 and Heritage
Health Services 7,034 5,000 2,034 Office of the Executive Mayor 2,297 2,297 Office of the Executive Mayor 2010 173,066 173,000 66 Speaker: Legislative Arm of Council 1,151 1,151 Finance 4,441 4,441 Revenue and Customer Relations 7,385 7,385 Corporate and Shared Services 7,321 5,000 2,321 Housing 407,277 144,625 2,095 90,000 170,557
Development Planning and Urban 289,979 79,000 2,390 193,589 15,000 Management
Development Planning and Urban 300,000 300,000 Management: Inner City
Emergency Management Services 7,308 6,710 598
1 Please note that the chart depicts some Divisions (Departments/ Municipal Entities) as having ‘0’ budget allocation as these particular Divisions’ budgets are too small to show as a percentage in comparison to other Divisions that have been awarded much larger budgets
54 2009/10 INDICATIVE SOURCE OF FINANCE (R’000) BUDGET COJ Public Contributions DEPARTMENT VOTE 2009/10 Funding CRR National Provincial MIG Other & (R’000) (Cash) Grant Grant BSC
Johannesburg Metropolitan Police 835 835 Department
TOTAL CORE ADMINISTRATION 2,099,769 887,335 33,074 847,803 90,000 241,557
MUNICIPAL ENTITIES City Power 863,874 600,000 107,174 39,000 117,700 Johannesburg Water 695,500 519,000 110,000 66,500 Pikitup 47,793 45,000 2,793 Johannesburg Roads Agency 170,000 103,000 67,000 Metrobus Johannesburg City Parks 44,000 15,000 10,500 18,500 Johannesburg Zoo 7,000 7,000 Johannesburg Development Agency 60,000 60,000 Johannesburg Property Company 45,000 45,000 Johannesburg Fresh Produce Market 20,000 20,000 Metro Trading Company Johannesburg Tourism Company Johannesburg Social and Housing 92,913 40,000 52,913 Company Johannesburg Civic Theatre 1,000 1,000 Roodepoort City Theatre 200 200 TOTAL MEs 2,047,280 1,455,200 160,087 229,293 202,700
TOTAL CITY OF JOHANNESBURG 4,147,049 2,342,535 33,074 1,007,890 90,000 470,850 202,700
Graph 1
55 All Capex funding sources for 2009/2010
Other & BSC 5% CMIP/ MIG 11% Provincial Grant 2%
COJ Funding National Grant 57% 24%
CRR Loans 1%
CAPEX ALLOCATION PER REGION – 2009/10
The administrative regions of the city are responsible for the urban management function within their jurisdiction. Unless there are quality infrastructure and public amenities in place the regions are unable to fulfil their functions meaningfully. Given the limitations on the capital budget, regions that serve largely marginalised and/or poor communities have received the largest allocations. This is represented in table 2. Region F, which includes the inner city, that has the largest CAPEX allocation due to the growth of slums in the region, the ageing infrastructure that requires replacement and the importance of the region as an economic growth generator. This is followed by Region D, Soweto, due to the historically disadvantaged background of the area and the persistence of poverty. Region G, Orange Farm, arguably the most geographically and socially marginalised area in the City receives the third highest allocation.
Table 2 Overview of the City’s Regional Capex Share
Region COJ CAPEX Funding Total CAPEX Funding A R 114,246,000.00 R 307,598,500.00 B R 123,141,666.67 R 300,333,166.67 C R 180,215,985.33 R 336,341,985.33 D R 372,538,500.00 R 940,633,000.00 E R 174,950,000.00 R 537,088,500.00 F R 1,055,092,441.00 R 1,849,608,500.00 G R 323,059,500.00 R 603,293,000.00
GROWTH AND DEVELOPMENT STRATEGY (GDS) SECTOR PROGRAMMES – CAPEX ALLOCATION FOR 2009/10
In the identification of 12 sector programmes in the GDS that mirror the Departmental configuration of the City; the provision of a policy timeline that is aligned to budget planning cycles; and through its development paradigm that promotes economic development, environmental sustainability and poverty eradication the GDS provides the foundation for capital expenditure allocation in the City.
Table 4 provides an indication of the capital expenditure per sector programme of the GDS for 2009/10. It should be noted that capital allocations are concentrated in specific programmes: namely Infrastructure and basic services, housing, transportation, economic development and
56 spatial form and urban management. The nature of these allocations, and projects associated with the critical sector programmes will be described further.
Table 4: Capex allocation per sector programme Sector Programmes Capex Economic development R263940000 Human and community development R24000000 Housing R184625000 Infrastructure and basic services R1164000000 Environment R22000000 Spatial form and urban management R439000000 Transportation R253000000 Health R5000000 Safety R6710 Financial sustainability Governance R2297000 Corporate and shared services R7321000
Economic Development Programme A critical aspect of the GDS and IDP is to bridge the divide between the City’s first and second economies; to ensure that balanced, equitable and shared growth is attained; and to prioritise the development of marginalised areas and disadvantaged communities. The programme seeks to provide critical infrastructure to marginalised areas by addressing the backlogs within the shortest possible time period. The key marginalised areas are Soweto, Diepsloot, Orange Farm and Greater Ivory Park, (including the areas of Kaalfontein and Rabie Ridge). From the four prioritised regions, Soweto gains the largest share, as it is a pivotal area for redevelopment, holding vast economic potential.
Another critical aspect of economic growth in the City is the promotion of the first economy, and putting structures and systems that facilitate the shift of businesses from the second to the first economy. Critical projects in this regard include the construction of an information hub, the construction of linear markets, and the facilitation of cheap broadband for the City.
Infrastructure and basic services Programme This programme includes the full spectrum of infrastructure and social amenities provision for strategic developmental interventions in the following areas: Infrastructure provision with relevant capacities; Provision of new social, health and recreation facilities; Procurement of land for open space provision as well as servitudes; Provision of bulk infrastructure to new housing opportunities; Public lighting; Resolving power outages; Addressing storm water drainage; Provision of waste removal services; and Increasing the overall infrastructure capacity levels of the City to meet rapid development Implementation of demand side management interventions
The capital budget allocated to this programme is approximately R1.16bn, with Johannesburg Water receiving R519m, City Power receiving R600m, and Pikitup receiving R45m.
57 Environmental Programme This programme sees to the conservation of the natural and built environment, and to provide for public open space in the most sustainable manner possible, given constrained resources and urbanisation pressures.
The total capital budget allocated to the Sustainable Environments Programme from the City is R22m, allocated towards key environmental priorities and towards Johannesburg City Parks.
Housing Programme This programme focuses on addressing the housing backlog, the eradication of informal settlements and the removal of slums in the City. The programme includes a number of departments with different responsibilities. This financial year sees R169m budget for the Housing Department, R90m for JOSHCO and R48m for ARP. The total for all Housing related projects in the 2009/2010 financial year is R307m. The CIF prioritises housing projects in terms of the GMS.
Transportation Programme The Transportation Programme includes the City’s transport related entities, i.e. Transportation Department, Metro Bus, and the Johannesburg Roads Agency (JRA). Their contribution from the City is R196m. Of this JRA receives R105 million, the Transportation Department – R91 million and Metrobus R0. The main focus of the Transportation Programme concerns the implementation of the Rea Vaya Bus Rapid Transit system (BRT), its link with the Gautrain station developments and transport infrastructure for the 2010 World Cup. The bulk of the BRT funding comes from the National Transport Department.
Spatial Form and Urban Management Programme Integrating the fragmented nature of the City, upgrading existing public and residential environments and developing sustainable human settlements forms the thrust of this programme. Areas that are prioritised for funding under this programme are the marginalised areas (detailed above), the Inner City, Alexandra, Cosmo City.
A key issue determining the allocation of capital in this Programme is the need to regenerate existing developed areas that have been and are in decline for a number of reasons, through:
Upgrading and maintenance of infrastructure; Pavement management; Storm water management; Upgrading and maintenance of social, health and recreation facilities; Provision of new housing where possible; Provision of public transport facilities; Promoting a safe environment; and Protection of cultural amenities
The City has committed more than R379m towards area regeneration projects in the Inner City (Region F) and Alexandra (Region E). These funds address the upgrading of infrastructure, housing provision and the provision of social, health and recreation facilities. The Johannesburg Development Agency and the Department of Development Planning and Urban Management have be allocated R241million and R65 million respectively in order to facilitate projects
Inner City Regeneration Inner City regeneration is a key focus of the City Of Johannesburg for the current 5-year IDP period, having started in the 2007/2008-budget cycle. The City had spent a dedicated, ring- fenced budget of R300m in 2007/2008. In the 2009/2010-budget cycle the amount will no longer be ring fenced, though significant funds will be dedicated to public environment upgrades and housing through the Johannesburg Development Agency and JOSHCO. Other departments will
58 receive funding for inner city projects, examples include the Bus Rapid Transit system, storm water reticulation; substation and electrical upgrades, improved refuse removal systems (underground bins), social housing provision and upgrades, and social and health facilities.
Key outcomes defined in the Inner City Charter The following are anticipated outcomes of the Inner City Charter:
Through a developmental, not simply regulatory approach, the City of Johannesburg will work with all necessary stakeholders to ensure that there is no more unmanaged trading on the streets of the Inner City; Develop a citywide broadband network in line with international trends in municipal broadband deployment. This will facilitate access to broadband connectivity for businesses in the Inner City; The City of Johannesburg wishes to see an economic resurgence in the Inner City, to result in a dynamic multifaceted local economy. Envisaged results include an Inner City hub of cross-border wholesale and retail trade and related increased entrepreneurship and job creation in the retail, wholesale, freight logistics, tourism and transportation industries. (Also) development and marketing of Johannesburg as a world-class Business Process Outsourcing / off-shoring / call centre destination; The City also wishes to see negotiated agreement on options for extension of the UDZ. Also broader take up with a view to achieve balanced and shared growth by increasing BEE participation; The City of Johannesburg will lead targeted support measures to solve problems that may be weighed in relocation decisions, so that key economic institutions maintain and extend their footprint in the Inner City; The City wishes to see a systematic improvement in the general business environment, with key constraints inherent in the built environment in the Inner City being systematically addressed; and The City will ensure improved data and information on economic conditions, trends, opportunities and constraints is made easily accessible to investors interested in the Inner City.
Growth Management Strategy (GMS) and Spatial Development Framework (SDF) The GMS indicates that the City should prioritise the development of Public Transport Priority Areas and Marginalised Areas in the short term. The areas defined reinforce the other GDS programmes and their project priorities. In turn the CIF prioritises infrastructure and public amenity upgrades that are located in those areas defined in the GMS. Projects in these areas should:
Upgrade existing infrastructure in order to support more intensive land uses and higher density residential development; Facilitate the implementation of Phase 1a and 1b of the BRT system; Facilitate mobility along important arterials; Provide quality pedestrian and cycle facilities integrated with public transportation facilities; Offer economic opportunities to the poor and marginalised; Provide necessary public amenities; and Integrate transportation modes, especially the existing rail network with the BRT and Gautrain Stations.
59 % Split Actual Allocation 2008/09
Expansion, 2% Peri-Urban, 5%
Marginalised, 7%
Consolidation, 29%
Expansion Marginalised (PTMA), 18% Peri-Urban
Consolidation
Consolidation (PTMA)
Marginalised (PTMA)
Marginalised
Consolidation (PTMA), 39%
Of the 264 capital projects identified for the 2009/10 financial year 78% of projects were located in the Public Transport Priority Areas and Marginalised Areas (Marginalised, Marginalised(PTMA) and Consolidation PTMA categories as per legend) as defined by the GMS. This proves that there is a strong correlation between the allocation of capital expenditure and GMS, and that projects are following policy imperatives. A possible concern is that 39% of the projects are located within the Consolidation (PTMA), which includes the North-South Link of the BRT and the Gautrain Stations, while the marginalized areas (townships) only make up a combined 25 percent of projects. The mitigating factor though is that the Consolidation (PTMA) category also includes the Inner-city, which is a mayoral priority for the City.
60 Map x: Location of Capital Projects in relation to GMS development areas
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61 Map x, above, provides a graphic representation of the alignment of 78% of capital projects with the GMS priority areas. The public transport priority areas are coloured in pink, while the marginalized areas are coloured in yellow. The individual projects, by Department or Municipality are shown by the icons.
Finally, it should be noted that to a large extent the GMS Public Transport Priority Areas and Marginalised areas coincide with the corridor development strategy outlined in the SDF.
Nodal Development The SDF notes the key contribution that strong, viable nodes play as structuring elements within the City. The CIF views nodes, as defined in the SDF and RSDFs, as one of the priority areas for capital expenditure given the importance of these concentrations of development in promoting economic growth within the City. This Programme supports the efficient management and growth of the City’s existing nodes through the following interventions: Upgrading and maintenance of infrastructure to support increased intensity of uses and residential densification; Pavement management; Storm water management; Upgrading and maintenance of social, health and recreation facilities; Providing of public transport facilities; and Supporting the Gautrain Station and BRT developments.
The nodes involve the following key areas: Sandton, Randburg, Stretford, City Deep, Baralink, Lenasia, Kliptown, Roodepoort, Nasrec, Fourways, and Ennerdale. The total budget of the nodal programme is R974 million. This is certainly a significant capex portion and once again shows the City’s strategic intent of densifiying and compacting the city to enable the provision of infrastructure, services, and economic development that will enhance the quality of life for all the City’s citizens.
2010 The 2010 Programme is aimed at gearing the City for the 2010 World Cup in terms of its infrastructure requirements. Apart from the 2010 Office, The Municipal Entities and Core City Departments are directly involved in the upgrading of infrastructure for 2010. This includes City Power, the Johannesburg Development Agency, Johannesburg Water, Social Development (Sports and Recreation), and Transportation. A total of R179m will be allocated to 2010 in the forthcoming financial year.
CONCLUSION
Given the limited capital budget available to the City in the current economic downturn, and the Growth and Development Strategy that makes both social upliftment and economic growth development an imperative the city must prioritise its capital expenditure. Policy in terms of the Sector Plans, the GMS, the SDF, and local area plans provide guidance in determining capital expenditure. Discussions between and within departments, and with communities, refine the priority capital projects further. Further to these considerations the City strategically prioritises its capital expenditure to: Reduce infrastructure backlogs; Enhance the physical infrastructure base of the City; Improve the levels and standards of services to the residents, businesses and commercial users of the City’s infrastructure; Attain assets that will improve the quality of life of its residents; and to Ensure that the capital expenditure of the City is directed towards sustainable development.
62 CHAPTER 6: GOVERNANCE AND ADMINISTRATIVE ARRANGEMENTS
INTRODUCTION
In April 2006 the City of Johannesburg approved its new governance and institutional arrangements. The governance model comprises of the Legislature, made up of Speaker of Council, Council Chief Whip, and Section 79 Portfolio and Standing Committees; and the Executive, made up of the Executive Mayor and Members of the Mayoral Committee (MMCs) and the administration led by the City Manager.
Underpinning the City’s governance model are the following key principles:
Delineation of powers to separate legislative and oversight roles on the one hand, and executive roles and responsibilities on the other; Governance and institutional arrangements should deepen democracy, facilitate citizen empowerment and enhance stakeholder participation and involvement; Decision-making powers and accountability should be strengthened, clearly defined, allocated and decentralised, where appropriate; Expeditious and efficient decision-making should ensure the facilitation of effective government; Institutional structures of the City, such as Departments, regions and municipal entities (MEs), to be considered part of a single group, based on a politically-led strategic and policy perspective; and Clear oversight of MEs by the respective Core Department.
This chapter outlines and demonstrates how the City’s governance and institutional arrangements has been implemented for achievement of the vision of “A World Class African City”.
The following organogram reflects the governance and institutional arrangements.
63 EXECUTIVE LEGISLATURE
Speaker
Chairperson of Chief Whip Committees
Whips Executive Mayor Portfolio Standing Committees Committees
Members of the Leader of Executive ANC DA Mayoral Committee Business Finance and Petitions and (MMCs) Economic Health Rules Public Development Participation AZAPO ID Departments Community Ethics/ Environment Programming Development Disciplinary
ACDP CDP Infrastructure and Transport Public Accounts Services
CF IFP Development Planning & Urban Safety Management OKM PAC Corporate Housing Services and KEY: Proposed changes: Administration
Independant UDM
VF Plus Figure 1: CoJ Governance model
LEGISLATURE
The legislature is made up of the Council, Speaker of Council, Council Chief Whip and two sets of council committees namely Section 79 Portfolio Committees and Standing Committees.
Council The Council comprises 217 elected Councillors, made up of 109 Ward Councillors and 108 Proportional Representation (PR) Councillors. The Council, meeting in plenary, provides an important platform for meaningful debate on issues that affect the City and require the attention of the Council. There are essentially three key interrelated roles that the Council plays: legislation, oversight, and ensuring community and stakeholder participation.
Firstly, the Council’s legislative functions entails the approval of By-laws, policies, the Integrated Development Plan (IDP), tariffs for rates and service charges, and the Budget. The Council’s role here is to consider reports from the Executive Mayor on each of these functions, open up public discussion and comment, stimulate debate in multi-party Portfolio Committees, and provide the public platform for citywide debate. On the basis of the comments received, the Council is placed in the position to approve or amend the report, or to refer the report back to the Executive Mayor.
Secondly, an important innovation introduced by the City in 2006 was to separate legislative and executive roles. In this respect, the Council delegated its executive functions to the Executive Mayor and defined its own role to that of oversight of the Executive. This function is performed by Council in plenary, the Municipal Public Accounts Committee, and the Section 79 Portfolio Committees that have been formed under the chairpersonship of non-executive Councillors. These committees monitor and scrutinise the delivery and outputs of the Executive, and may request the Members of the Mayoral Committee (MMCs) or Heads of Department (HODs) to account for service delivery and performance.
Thirdly, Council seeks to ensure community and stakeholder participation. The Council, led by the Office of the Speaker, is charged with facilitating community and stakeholder consultation and
64 participation in the affairs of the Council. Individual Ward Councillors, in conjunction with elected Ward Committees, play a critical role in facilitating these participatory processes.
Speaker of the Council In terms of Section 160(1)(b) of the Constitution and Section 36 of the Municipal Structures Act, the person elected as chairperson of the Council is designated the Speaker. The Speaker performs the duties and exercises the powers delegated in terms of the Municipal Structures Act. Councillor Nkele Ntingane was elected as the Speaker of Council for the 2006/11 electoral term. The Speaker of the Council performs the following legislated functions:
Presides at meetings of the Council; Ensures that Council meets at least quarterly; Ensures compliance with the Code of Conduct as set out in the Municipal Structures Act; Ensures that Council meetings are conducted in accordance with the rules and orders of the Council; Attends to Councillors’ needs; and Organises appropriate training for Councillors in order to develop and improve individual skills.
Most importantly, the Speaker in the City is entrusted with ensuring that the functions of the Council – legislation, oversight and ensuring community and stakeholder participation – are effectively implemented.
Over the last year, substantial progress has been made in terms of capacitating the Office of the Speaker that is headed by the Secretary of the Council, Tshepiso Nage. The functions that are contained in the Office of the Speaker include:
Private Office of the Speaker; Stakeholder Relationship Management – community participation, communications and media management, citizenship, ceremonial and protocol activities, and Ward Councillor support; Institutional Development – development of the institutional model, monitoring and evaluation policy, research, business of Council, and business of Portfolio and Standing Committees of Council; and Strategic Support – finance, legal, and Councillor and Ward Committee development and administration.
In addition, the Legislature includes the Office of the Chief Whip and the offices of the political parties represented in Council.
Council Chief Whip The Council Chief Whip is also the Chief Whip of the majority party. The Chief Whip plays a pivotal role in the overall system of governance by ensuring and sustaining cohesiveness within the governing party, and also maintaining relationships with other political parties. Councillor Bafana Sithole was elected as the Council Chief Whip for the current term of office.
The main functions of the Council Chief Whip are:
Ensuring proper representation of political parties in the various committees; Maintaining sound relations with the various political parties represented on the Council;and Attending to disputes between political parties and building consensus.
65 Section 79 Committees Section 79 Portfolio Committees perform an oversight role by monitoring the delivery and outputs of the Executive. They are entitled to request departments and MMCs to account for their functions. In line with this responsibility, these committees may summon departments to appear before the Committee, produce required documentation, or provide necessary information. The Portfolio Committees are, however, not delegated any decision-making powers.
The specific functions of Portfolio Committees include:
Reviewing, monitoring and evaluating departmental policies; Reviewing plans and budgets; Considering departmental quarterly and annual reports; Examining the link between the policy (sector plan) and budget (business plans); Monitoring the implementation of plans; Exploring options to increase value for money; and Holding the political executive accountable for performance against policies and City priorities.
Section 79 Portfolio Committees and Chairpersons:
Chairperson Committee Councillor E Ndhlovu Chairperson of Committees Councillor S Mogase Finance & Economic Development Councillor N Molwele Infrastructure & Services Councillor C Seefort Housing Councillor N Maqanda (resigned) Health Councillor B Zondi Community Development Councillor W Van Der Schyf (acting) Public Safety Councillor S Cowan Environment Councillor M Kubayi Transport Councillor S Malobane Development Planning & Urban Management Councillor T Mabotja Corporate & Shared Services Councillor B Rajah Inner City
Standing Committees Standing Committees are permanent committees established to deal with Council related matters. They are delegated some decision-making powers, and are required to submit reports to Council. Councillors chair all Standing Committees except the Audit Committee, which is chaired by an independent person in line with the prescriptions of the Municipal Finance Management Act (MFMA).
The Standing Committees, their roles and their chairpersons are set out as follows:
Committee Chairperson Role Rules Committee Councillor Develop and approve rules for proceedings N Ntingane Determine focus areas in respect of Councillor capacitation (Speaker) Allocate members to the various committees Petitions and Councillor Ensure proper and timeous responses to petitions Public Participation N Ntingane Ensure enhancement of public participation, with rigorous Committee (Speaker) monitoring of all public participation processes and systems Monitor the community based planning process Ensure incorporation of wards needs into the Council’s plans Ethics/ Disciplinary Councillor Ensure declaration of financial interest and compilation of Committee N Ntingane register of financial interest on an annual basis (Speaker) Consider any breaches of Code of Conduct by Councillors Programming Councillor Consider and approve items/motions on the Council agenda Committee N Ntingane and agree on the allocation of speaking time for the items and
66 (Speaker) motion contained in the Council agenda
Municipal Public Councillor Political oversight over financial management and accounts Accounts S Cachalia Ensure that residents of the City get ‘value for money’ Committee
Soweto Councillor Drive and manage the regeneration and development of the Development P Mlambo Soweto area Committee (resigned) Inner City Councillor Drive and manage the regeneration and development of the Committee B Rajah Inner City Audit Committee Mr Brian Review the financial reporting by the external audit and review Chairperson Hawksworth the activities of internal audit Provide independent oversight over financial management and accounts
EXECUTIVE
The executive comprises of the Executive Mayor and Mayoral Committee, including the Leader of Executive Business.
Executive Mayor and Mayoral Committee The Executive Mayor, Councillor Amos Masondo, assisted by the Mayoral Committee, heads the executive arm of the City. The Executive Mayor is at the centre of the system of governance since executive powers are vested in him by the Council to manage the daily affairs of the City. This means that he has the overarching strategic and political responsibility. Each member of the Mayoral Committee is responsible for a particular portfolio, as listed:
Member of the Mayoral Committee Portfolio Councillor Parks Tau Finance & Economic Development Councillor Mayathula-Khoza Community Development Councillor Strike Ralegoma Housing Councillor Rosslyn Greeff Infrastructure & Services Councillor Prema Naidoo Environment Councillor Thomas Phakathi Public Safety Councillor Rehana Moosajee Transport Councillor Matshidiso Mfikoe Health Councillor Christine Walters Corporate & Shared Services Councillor Ruby Mathang Development Planning and Urban Management
Leader of Executive Business The Leader of Executive Business provides the interface between the executive and legislative branches.
Councillor Christine Walter, the MMC for Corporate & Shared services, was elected Leader of Executive Business for the 2006/2011 term.
The role and responsibilities of the Leader of Executive Business include:
Representing the executive branch on Council matters, and serving as the link between the executive branch and the legislative branch; Responsibility for ensuring that executive business is effectively passed to Council via the Programming Committee; Consulting with the Speaker when the Speaker intends calling a special meeting of Council outside of the scheduled Council meetings; Consulting with the Speaker for purposes of allocating time for the discussion of matters of public importance in the Council agenda; and
67 Determining what matters are referred to the Speaker, and thereafter to Section 79 Committees and Council.
ADMINISTRATIVE ARRANGEMENTS
The City Manager of the CoJ is Mr Mavela AV Dlamini, who is the Accounting Officer, as defined by the Municipal Structures Act. The responsibilities of the City Manager include managing the financial affairs and service delivery in the municipality. The City Manager and his direct reports constitute the Executive Management Team (EMT), which is comprised as follows:
Name Position Mavela AV Dlamini City Manager Mankodi Moitse Executive Director: Finance & Group Chief Financial Officer Uhuru Nene Executive Director: Housing Pilisiwe Twala-Tau Executive Director: Community Development Reuben Denge Executive Director: Corporate & Shared Services Jason Ngobeni Executive Director: Economic Development Vicky Shuping Executive Director: Revenue & Customer Relationship Management
Philip Harrison Executive Director: Development Planning & Urban Management Themba Camane Executive Director: Infrastructure & Services Refik Bismilla Executive Director: Health Flora Mokgohloa Executive Director: Environment Lisa Seftel Executive Director: Transportation Chris Ngcobo Chief of Police: Johannesburg Metropolitan Police Department Ntombi Gule Executive Director: Emergency Management Services
The following are areas of responsibility for each of the City’s Departments:
Finance Budget Office Valuations Supply Chain Management Treasury Expenditure & Accounting Rates & Taxes Shareholder Unit
Housing Policy & Research Project Management Contract Capex Opex, Debtors, Sales & Transfers Regional Accommodation Management & Regulatory Services
Community Development Arts, Culture & Heritage Services Community Services (Including Sport, Civic Theatres, Recreation & Libraries) Human Development Co-ordination (Including Social Services & Human Development Support) Policy Development & Support Services
Corporate and Shared Services
68 Facilities Management Occupational Health & Safety Administration Fleet and Contract Management Human Resources Shared Services Labour Relations
Economic Development Economic Analysis Research Economic Development Skills Development Business Development Sector Support
Revenue and Customer Relations Management Citywide Revenue Management Electronic Channels Physical Channels Customer Relations Management Customer Database Management
Development Planning and Urban Management Development Planning (Spatial Planning) Land Information Management Urban Management
Infrastructure and Services Water Management & Planning Energy Management & Planning Waste Management Management, Regulatory & Support Services Bulk Infrastructure & Co-ordination
Health Primary Healthcare Public Health HIV/Aids Environmental Health
Environment Environmental Policy & Strategy Air Quality Control Conservation & Open Spaces Management of Regulatory Services
Transportation Transport Planning & Innovation Transport Infrastructure & Systems Transport Technology & Information
Johannesburg Metropolitan Police Department (JMPD)
69 Licensing & Testing JMPD Operations Processing & Prosecutions Municipal Court By-law Enforcement JMPD Support Services (Including Academy)
Emergency Management Services (EMS) Proactive Services & Disaster Management Academy Fire Medical Rescue
Office of the Executive Mayor
The following departments in the Office of the Executive Mayor report directly to the City Manager:
Name Position Sibongile Mazibuko Executive Director: 2010 Khotso Kekana Executive Director: Public Liaison Leonard Radzuma Acting Executive Head: Johannesburg Risk and Audit Services
Patrick Mayaba Chief Information Officer Rashid Seedat Director: Central Strategy Unit Karen Brits Director: Legal and Compliance Lorraine Wilkinson Director: External Relations Zandile Ratshitanga Director: Office of the City Manager Nomthandazo Tshuma Head: Private Office of the Executive Mayor
The functions of each of the Departments within the Office of the Executive Mayor are:
2010 Office 2010 Planning and Development Requirements 2010 Bid Book Compliance Project Management Operations Funding and Management Support
Public Liaison Communications Marketing Events Management
Joburg Risk and Audit Services Internal Audit and Forensics Risk Management
Chief Information Officer Information Technology Innovation and Knowledge Management Central Strategy Unit Policy and Strategy
70 Integrated Development Plan (IDP) and Business Planning Performance Management
Legal and Compliance Legal Services Compliance Monitoring Mayoral Committee Support
External Relations International Relations Intergovernmental Relations Protocol
Municipal Entities (MEs)
A major part of the City’s institutional arrangements are the existence of MEs, which are wholly owned companies that operate at an arm’s length from the core administration. The 15 MEs are subject to the City’s overall strategic and policy direction, while allowing for company boards and management to exercise relative autonomy in the execution of their fiduciary duties and operational responsibilities.
Oversight of the MEs takes place by the responsible portfolio, e.g. the MMC and Department of Transportation oversees the affairs of the Johannesburg Roads Agency (JRA) and Metro Bus. Furthermore, the Shareholder Unit (SHU), located in the Department of Finance, is charged with the following responsibilities vis-à-vis MEs:
Monitoring enterprise governance, investment performance and business sustainability; Monitoring corporate governance policies and practices of the MEs; Exercising the City’s shareholder responsibilities; Playing a regulatory role; and Ensuring compliance with legislation and the City’s reporting requirements.
The following table shows each of MEs, each of the chief executive officers or managing directors, and the portfolio to which they are allocated:
Municipal Entity Name Portfolio City Power Silas Zimu Infrastructure & Services Johannesburg Water Gerald Dumas Infrastructure & Services Pikitup Zami Nkosi Infrastructure & Services Johannesburg City Parks Luther Williamson Environmental Management Johannesburg Zoo Stephen van der Spuy Environmental Management Johannesburg Roads Agency Dudu Maseko Transportation Metrobus Herman van Laar Transportation Johannesburg Development Agency Lael Bethlehem Development Planning & Urban Management Johannesburg Property Company Helen Botes (acting) Finance & Economic Development Johannesburg Tourism Company Lindiwe Mahlangu Finance & Economic Development Metropolitan Trading Company Alfred Sam Finance & Economic Development Johannesburg Fresh Produce Market Kgosientso Ramokgopa Finance & Economic Development Johannesburg Theatre (Johannesburg Bernard Jay Community Development Civic Theatre) Johannesburg Promusica Theatre Maretha Smit Community Development (Roodepoort Civic Theatre) Johannesburg Social Housing Company Rory Gallocher Housing
71 HUMAN RESOURCES
The City of Johannesburg is committed to an efficient human resources system and has reviewed a number of its policies in order to ensure effective development of its staff. Currently the City employs 25 204 people, 14 801 of which are employed in the core departments.
Employment Equity Employment Equity is undertaken in the City in order to comply with the Employment Equity Act and redress past imbalances. Over 80% of Section 57 employees are black (inclusive of African, Asian and Coloured) while other employment equity targets have been met as follows:
African Coloured Indian White Target 74% (EAP) 7.6% 2.6% 19.8% (EAP) June 2007 79% 5.6% 2% 13.4% Dec 2007 81.2% 5.4% 2% 11.4% May 2008 81.5% 5.3% 2% 11.2%
Skills Development The City is implementing a number of skills development projects. These include: Implementation of the City’s Workplace Skills Plan 2008/09 Internships Scheme Learnerships Scheme Bursary Scheme Subsidised Education Scheme National Treasury Minimum Competency requirement project
The Internships Scheme provides tertiary students with practical learning experience while the Learnerships Scheme targets unemployed youth from Johannesburg communities that are given an opportunity for theoretical and practical learning culminating in a nationally recognised academic qualification. The City currently has 256 people employed in internships or learnerships.
The City also provides bursaries to youth from communities in Johannesburg and places an emphasis on developing employees through its Subsidised Education Scheme. The City has implemented a workplace skills development plan.
Human Resource Policy Review All Human Resource policies are currently in the process of being reviewed and submitted for approval to the Mayoral Committee and Council. These include:
Career Development Policy Employment Equity (EE) Policy Disability Management Policy Job Evaluation Policy Flexi-time Policy Master Data Management Policy Organisational Structure Development and Maintenance Policy Payroll Management Control Policy Personnel File Archives Policy Remuneration Policy Sexual Harassment Policy Succession Planning Policy Talent Acquisition Policy Training and Development Policy
72 Retention Strategy In response to the ever increasing competition for skills in the market place and the loss of much needed skills by the City and its MEs to other role players in the job market, the City has embarked on an extensive investigation into a group retention strategy and policy.
The initial feedback from this investigation was that the City needs to widen its scope from focusing only on retention to rather dealing with talent management (which includes retention) as a whole.
In order to do this, a proposal to establish a Talent Management Forum (to give direction in this regard to the core departments and MEs) is presently before the Mayoral Committee for consideration.
Further proposals, which are also being considered by the Mayoral Committee at this stage, are for:
A review of the fixed term contract vs. permanent employment regime; A complete skills audit to be conducted across the CoJ Group (MEs and core departments); Salary surveys and benchmarking exercises to be conducted for the whole CoJ Group every two years, instead of every four years in terms of the current practice; and That all job descriptions within the CoJ Group be reviewed by the same service provider / consultant (to ensure consistency) and that generic job descriptions amongst MEs and departments be shared.
By dealing with talent management comprehensively, issues such as attraction, recruitment, career growth and development as well as succession and retention can all be addressed in conjunction with each other, instead of in isolation, which leads to fragmented policies which do not support each other.
73 CHAPTER 7: PERFORMANCE MANAGEMENT SYSTEM
INTRODUCTION
The City’s 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 and subsequently revised to respond to the experience of implementation, legislative requirements and other imperatives.
LEGISLATIVE FRAMEWORK FOR PERFORMANCE MANAGEMENT
Legislation that governs performance management in local government includes the Municipal Systems Act, 32 of 2000 (MSA); the Municipal Planning and Performance Management Regulations, 2001 (MPPMR); the Municipal Finance Management Act, 53 of 2003 (MFMA); the Municipal Performance Regulations for Municipal Managers and Managers directly accountable to Municipal Managers, 2006.
Municipal Systems 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 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, 2001: In 2001, the Minister of Provincial and Local Government published the MPPMR, which require a municipality to ensure that its PMS complies with the requirements of the MSA, demonstrate the operation and management of the PMS, clarify roles and responsibilities, as well as ensure alignment with employee performance management and the IDP processes.
Municipal Finance Management Act, 56 of 2003 (MFMA): The MFMA requires the Mayor to ensure that the performance agreements of Section 57 employees comply with the requirements of the MSA to promote sound financial management and linked to measurable performance objectives approved with the Budget and included in the SDBIP, which sets out the strategic municipal scorecard.
Local Government: Municipal Performance Regulations for Municipal Managers and Managers Directly Accountable to Municipal Managers, 2006: In August 2006, the Department of Provincial and Local Government (dplg) promulgated regulations for Section 57 Managers, setting out how the performance of Municipal Managers and their direct reports is to be planned, reviewed, improved and rewarded. The regulations provide for the conclusion of performance agreements and personal development plans.
PERFORMANCE MANAGEMENT FRAMEWORK
The City’s PMS is the primary mechanism to monitor, review and improve the implementation of the IDP, and to gauge the progress made in achieving the objectives set out in the IDP. It is an integrated approach that links citywide to individual level performance management. The City’s IDP informs the development of key areas of performance and targeting across the performance levels. The key performance areas and indicators of performance contained in the organisational scorecard are cascaded into Departmental and Municipal Entity scorecards, and further into individual scorecards. This ensures the appropriate alignment between organisational and individual performance. Performance management, therefore, forms part of a strategic management approach to ensure integration with the city strategy, planning and budgeting. The
74 approach enables the City to improve planning and budgeting, effectively monitor and measure performance, and transparently and convincingly report on achievements. As such, the City’s organisational PMS facilitates increased accountability, learning, improvement and decision making through the provision of early warning signals.
IMPLEMENTATION OF THE PERFORMANCE MANAGEMENT SYSTEM
The PMS in the City is implemented in a manner that reflects the relationship of organisational to individual performance. At the level of the organisation, this entails the translation of the IDP and Sector Plans, as derived from the Growth and Development Strategy, into the Service Delivery and Budget Implementation Plan (SDBIP) or City scorecard. The City Manager is the custodian of the City scorecard and agrees with the Executive Mayor, as representative of the Employer, on the delivery aspects of the scorecard. The Performance Audit Committee (PAC) reviews the performance of the City Manager in implementing the organisational or City scorecard. Organisational performance is monitored through assessment of progress on the implementation of the City scorecard and reported on a quarterly basis through SDBIP reports. The quarterly SDBIP reports are consolidated to inform the City’s annual performance report and ultimately the Annual Report for submission to the Auditor-General, the MEC for Local Government and other relevant stakeholders as legislated by the MSA.
The Departmental Business Plans create linkages between organisational and individual performance. The Business Plans are derived from the Sector Plans and inform the development of the individual Executive Director’s (Section 57 Employees’) scorecards, which are an endorsement of the City Manager’s scorecard. All the Section 57 Employees sign performance agreements for the financial year as required by the MSA. The signing of performance agreements and the development of scorecards is an element of performance planning, which is part of the City’s PMS cycle that covers performance planning, coaching, reviewing and rewarding stages.
The individual scorecards include strategic performance objectives, key performance areas and indicators and targets for which the Section 57 Employees are responsible. The Executive Directors agree with the City Manager on the delivery contents of their scorecards. During implementation the City Manager frequently conducts coaching sessions with the individual Executive Directors to identify areas of performance weaknesses requiring development and support. Personal development plans in support of the incumbent are developed and agreed upon for implementation.
Progress on the implementation of the individual scorecards is assessed and monitored on a quarterly basis using a 5-point rating scale, ranging performance from unacceptable to outstanding. This forms part of the performance reviewing stage in the PMS cycle. The City Manager conducts one-on-one performance assessment sessions with the Executive Directors. The PAC further moderates the assessment results of the Executive Directors and recommends the final ratings to the Mayoral Committee. Individual performance is monitored and reported on a quarterly basis through the Action Driven Balanced Scorecard Reports, which inform Departmental Quarterly Reports based on implementation of the Business Plans.
The rewarding stage of the PMS cycle involves the payment of performance bonuses in recognition of outstanding performance, or the correction of unacceptable performance through intensified personal development plans. The payment of performance bonuses for Section 57 Employees occurs after the tabling of the Annual Report to ensure consistency between individual performance and reported organisational achievements. Challenges with Implementation of the Performance Management System The changing nature of the performance management environment requires continuous revision of the PMS to ensure relevance and effectiveness. In response, the City has to introduce new aspects into the system to ensure consistency with the changes, including legislative compliance
75 requirements. In implementing the PMS, the City is simultaneously dealing with certain challenges.
Core Competency Requirements The 2006 Municipal Performance Regulations for Section 57 Managers prescribe the criteria for assessing employee performance based on two components, namely the Key Performance Areas (KPA) and Core Competency Requirements (CCR). The KPA account for 80% of the final assessment, while the CCR make up 20%. The City is in a process of ensuring that the CCR are incorporated into the Section 57 Employees scorecards for 2009/10 and exploring mechanisms and criteria for their assessment, such as the 3600 feedback, customer satisfaction survey etc.
Evaluation Panel The 2006 Municipal Performance Regulations for Section 57 Employees further prescribe the establishment of an Evaluation Panel to evaluate the performance of all the Section 57 Employees, including the City Manager. In the City this entails approving the final performance ratings based on the Performance Audit Committee’s recommendations. The City is currently developing terms of reference for the establishment of the Evaluation Panel as prescribed.
Performance Management for Municipal Entities The institutional arrangements within the City of Joburg consist of the core municipal administration made up of the various departments, as well as the Municipal owned Entities acting as the City’s service delivery agents, in the form of Section 21 companies. The Municipal Entities are headed by Chief Executive Officers or Managing Directors, who report to their respective Boards of Directors and ultimately accountable to the Executive Mayor as the shareholder. The City is in the process of ensuring that the performance management systems and practices within Municipal Entities are aligned with those of the Core Departments.
PERFORMANCE MANAGEMENT SYSTEM: ROLES AND RESPONSIBILITIES
Regulation 7(2)(c) of the MPPMR requires municipalities to clarify the roles and responsibilities of each role player, including the local community, in the functioning of the Performance Management System. In the City these roles are defined as follows:
Johannesburg Risk Audit Services (Internal Audit): 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.
Performance Audit Committee: Monitor the system’s quality and integrity by moderating the one-on-one performance assessment results for Section 57 employees, including the Heads of Municipal Entities, to ensure equity and consistency in the application of evaluation norms and standards. The Committee further provides impartial recommendations on performance ratings to the Mayoral Committee, following the completion of objective appraisals.
Evaluation Panel: Evaluate Section 57 Employees’ (including the City Manager’s) performance through approval of their final performance ratings based on the Performance Audit Committee’s recommendations. The 2006 Municipal Performance Regulations prescribe the composition of the Evaluation Panel.
Executive Mayor and Members of the Mayoral Committee: Manage the development of the municipal PMS and oversees the performance of the City Manager and Heads of Department.
76 Council and Section 79 Committees: Play an oversight role and consider reports from the Mayoral Committee on its functions on different portfolios, and how this impacts on the overall objectives and performance of the municipality.
Community: Play a role in the PMS through the annual IDP consultation processes, which are managed by the Office of the Speaker, working in close conjunction with the Central Strategy Unit.
RESPONSE TO THE 2007/08 FINDINGS OF THE AUDITOR GENERAL
The following table shows the findings of the Auditor–General on the City’s PMS for the 2007/08 financial year. The table also details the City’s comments and action plan in response to the findings.
AG’S COMMENTS CoJ COMMENTS ACTIONS TO BE TAKEN Issue No 1: Inconsistent reporting of information
Municipal circular No. 11 issued on 14 The issue was first identified in the The 2008/09 IDP/SDBIP approved in January 2005, page 2 paragraph 1 2006/07-performance audit. Since the May /June 2008 are fully compliant “requires that the annual reports must 2007/08 IDP and SDBIP were already and the amendments will be reflected be aligned with the planning approved at the time of the audit, it in the 2008/09 Annual Report documents and the municipal budget was impossible to retrospectively for the year reported on to facilitate amend the IDP and the SDBIP to as to easy understanding and to enable the ensure compliance for the 2007/08 linkage between the plans and the Annual Report. actual performance”. Contrary to this However the 2008/09 IDP/SDBIP requirement, even though the Annual approved in May /June 2008 are fully Performance Report and the compliant and the amendments will be Integrated Development Plan reflected in the 2008/09 Annual Report (IDP) were aligned, the municipality’s performance planning documents (Budget and Service Delivery and Budget Implementation Plan (SDBIP)) did not include the predetermined performance objectives as stated in the Integrated Development Plan (IDP) Issue No 2: Performance Agreements not signed timeously Inspection of the performance Agree to the audit finding and will The 2008/09 performance agreement agreements for the 2007/08 financial ensure that performance agreements and scorecards for all section 57 year indicated that some performance and scorecards for all senior employees were signed timeously (31 agreements were not signed within managers and staff are signed July 2008) one month after the beginning of the timeously financial year i.e. before the 31 July 2007 as prescribed by the MSA and the Regulations
Issue No 3: Variances between planned and actual performance results There were various instances where The annual report will be updated Update annual report to include there were significant variances accordingly to include explanations on explanations on major variances between planned and actual major variances performance results Issue No 4: Internal audit function Regulation 14 (1) (c) of the Local Agree with the audit finding. A detailed A detailed process plan is to be Government: Municipal Planning and process plan is to be developed to developed to guide performance Performance Management guide performance auditing within the auditing within the City on a Regulations, 2001 requires that the City on a continuous basis and continuous basis and capacitating of municipality’s internal auditors must: capacitating of internal audit will be internal audit to will be prioritised prioritised Continually audit the performance measurement of the municipality; Submit quarterly reports on their audits to the municipal manager and performance audit committee; Even though internal audit conducted
77 AG’S COMMENTS CoJ COMMENTS ACTIONS TO BE TAKEN performance audit after financial year- end, the audit was not conducted continuously during the year
Issue No 5: Actuals don't agree with source documents Issue 5.1 Issue 5. 1
The evidence provided to support the Agree with the audit finding. However The Annual Report will be amended performance information reported in the source document used by the City to reflect the actual performance for the annual report was materially to review and monitor performance is 2007/08 financial year as audited by inconsistent with the ADBS Report the ADBS report, not the checklist. JRAS prior to tabling to Mayoral and Evidence Checklist from Housing Upon the inspection of evidence the Committee and Council in January AG audited the checklist instead of the 2009 ADBS report
Issue 5.2 Issue 5. 2
Through inspection of the CBP/PHP Agree with the audit finding. The Database 2007/08 Ivory Park, it was duplication is attributable to human identified that the database may not error and has since been corrected be accurate because some of the beneficiaries were accounted for more than once, thereby rendering the accuracy of the actual performance questionable
CONCLUSION
The City will continuously review its PMS to keep up with the evolving nature of performance management. The will involve making necessary amendments to current policy to ensure full legislative compliance and alignment of PMS across the City.
78 CHAPTER 8: SECTOR PLANS
INTRODUCTION
The basis for the annual review of the IDP is not only legislated, but it is also critical for the City to continually update its plans. This review primarily focused on the five year IDP Sector Plans and development of Delivery Agendas outlining key outputs and targets for the next financial year. This review process also aligns and informs departmental and ME business planning and budgeting on an annual basis; and is used to align inter-departmental planning, and City plans to those of Provincial and National sector departments.
Departments and Municipal Entities (MEs) reflect on the immediate priorities brought on by communities needs, business and growth demands, implementation capacity, and available resources and, where necessary have revised some of the five year objectives and IDP programmes in line with the principles of the GDS.
STRUCTURE OF SECTOR PLAN
The 2009/10 sector plan describes briefly the sector, by indicating the responsible department and Municipal Entity or Entities. The sector plan also highlights key challenges and opportunities its facing, the Legislative Framework it operates within, and it reports against the IDP five-year sector indicators and its contribution towards the 2010 FIFA World Cup.
The 2009/10 IDP consists of 13 sector plans, namely: Community Development; Corporate & Shared Services; Economic Development; Environment; Financial Sustainability; Governance; Health; Housing; Infrastructure & Services; Legislature; Public Safety; Spatial Form & Urban Management; and Transportation.
This chapter also makes reference to the Auditor-General’s findings (2006/07) in terms of the sector indicators with specific five-year targets. Each sector is reflecting progress to date as well as targets set for 2009/10.
79 IDP 5-YEAR SECTOR INDICATORS
Community Development The Community Development sector indicators are informed by the five year IDP strategic objectives of addressing social exclusion and building a safe and healthy society with special emphasis on vulnerable groups, i.e. women, children, youth and people with disabilities.
INDICATOR 5-YEAR PROGRESS AGAINST THE 2009/10 DELIVERY TARGET 5-YEAR TARGET AGENDA (2006/11) (ACCUMULATED) Percentage of projected 80% No history on New Expanded 50% eligible population registered Social Package but 119 000 for Expanded Social Package Indigent on current register. Registration to commence in July on New Package % integration of COJ Social 90% No history prior to 2008. 60% Package Services with Programme at 85 % since relevant departments, Home inception Affairs, UIF, Social Development & SASSA % of child headed households 90% 226 registered child headed 60% registered in COJ database households with 409 children receiving social assistance 100% of children receiving according to Bana Pele social assistance. 159 of these principles) have individual learning and career development plans Number of participants placed 17 000 5172 6000 in formal employment or 70 small poverty alleviation independent projects through skills centres contractor/entrepreneurs Implementation of social mobility summit recommendations at regional level Computer training to be expanded to the other three additional clubhouses in the city Entrepreneurial Programmes run at skills centres Youth incubator programme Number of shelters developed 2 in Regions 2 in Region F However, MOUs On going for children living and working F & G with NGOs who provide shelter on the street and are funded by the City Percentage of children living / 90% (Inner City) On going 50% working on the street removed in the Inner City Percentage of children 90% No history (these did not exist 60% living/working on the street before) rehabilitated Number of caregivers trained 7000 920 3040 Number of orphans receiving 35 000 18388 10000 orphans assessed and support connected with provincial and national interventions 409 Individual Development Plans for Child Headed Households Percentage development of 100% 100% (Braille, Sotho, English information on how to access and Zulu) funding from CoJ in four languages Number of youth involved in 22 000 2251 5000 (special programme 2010) African Literary Dev. Prog Establishment of African 1 Region E 1 (Orange Grove) E Literature Bookshop
80 INDICATOR 5-YEAR PROGRESS AGAINST THE 2009/10 DELIVERY TARGET 5-YEAR TARGET AGENDA (2006/11) (ACCUMULATED) Free Internet and E-mail at 42 0 21 50% of public Libraries Percentage of computer based 100% 100% On going literacy/numeracy centres at half of City’s public libraries Percentage management and 100% 20% (on going) 50% maintenance of sport facilities as per norms and standards policy 2Percentage Professional 85% 85 % On going competitive sport development (swimming, tennis, golf, rugby, equestrian, basket ball & indigenous games) Roaming recreation vehicles Regions G, Region G weekly to day care 1 rolled out E& A centres Percentage development and 100% 100% Soweto and Alexandra 100% (to include Orange Farm, implementation of heritage (Credo Mutwa, June 16 Trail, Diepsloot, Ivory Park) strategy for historically Kliptown, Vilakazi Precinct) disadvantaged areas Number of talented youth 1000 300 350 identified/developed through (establish Creative Industries unit; creative industries from implement Carnival training camp; historically disadvantaged youth training through music, craft communities & art bank) Number of monuments 3 monuments 2 - D & F 1 commissioned for cultural of cultural Proposed bust of Walter Sisulu icons icons at Metro Centre
Number of informal sports 35 grassed & 12 grassed. 7 fields grassed out of 35 scoped fenced. 16 1 fenced with ablution facilities with ablution 6 currently under construction facilities Recreation Streets in Regions B & 5 in 2007/08 in Jabavu, C & E historically disadvantaged C Bellavista, Bertrams, areas Senoaone, Tshepisong (G,F, D, A, & B) Revamping & completion of 100% 90% 10 % stadia (Rand, Dobsonville & 80% precinct development) Orlando) Development of Soweto 100% 5%(tender awarded; plans 70% by June 2010 Theatre completion drafted) and legal process of ME establishment Number of youth introduced to 7100 1954 (Roodepoort Theatre) 2575 youth theatre via sponsored (Via sponsored tickets) tickets Productions staged to attract 60 8 Roodepoort Theatre & JTC 26 new audiences
2 Redefined to sport transformation programmes.
81 Economic Development The Economic Development Sector Indicators are informed by the IDP objective of ensuring participatory democracy, accountability and responsiveness to needs of communities.
INDICATOR 5-YEAR PROGRESS 2009/10 DELIVERY AGENDA TARGET AGAINST THE (2006/11) 5-YEAR TARGET (ACCUMULATED) Number of jobs created 120 000 123 059 120 000 through the EPWP programme Percentage implementation3 50% 25% 65% of the Jozi Equity Fund to support SMME development and job creation.4 Percentage increase in the 70% 65% 70% City’ spent to specific targeted firms owned by specific categories of HDI (BEE, Women, disabled, youth, etc) Rand Value of projects R15 billion R3.3 billion R3.5 billion attracted into the City through accelerated and expansion of the Urban Development Zone (UDZ) Tax Incentive % Implementation of the 100% 80% 50% Joburg Broadband Network/Project
Environmental Management The Environmental indicators are informed by the five year IDP strategic objectives of ensuring sustainable development and environmental justice, and providing recreational facilities (developing parks) especially in previously disadvantaged areas of the South.
INDICATOR 5-YEAR PROGRES AGAINST 5- 2009/10 DELIVERY TARGET (2006/11) YEAR TARGET AGENDA (ACCUMULATED) Number of trees planted on 200 000 trees planted 90 738 to date 62 000 sidewalks, in parks and private properties 62 000 in 2008/9 Percentage reduction in waste 15% reduction of waste 173 tons of waste 10 tons of waste from disposal to landfill and sorting at to landfill (based on the recyclables and 600 major events to be source in the City 2006 baseline) crates bottles diverted from landfill collected Public education and information on best practices on waste handling and impacts Percentage reduction in air 5 % reduction based Basa njengo 4 000 additional pollution levels on 2005 baselines Magogo project households in Soweto rolled out in: and Alexandra Alexandra 10 Voluntary rating and 000 households incentive schemes Soweto 30 000 households Percentage improvement in 10km of water courses 1 125 ha of water Additional 50 km of integrity of water courses and in rehabilitated courses cleaned up water courses river health and rehabilitated rehabilitated 10% improvement in river health Implementation of hotspots improvement
3 Implementation means approval of the project and the operationalisation (governance, staffing and systems) of the Fund.
82 INDICATOR 5-YEAR PROGRES AGAINST 5- 2009/10 DELIVERY TARGET (2006/11) YEAR TARGET AGENDA (ACCUMULATED) plan – five areas Number of water bodies 5 water bodies 4 Water bodies were 4 water bodies have rehabilitated for ecological and identified and jointly been identified and recreational purposes addressed with CoJ prioritised for (Florence Bloom BS, rehabilitation (JBG Westdene Dam, Zoo Upper Dam, Florida Lake and Bruma Lake, Alberts Farm and Lake) Blue Dam) Number of wetlands 5 wetlands 4 wetland systems Rehabilitation of Lenasia rehabilitated for aquatic habitats were rehabilitated wetland and Orlando and watercourse (by end 2007/8) Dam Percentage increase the total 5% of the city’s total 67 Recreational Identify more land for land area proclaimed as area by 2011 parks, and 41 Nature conservation and conserved area areas submitted for facilitate for protection zoning mechanisms 1 519 ha cleared of Submission of alien vegetation conservation areas for through Working for declaration and Water and JCP proclamation as per biodiversity assessment study in line with the relevant laws Percentage reduction in 2% reduction Two flagship projects: Installation of additional greenhouse gas emissions solar water heaters at through flagship projects 5 flagship projects Retrofitting of city- Cosmo and ARP owned buildings Retrofitting of remaining underway – 5/17 council owned buildings completed 222 solar water heaters installed at Cosmo City and ARP Percentage compliance of City’s 100% compliance 95 % for City’s CAPEX Target achieved, maintain or (capital) projects to the EIA projects improve compliance of Capex Regulations projects Percentage compliance of 100% compliance 100% ARP Target achieved, maintain or strategic projects to EIA specific improve compliance of conditions 90%CosmoCity strategic projects 95 % Gautrain
Financial Sustainability The Financial Sustainability sector indicators are informed by the IDP objective of ensuring sustainability, accountability, and responsiveness to the needs of the City and supported communities.
INDICATOR 5-YEAR PROGRESS AGAINST 2009/10 DELIVERY AGENDA TARGET THE 5- YEAR TARGET (2006/11) (ACCUMULATED) Achievement and Unqualified audit report Unqualified audit report for Unqualified audit report maintenance of clean 2006/07 financial year audit with matters of emphasis Collection of the R1.8 billion Average of Reduction of the recoverable recoverable portion of the R3 billion portion of the debtors book by Debtors Book R1.5 billion Percentage of affirmative 75% 2006/07 – 65% Transferred to Department of procurement (BEE) of total 2007/08 – 70% Economic Development procurement value Ratio of group cost Ranges between 47.85 Days Target achieved. Endeavour to coverage (how many days 30 – 35 days keep the target at the target operational cash covers range or higher
83 INDICATOR 5-YEAR PROGRESS AGAINST 2009/10 DELIVERY AGENDA TARGET THE 5- YEAR TARGET (2006/11) (ACCUMULATED) operational costs) Ratio of group debt 13:1 22.99 Times Target achieved. Endeavour to coverage (the higher the keep the target at 13:1 or higher ratio the better) Percentage of 100% 100% Implementation by 1 Target achieved. Continuation implementation of the new July 2008 of monitoring the rates policy and valuation implementation as well as the roll annual review of the Rates Policy Increase Revenue determined target (a R 13.3 billion Increase revenue collection to Collection consistent minimum R6.4 billion per annum) R7 billion
Percentage of collection 95% 91.5% Strengthen collection ratio at ratios 91.5% despite the global financial pressures Percentage of active 99% 84.12% customers 95% of Rates and Refuse customers receiving receiving bills Account holders receiving accurate bills for rates and accurate bills by June 2010 refuse Long term domestic credit AA Fitch: credit rating is Maintain at A+ rating improvement to at maintained at A+ least AA rating Moody’s: credit rating was upgraded by two notches to Aa2.za
Percentage of clearance 100% (save for accounts 72.7 clearances issued 95% Clearance certificates and certificates and refunds with meter related within 30 days refunds issued within 30 days of issued within 30 days of matters) application (excluding application (Improvement properties with meter related with regard to turnaround issues) times in respect of clearances) Call answer at Joburg 90% of calls answered An average of 90 seconds An average of 60 seconds Connect within 40 seconds Pursue City’s public Raise capital funding for R3.8 billion Within the approved R6 from borrowing programme R6 billion the DMTN the City has (DMTN) to raise at least borrowed an accumulated R6 billion to 2010 amount of R3.8 billion from the beginning of the term with R1 billion planned for 2008/09. The remainder of R1.2 billion will be left for the 2009/10 financial year
Health The Health sector indicators are informed by the five year IDP objectives of providing universal access to health care facilities, as well as implementing the HIV and AIDs awareness and support.
INDICATOR 5-YEAR PROGRESS 2009/10 DELIVERY TARGET AGAINST THE 5- AGENDA (2006/11) YEAR TARGET (ACCUMULATED) Number of diesel vehicle tested per N/A 14 530 7 081 annum for emissions % Compliance to water sampling 95% 96% 95% protocol / programmes for the city - Water quality management % of Council owned vacant properties 100% 100% 100% where illegal dumping regularly takes place issued/served with statutory notices % Of Non Council owned vacant 100% 100% 100%
84 INDICATOR 5-YEAR PROGRESS 2009/10 DELIVERY TARGET AGAINST THE 5- AGENDA (2006/11) YEAR TARGET (ACCUMULATED) properties where illegal dumping regularly takes place issued/served with statutory notices Number of "No dumping” signs N/A (On going) 269 105 erected city-wide on properties where illegal dumping regularly takes place
Number of public awareness N/A 35 14 programmes conducted per region on measures to control vectors
% of identified hot spots sites N/A 436 436 serviced by vector control personnel Number of blitzes focusing on N/A 49 7 nuisance buildings Number of campaigns per Region on N/A 45 14 chemical safety and lead awareness Number of identified informal food N/A 3 153 1 946 traders trained citywide % of cases investigated and 85% 100% of cases 542 (100%) of cases 100% of cases reported within 3 working days investigated and 85% investigated and 542 (97%) investigated and 80% reported within three reported within three working reported within three working days days (for 2007/08) working days Number of HIV & AIDS and STI Every two years One Knowledge, attitude and One survey will be prevalence, awareness and impact practice survey conducted in conducted in 2009/10 surveys conducted in the city 2007/08 Number of Peer educators trained 400 800 and 400 will be retrained 400 peer educators will be retrained Commercial Sex Worker 2 programmes 3 programmes 1 new programme programmes implemented % Of identified hotels with CSW 100% of all identified 100% of all identified hotels 100% of all identified supported as part of the outreach hotels hotels campaign Number of fixed facilities providing 100% (84) fixed facilities 100% (84) fixed facilities 87 fixed facilities rapid on site HIV testing services Number of fixed clinics that offer All fixed clinics providing 58(66.7%) 87(100%) comprehensive ANC providing ANC PMTCT services Number of fixed clinics conducting 100%(84) fixed facilities 100%(84) fixed facilities 100%(87) fixed facilities PCR testing in children % of fixed clinics implementing INH 100% 100% 100% preventive therapy Number of new anti-retroviral (ART) Identify sites in 3 established operational 2 new sites will be site established in CoJ partnership with sites established Gauteng health department and NGOs Number of clinics with extended Implement the extension 5 clinics 2 clinics to be added service hours of service hours plan
Number of satellite clinics Implement plan to 13 clinics have been 1 mobile service points operationalised to fixed clinics convert satellite to fixed converted from satellite converted to fixed clinics clinics clinics Number of EMS training session per Conduct EMS training 90 nurses trained in EMS 60 nurses to be trained quarter for all PHC clinical staff Number of staff satisfaction surveys Conduct annual Done annually x 2 years Survey to be done conducted to develop interventions to satisfaction surveys improve staff morale % Regions with functional cost 100% 80% 100% centres % Service delivery points with 100% 85% 100% monthly Laboratory control systems % Service delivery points with 100% 100% 100% monthly pharmaceutical stock control
85 INDICATOR 5-YEAR PROGRESS 2009/10 DELIVERY TARGET AGAINST THE 5- AGENDA (2006/11) YEAR TARGET (ACCUMULATED) systems % Drug stock-out in customised EDL <5% drug stock out 0.3% drug stock out <5% drug stock out per region % Shrinkage on pharmaceuticals at Not more than 5% 0.68% shrinkage Not more than 5% the central pharmacy and clinics shrinkage on shrinkage on pharmaceuticals at the pharmaceuticals at the central pharmacy and central pharmacy and the the clinics clinics Number of internal audit reports on Bi-annual Bi-annual reports X 2 per Bi-annual 2 per year the pharmaceutical services year % Of ward health sector 100% 70% of ward health sector 85% of ward health representatives trained representatives trained sector representatives trained Number of training sessions for 2 2 per annum 2 community structures including traditional healers per annum Time taken to respond to service Monthly monitoring of Above 95% Above 95% requests & complaints and % implementation of resolution rate of complaints (as per complaints management criterion) system: response time and resolution rate (targets) as per criterion % of clinicians trained in early 90% (cumulative) 65.2%(199) clinicians have 20% additional clinicians identification of people with mental been trained to date in early trained in early illnesses identification of people with identification of people mental illnesses for the with mental illnesses 2006/07 & 2007/08 years including Alzheimer’s Disease, bipolar & postnatal depression % Cure rate of New Smear Positive 76% (annual target) 73.7% (Annualised April 75% Cure rate of New TB patients 2006 – March 2007) Smear Positive TB patients % Of sputum results received within 90% (annual target) 91% (Annualised April 2007 90% of sputum results 48 hours – March 2008) received within 48 hours Number of TB awareness TB awareness TB awareness programmes 1 TB awareness programmes conducted in each programmes conducted conducted in each region for programme conducted in region in each region annually the 2006/07 & 2007/08 years. each region The next major campaign will be held in March 2009 as part of World TB Day (24th March 2008) Number of substance abuse 98 High Schools & 63 Substance abuse awareness Substance abuse awareness and education Primary Schools and education programmes awareness and education programmes conducted at high (cumulative) conducted at 55 high schools programmes conducted schools for the 2006/07 & 2007/08 at 3 high & 3 primary years. Primary schools have schools per region only been included from the 2008/09 year Number of males screened for 4,690 males screened A total of 2,010 males were 150 males screened for prostrate gland & testicular cancer for prostrate gland & screened for the 2006/07 & prostrate gland and testicular cancer 2007/08 financial period testicular cancer per region Number of cervical & breast cancer Cervical & breast cancer Cervical & breast cancer 1 awareness programme awareness programmes conducted awareness programmes awareness programmes on cervical cancer and conducted in each conducted in each region for breast self examination in region annually the 2006/07 & 2007/08 years each region Number of awareness programmes Awareness programmes Awareness programmes on Awareness programmes on chronic conditions of lifestyles on chronic conditions of chronic conditions of on chronic conditions of conducted lifestyles conducted in lifestyles conducted in each lifestyles conducted in each region annually region for the 2006/07 & each region 2007/08 years Number of awareness programme on Mental health Awareness programmes on 1 awareness programme mental health conducted awareness programmes Mental health conducted in on mental health conducted in each each region for the 2006/07 & conducted per region
86 INDICATOR 5-YEAR PROGRESS 2009/10 DELIVERY TARGET AGAINST THE 5- AGENDA (2006/11) YEAR TARGET (ACCUMULATED) region annually 2007/08 years Number of EPI awareness EPI awareness EPI awareness programmes 1 EPI awareness programme conducted programmes conducted conducted in each region for programme conducted in each region annually the 2006/07 & 2007/08 years per region % (full) immunization coverage of 90% (Annual target) 88.5% (July 2007 – June 90% (full) immunisation children under 1 year 2008) coverage of children under 1 year % of severely malnourished children 100% of severely 411 (100%) of severely under 5 years monitored/followed up malnourished children malnourished children under 100% of severely under 5 years 5 years were identified and malnourished children monitored/followed up were monitored / followed up monitored / followed up for the 2006/07 & 2007/08 years % fixed facilities providing 100% 66.7% (58 of 87 fixed 100% of fixed facilities comprehensive ANC in the city facilities providing providing comprehensive comprehensive antenatal ANC in the city care) % of ANC patients pre test 90% 78.5% of women attending 90% of ANC patients counselled for HIV antenatal care at LG facilities offered HIV counselling were pre-test counselled in 2007/08 % increase in cervical cancer 5% increase in cervical The coverage for 2006/07 5% increase in cervical screening coverage from the baseline cancer screening was 6.8% (30,422 Pap cancer screening coverage annually Smears) and 6.1% (28,280 coverage from the Pap Smears) for 2007/08 baseline (The target group is 83% women over 30 years for the Public Sector services) Number of awareness programme on Cervical cancer and Awareness programmes on 1 awareness programme cervical cancer and breast self breast self examination cervical cancer and breast on cervical cancer and examination in each region awareness programmes self examination conducted breast self examination in conducted in each for the 2006/07 & 2007/08 each region region annually years Number of awareness and education Awareness programmes Awareness programmes on 1 awareness and programme on reproductive and on reproductive and reproductive and maternal education programme on maternal health in each region maternal health health conducted for the reproductive and including postnatal depression conducted in each 2006/07 & 2007/08 years maternal health in each region annually region, including postnatal depression Number of awareness programmes 91 High Schools & 63 Awareness programmes Awareness programmes on teenage pregnancy conducted in Primary Schools teenage pregnancy on teenage pregnancy high schools (cumulative) conducted at 43 high schools conducted in 3 high & 3 for the 2006/07 & 2007/08 primary schools per years. Primary schools have region only been included from the 2008/09 year Number of educational campaign N/A 101 7 (1 per region) conducted focusing on CoJ by-laws & legislation Number of butcheries inspected for 100% of database 787 (100% of database) (100% of database) 787 compliance with legislation Number of Functioning Outbreak 7 functional Outbreak 7 functional Outbreak 7 functional Outbreak Response teams Response teams in Response teams in each Response teams in each each region region region
87 Housing The Housing sector indicators are informed by the five year IDP target of delivering 100 000 nits , as well as affordable housing opportunities through leveraging private sector investment in line with the Breaking New Ground principles.
INDICATOR 5-YEAR PROGRESS AGAINST 2009/10 DELIVERY TARGET THE 5- YEAR TARGET AGENDA (2006/11) (ACCUMULATED) Number of mixed income housing 50 000 units 22 872 units 15 000 units units Number of housing units through 30 000 units 13 572 units 10 000 units the Community Builder Programme and Peoples Housing Process Number of rental housing units 15 000 units 8 916 units 3 000 units Number of hostel upgrading 5 000 units 1 103 units 1 600 units programmes
Infrastructure and Services The Infrastructure and Services sector indicators is informed b the strategic objective of providing universal access to essential services in line with the national and provincial targets, as well as the Millennium Development Goals.
INDICATOR 5-YEAR TARGET PROGRESS AGAINST 2009/10 DELIVERY (2006/11) THE 5- YEAR TARGET AGENDA (ACCUMULATED) % coverage of basic level5 of Water 100% Water and sanitation 85% 90% of prioritised areas service to all households Sanitation 100% (The remainder of areas are provided with nominal service6) % of service connection7 of 95 % by 2011 78% 90% of prioritised areas electricity to all formalised households % provision of street lighting to all 95% 62% 65% formal and proclaimed informal settlements % reduction in electricity usage 10% Indicator has not been 10% measured yet, since programme commenced recently
% reduction of electricity outages 30% by 2010 15% 18% (bulk, medium and low voltage) % reduction of electricity losses from 3% to 1% 2.9% 2% (non-technical losses) % improvement of cleanliness Inner City Charter 100% Cleanliness levels have Sustain cleanliness levels levels8 in the Inner City improved to level 2 9 at level 2
% reduction of unaccounted for 25% Unaccounted for water Physical losses -9% water (physical and losses averaged at 33.6 % Commercial losses 16% commercial losses)
5 Level of service 1 (LOS 1) water include water standpipes and water tankers located within a 200meter radius LOS 1 sanitation include VIP for each household, chemical toilets and any other dry onsite sanitation 6 Nominal services are generally temporary in nature but ensure the provision of the basic services. 7Service connection completed before or after the construction of housing structure 8 Based on prescribed Service Level Agreements 9 Level 2 represents an area predominantly free of litter except for small accumulations in 1 out of 4 street corners.
88 INDICATOR 5-YEAR TARGET PROGRESS AGAINST 2009/10 DELIVERY (2006/11) THE 5- YEAR TARGET AGENDA (ACCUMULATED) % reduction of waste to landfill site 15% 5% waste reduction was 7% reduction on green achieved waste. At least 10% dry waste diverted to MRFs and private landfills
% collection of waste in all areas 100% All areas provided with a Standard Waste service (formal and non formal areas) standard waste service to all areas and daily once a week and 61 informal areas service to 84 prioritised received a daily service to informal settlements improve cleanliness levels 100% coverage of formal areas
Public Safety The Public Safety sector indicators is informed by the five year strategic objectives of building a city where life, property and lifestyles are safe and secure so that residents and businesses can live and operate free from crime, threats to public safety, personal emergencies and disaster.
INDICATOR 5-YEAR TARGET PROGRESS AGAINST THE 5- 2009/10 DELIVERY (2006/11) YEAR TARGET AGENDA (ACCUMULATED) Number of FF/EMTs 778 278 (To date) 250 250 to be recruited for 2008/09 Number of Ambulances 60 16 delivered 19 25 for 2008/09 Number of Metro Police Officers 4 000 Recruited an additional 500 Recruit and train an employed by 2010 MPOs who commenced training additional 1 000 MPOs in July 2008 which will bring the (appointments will be total number of MPOs close to 3 made based on availability 000 by the end of December of funds) 2008 % Development and 100% Safety and Security readiness Implement the Safety and implementation of a safety and plan fully developed and a total of Security plan during the security readiness plan for the 10 joint simulation and 28 2009 FIFA Confederations 2010 FIFA soccer world cup practice sessions (service Cup and 2010 Soccer animals) conducted World Cup
Reduce incidences of crime across 7-10% reduction 4% reduction in 2006/07 financial 7-12% reduction the City year 0.68% increase in 2007/2008 financial year 3.32% reduction to date Average time taken to respond to 10 minutes 11 minutes 10 minutes incidences of crime in areas covered by CCTV (Inner City) % City area covered by CCTV 100% of the Inner City 216 CCTV cameras installed and Link existing CCTV (CCTV footprint) monitored. Response teams put infrastructure of SANRAL, in place JRA and private sector to CCTV control room
Improved turn-around times for 30 minutes 43 minutes in 2006/2007 15 minutes vehicle licensing transactions 19 minutes in 2007/2008 Number of by-law cases 40 000 8 555 cases in 2006/2007 20 000 prosecuted 18 212 cases in 2007/2008 Target of 20 000 cases in 2008/2009 Average time taken to respond to 15 minutes 27 minutes in 2006/2007 15 minutes serious road accidents across the 20 minutes in 2007/2008
89 city Target of 15 minutes in 2008/2009 % Reduction in the number of 30% 12% in 2006/2007 25% annual road fatalities 11% in 2007/2008 Target of 20% in 2008/2009
Spatial Form and Urban Management The Spatial Form & Urban Management sector indicators are informed by the City’s five year IDP strategic objectives of restructuring and re-engineering of the current distorted urban form; and it also guides the City’s key programmes and capital investment initiatives to support economic growth potential.
INDICATOR 5-YEAR PROGRESS AGAINST THE 5- 2009/10 DELIVERY TARGET YEAR TARGET AGENDA (2006/11) (ACCUMULATED) Percentage building plans 80% 100% of complete building plan Turnaround times approved within 24 hrs applications are approved within will be maintained 24 hrs Focus is to shift to 35% are approved within 28 the quality of days decision-making Percentage implementation of a 100% No progress. Budget request Implementation of block-by-block operational plan in submitted in annual budgeting block-by-block nine priority areas per region operational plans in all regions with specific focus on CBDs other than the Inner City Percentage implementation of the 100% In-situ formalisation and Initiate land use new approach to regularise provision of basic level of regularisation, informal settlements service complete by June 2009 where feasible
Percentage new development 50% of all private Assessment and implementation Re-alignment of the and capital investment that is investment and 60% of strategy for one growth Capital Investment focused in the short and medium all public investment in management area complete by Management term priority areas of the City, as the City to be targeted at June 2009 System (CIMS) to defined by the Growth key growth nodes and include central Management Strategy (GMS) focus areas identified by tenets of the GMS the GMS 100% Ongoing assessment of growth targets and development trends
Refinement of development conditions relating to resource management Finalisation and full 3 yearly updates Consolidated town planning Consolidated town implementation of a consolidated scheme finalised with public planning scheme to town planning scheme comments be in operation (in accordance with promulgation of provincial regulations) Maintenance of the aerial 2006/2009/2011 Phase One of CoJ aerial Completion of photography for the City using imagery update complete by Phase Two (final new technologies such as June 2009 phase) of CoJ aerial pictometry, which enables 3-D imagery update viewing and measurement complete by June 2010 Percentage implementation of the 100% Completion of Inner City Spatial Implementation of Inner City Regeneration Charter Framework Implementation Plan Inner City Spatial Plan Framework 100% implementation of 08/09
90 INDICATOR 5-YEAR PROGRESS AGAINST THE 5- 2009/10 DELIVERY TARGET YEAR TARGET AGENDA (2006/11) (ACCUMULATED) Inner City Charter Commitments 100% implementation of 09/10 Inner City Charter Commitments
91 Community Development Sector Plan
INTRODUCTION AND OVERVIEW
Part of the sector’s vision, through the Community Development department, is being upheld and rigorously sustained in pursuit of the City’s broader goals for addressing household poverty through safeguarding and supporting the poor; addressing inequalities through championing rights and opportunities and building prospects for social inclusion. These goals are pursued to ensure a City where community development, personal growth and social mobility are enhanced, so that the challenges of poverty and vulnerability, inequality and social exclusion are fundamentally addressed. The vision, mission and goals are therefore very broad statements, further broadening an already large mandate in response to strategic and political imperatives and priorities, as well as societal demands and expectations
Community development within the sector cuts across many city departments and several Municipal Entities (hereafter ME’s), since it relates to the key focus areas aimed at advancing human development with women, youth, immigrants and displaced persons; people with disability (PWD’s) and early child development (ECD) as main programme focus areas; conserving and showing artistic expression and heritage; creating opportunities for the upliftment/advancement of communities through sports and recreation, as well as promoting a culture of reading and learning, all these especially targeted at vulnerable groups in the community.
It is a well-known and documented fact that vulnerability often has negative effects on people’s general health and well-being, and the concomitants thereof remain a challenge for government at every level. The City, as local government, is at the coalfront for mounting community expectations and demands, and the sector, being largely social-goals -oriented in its main focus, experiences a huge challenge in mitigating all the expressed community needs at once in the face of tight budget allocations. Prioritisation therefore assists in the execution of new projects and for maintaining programme continuity via a balanced system of community / stakeholder participation, and alternative funding mechanisms.
Key focus areas
Within the sector, as part of the department’s responsibility, the following key focus areas constitute the Community Development Department’s IDP programmes. The programmes are: City Social Package; Access to Social Grants; Vulnerable Households Support; Early Childhood Development (ECD); Women Development programme; Sustainable Human Settlements (Community Development component); Skills Development (Community Development component); Public Spaces; Public Arts, Cultural Life, Heritage and Theatres Support for the Arts Programmes; Sports and Development; 2010 Soccer World Cup Legacy; Youth Development; Street Children Opportunity; Counter Xenophobia and Common Citizenship; NGO/CBO Support programme; and PWD Access.
92 It should be noted that some of the key programmes outlined above are thematically grouped in the sector plan report, eg, all Arts, Culture and Heritage, social relief, skills development programmes.
Mandate
The mandate continues to expand, and it derives from national, provincial and local government legislation and is informed by the following: the Millennium Development Goals (MDG’s); the Growth and Development Strategy (GDS) and the Integrated Development Plan (IDP) process that includes a rigorous community participation process; the City’s scorecard; the Mayoral Priorities as set out in the recent Budget Lekgotlas held in November 2007 and March 2008; as well as all applicable national and provincial policy and strategic objectives, protocols and agreements per the constitutional requirements on cooperative governance. This has been translated into an annual implementation outcome or a detailed departmental business plan.
Sixteen citywide priority interventions were adopted as ‘key’ in the November 2007 minute of the Budget Lekgotla. The broadest ones within the sector cutting across many city departments and ME’s are: proactive absorption of the poor; facilitated social mobility and equality; and settlement restructuring, whose overall coordination is a Community Development departmental responsibility. Possible departmental first priority interventions, in terms of the preliminary Budget Lekgotla November 2007 outcomes, in partnership with relevant City departments and MoE’s are: Implementation of a revised social package; Increased spend on maintaining infrastructure, roads and public facilities especially in poorer areas; Piloting and implementation of a regulatory framework to ensure that all buildings meet set environmental/demand management standards. These are further described in the detailed business plan, which, once approved by Council, will present the final mandate on the strategic and political priorities in respect of the sector, for operational execution by the department, based on the Council approved budget choices and allocations.
CHALLENGES AND OPPORTUNITIES
Most challenges in the sector relate to funding availability, lack/inadequate/poorly resourced facilities and growing community needs and demands. These are however, being mitigated against through partnerships with internal City and external (provincial) departments, non- governmental organizations and the corporate sector, through innovative strategies to fund new programmes, implement uniform norms and standards for facilities including the development of new facilities, and enhancing interactions and constructive engagements with community representatives and groupings using the institutional mechanisms already in place.
Within the City, the most critical dependency matrix with regard to the sector’s mandate for sustained and proactive and responsive service delivery to communities is with the internal Departments of Health, (vulnerable households support programme, HIV/Aids), Housing, (sustainable human settlements programme, inclusionary housing strategies, regularization of informal housing), Development Planning and Urban Management (sustainable human settlements programme in terms of the regularization approach to informal settlements, accelerated upgrading that must have a basket of social amenities in informal areas), Environment (sustainable human settlements programme – regulatory framework for buildings), Economic Development (skills development programme and EPWP) as well as JDA (funding support for sustainable human settlements programme, empowerment zones), JRA (sustainable human settlements programme), JFPM (food programme), JMPD (by-law enforcement, and safety and security programmes) ISD (EPWP), and EMS (disaster management). The department has structured engagements with its counterparts, and continues to enhance the Human Development Task Team outcomes as an institutional forum for such structured engagement.
93 Apart from the normal scale of activities and projects linked to programmes, and which need to be carried out in the Community Development Department, the following are some of the challenges encountered in the implementation of the 5year sector plan thus far:
Access to social package by qualifying households Human Development: Partnerships and multidisciplinary engagement: There is lack of a mechanism to facilitate the establishment of partnerships so that delivery is unaffected; There is also a lack of commitment from various departments in various strategies; Social Mobility Summit: The challenge of hosting the summit is that a long wish list, demands, new and increased expectations emerged without the benefit of joint commitments; and Change management: Skills adaptation a necessary challenge to be addressed, in order to respond to the new departmental business strategy and ethos.
Increased number of City-run or City-supported programme ACH: Lack of funding in ACH for the Creative Industries portfolio, thus styming the economic sectors for craft. music, design; and ACH HIV / AIDS Festival may be in jeopardy from 2009 due to the fact that 2008 is the last year that the Royal Netherlands Embassy will fund it.
Literacy and numeracy training programmes Library and Information Services: CoJ needs to comply with the Carnegie Corporation of New York conditional grant conditions; CoJ needs to commit capital funding with respect to expanding direct public access to the internet programme, also to include satellites, to meet Gauteng Provincial Government (GPG) halfway; and Insufficient staff in Libraries for direct service delivery particularly to accommodate new programmes.
Increased number of developed public spaces (other than formal parks) where citizens can interact freely and safely Capital Projects: Funding thereof remains a challenge; and Recreation Streets in Alec Gorshel complete, Borolo Recreation Street in Jabavu, Bertams and Bellavista Recreation Streets developed and completed.
Steadily increasing percentage of residents who have either participated in or attended a City of Johannesburg led arts, culture or heritage initiative Ach: Need to maintain existing heritage sites and establish new monuments; The transfer of the Creative Industries Portfolio from EDU without a budget, resulting in inability of ACH to proactively absorb the poor; especially craft, music, film and design sectors by resourcing the said sectors; This project is un-funded / under-funded; and Operating budget for the centre yet to be secured.
Improved accessibility to sports and recreation facilities and programmes, both in terms of distribution across the city and in terms of average operating hours Sport and Recreation: Budget availability still to be finalized.
Xenophobic attacks on migrants to Johannesburg eliminated and tolerance of migrants increased. Human Development:
94 Social Inclusion of the foreign nationals is still a challenge.
The key challenges facing the department for the period 2009 -2011:
Insufficient funds both Capex and Opex to meet the community needs in terms of provision of new community facilities and adequate maintenance of existing facilities; Coordination and impact-centric integration of efforts by all spheres of government to alleviate poverty in the Johannesburg context, both in terms of programmes and funding; Institutionalizing the Expanded Social Package as a one-stop shop for social services in Johannesburg; Working with other spheres of government and the private sector to scale up the Job Pathways programme as a welfare to work solution that begins to address the scale of need for effective employment and livelihood strategies amongst Joburg's poor; To ensure completion of the Soweto Theatre and put in place effective management and resources; Reduction of poverty and increasing the pace of meeting the millennium goals by 2014 Ensuring that all the orphans and indigents in the city are in the database and have access to services; and Unfunded mandates from other spheres of government.
The key programmes that the department will be implementing for the remainder of the political term:
Completion of the Mayoral legacy projects (e.g. Greening of soccer fields, Soweto Theatre Siyasizana/ or the Expanded social package (ESP) a next-generation approach to targeting benefits and distributing benefits , building a system which channels different levels of subsidy for city services to those with different levels of need, but also refers the poor to a range of special needs programmes and tracks the outcome, becoming a one stop shop for social services; Pathways system - work-readiness programme attached to expanded social package that assesses and streams the jobless into different placement and training channels, based on their particular circumstances (including job pathways); Rental subsidy scheme (component of the ESP) - a radical approach to the issue of shelter for those living on the streets and b in deeply informal circumstances, by establishing a system for subsidizing private sector rentals (for a limited time) for the poorest residents of the city, specifically those registered on the ESP as homeless; Cultural life programmes in poor neighborhoods; and Counter Xenophobia programmes: namely the Africa History Week Programme (focusing on young people and communities from various communities to build understanding across cultural boundaries and inculcate tolerance) and the Johannesburg Migration Advisory Committee (made up of various role players from other sphere of government, NGO’s, chapter nine organizations to assist develop regulations on migration issues in the city.
The key programmes that the department is prioritizing for the financial year 2009/10:
Completion of the 2010 training venues; The City Expanded Social Package Programme and the Job Pathways System - rolling out registration, ensuring benefits reach those registered, making referrals more effective and efficient; Development of the Soweto Theatre and Gauteng Craft Hub; and Addressing the challenge of homeless people and children living and working on the street and Human Trafficking.
95 REVISION TO THE COJ 2006/11 IDP
The 5 year strategic objectives have been retained and minor additions were made after the last community interactions.
SECTOR RESPONSE TO COMMUNITY ISSUES
Citywide regional summits and a stakeholder summit were held in February - April 2008 respectively. Ongoing community involvement and workshops are undertaken to share progress and achievements but also to obtain feedback from community development stakeholders on key departmental programmes.
SECTOR CONTRIBUTION TO 2010 FIFA WORLD CUP
The following are projects and programmes the Department of Community Development is currently working on towards 2010:- development of formal grassed soccer fields, recreation streets/zones, 2010 training venues, the Soweto Indoor Aquatic Centre, the creation of jobs through the EPWP Programme, Jabulani Theatre and the Johannesburg Civic Theatre’s production “The Boys In The Photograph.”
Training venues The Community Development Department is currently working on the implementation of the final phases of three training venues in preparation for the 2010 FIFA World Cup.
Orlando stadium The overall progress of this project is on schedule. Contract to develop the external precinct was awarded in August and work has commenced with earthworks and installation of paving and related works in the piazza at the eastern elevation, facing Mooki Street. The following work; installation of seats, tiling and construction of the ticket office, paving and fencing of the external portion of the stadium is now completed.
The process for the procurement of service providers to supply gym equipment, install streetlights and access control has also started and the contracts awarded in October.
Lastly, the base layer work on the pitch is being done including the installation of the sub-soil drainage system to ensure that the pitch is ready for the November 2008 official opening.
Dobsonville Stadium The development of this stadium is progressing as planned. The installation of kitchen furniture and the gym equipment has been completed. The installation of seats, construction of the ticket office and paving of the internal precinct is well underway and on track for the December scheduled completion.
Contract for the development of the external precinct was awarded in August and the work has started. This contract includes the development of the drop off zone, public parking, street furniture, turnstiles, landscaping and general lighting and is scheduled for completion in time for the 2009 Confederation Cup.
Rand Stadium This project is on schedule as planned. Currently the installation of furniture is completed, internal paving 60% and installation of seats is about 80% complete. Contract for the development of the
96 external precinct was awarded in August and the work has started. The scope of this contract includes paving, parking, street furniture, turnstiles, landscaping, general lighting etc and it will be completed well on time for the 2009 Confederation Cup.
Greening of soccer fields The table below shows the fields undergoing development during the current financial year. With the R8million funding available during this financial year, 10 fields will be developed. The scope of these projects will only cover earthworks, grassing, irrigation system, steel palisade fencing and landscaping. Appropriate layout plans for these fields have been completed and consultation with the relevant local community structures has also been done. Phase 1 of the development process for these fields is well on track with the fencing of the sites in progress. Given the outcome of the Budget Legkotla, February 2008, the final indicative budget allocation for Capital works these projects will not all is fully implemented within the current financial year. The figure is likely to be reduced from 20 to 10. However, criteria of selection will be developed.
Fields to be developed during 2008/09
Field No of Scope of work Status Fields Emdeni 4167 2 Earthworks, fencing, irrigation grassing & landscaping 2008/09 Phiri 638 1 Earthworks, irrigation grassing & landscaping 2008/09 Mapetla 3388 1 Earthworks, fencing, irrigation grassing & landscaping 2008/09 Tladi 1873 1 Earthworks, fencing, irrigation grassing & landscaping 2008/09 Cnt western Jabavu 5000 1 Earthworks, fencing, irrigation grassing & landscaping 2008/09 Meadowlands 19331 1 Earthworks, fencing, irrigation grassing & landscaping 2008/09 Pimville zone 7 138 1 Earthworks, fencing, irrigation grassing & landscaping 2008/09 Moletsane 1804 1 Earthworks, fencing, irrigation grassing & landscaping 2008/09 Jabulani 2229 1 Earthworks, irrigation grassing & landscaping 2008/09 Dobsonville 8676 2 Earthworks, fencing, irrigation grassing & landscaping 2009/10 Zola 6345/6348 1 Earthworks, fencing, irrigation grassing & landscaping 2009/10 Emdeni 70 2 Earthworks, fencing, irrigation grassing & landscaping 2009/10 Zola 1851/1853 1 Earthworks, fencing, irrigation grassing & landscaping 2009/10 Zola ext1 6944/6945 1 Earthworks, fencing, irrigation grassing & landscaping 2009/10 CW Jabavu 3147 1 Earthworks, fencing, irrigation grassing & landscaping 2009/10 Diepkloof 13141 1 Earthworks, fencing, irrigation grassing & landscaping 2009/10 Emdeni 6467 2 Earthworks, fencing, irrigation grassing & landscaping 2009/10
Fields to be developed during 2010/11 financial year (Likely to be affected by the 2008/09 budget cut).
Field No of Scope of work Status Fields Dobsonville 9353 2 Earthworks, fencing, irrigation grassing & landscaping 2010/11 Dobsonville 9851 1 Earthworks, fencing, irrigation grassing & landscaping 2010/11 Meadowlands 15843 1 Earthworks, fencing, irrigation grassing & landscaping 2010/11 Klipspruit 1096 2 Earthworks, fencing, irrigation grassing & landscaping 2010/11 Mapetla ext 1 2185 1 Earthworks, fencing, irrigation grassing & landscaping 2010/11 Dobsonville 36/7636 1 Earthworks, fencing, irrigation grassing & landscaping 2010/11 Dobsonville stadium 1 Earthworks, fencing, irrigation grassing & landscaping 2010/11 Meadowlands 27130 1 Earthworks, fencing, irrigation grassing & landscaping 2010/11 Emdeni 4124 2 Earthworks, fencing, irrigation grassing & landscaping 2010/11 Diepkloof 10243 1 Earthworks, fencing, irrigation grassing & landscaping 2010/11 Meadowlands 18644 2 Earthworks, fencing, irrigation grassing & landscaping 2010/11 Dobsonville 8676 2 Earthworks, fencing, irrigation grassing & landscaping 2010/11 Jabulani 1340 2 Earthworks, fencing, irrigation grassing & landscaping 2010/11
In an effort to accelerate the development of the 30 suitable fields identified within the greater Soweto area and the 5 fields in the Orange Farm area, funding applications were submitted to MIG and the NDPG. Also, following a meeting held between the MMC’s for Community Development and Environment supported by their officials and City Parks, a decision for both
97 departments to work together to ensure the successful rollout of this program by 2010/11 at the latest was made.
Recreation Streets With the R1.2 million budget currently available, the department will develop the 4 sites indicated below. Layout plans for these sites are complete and construction on two of the identified sites will proceed in November 08. These projects will be completed within the 2008/09 financial year
Recreation streets to be developed during 08/09 (these projects could be held back to be implemented in the outer years due to lack of funding)
Expected Site Erf Project description Cost est. completion Chiawelo 1438 15mx15m - fenced perimeter including: paving, R300 000 March 2009 benches, bins, playground within sandpit, multipurpose court, landscaping, chess/hopscotch, shade gazebo with table and seating Naledi Ext 1 5829 15mx15m - fenced perimeter including: paving, R300 000 March 2009 benches, bins, playground within sandpit, multipurpose court, landscaping, chess/hopscotch, shade gazebo with table and seating Jan Hofmeyer 202 15mx15m - fenced perimeter including: paving, R300 000 March 2009 benches, bins, playground within sandpit, multipurpose court, landscaping, chess/hopscotch, shade gazebo with table and seating Lakeside Ext1 3364 15mx15m - fenced perimeter including: paving, R300 000 March 2009 benches, bins, playground within sandpit, multipurpose court, landscaping, chess/hopscotch, shade gazebo with table and seating
EPWP
In an effort to contribute towards poverty reduction, the department ensures that the majority of labour is sourced from areas within which projects are being implemented. During the first 3 months of the financial year, the department created 241 jobs and 99 training opportunities for local communities. The recent award of the external precinct contracts for Rand and Orlando stadiums will greatly contribute towards the creation of additional jobs because of their labour- intensive nature.
EPWP jobs created from July to August 2009
Project Name Male F/Male PWD Youth Total T.days Jobs Orlando Stadium 2006 221 1 1235 2227 12309 215.95
Orlando Stadium (external precinct) 24 4 0 0 28 265 4.65
Braamfischerville MPCC 164 40 0 81 204 1013 17.77
Rand Stadium 5 2 0 4 7 164 2.88
2199 267 1 1320 2466 13751
TOTAL 241
98 EPWP training opportunities created from July to August 2009
Project Name Male Female PWD Youth Total T.days Jobs First Aid 1 & Home Based Care 8 22 0 26 30 2064 36.21 Finance Management 3 11 14 3 14 462 8.11
Field Management 13 18 0 31 31 2480 43.51
Business Management 3 11 14 0 14 616 10.81
27 62 28 60 89 5622
TOTAL 99
Soweto Indoor Aquatics and Sport Centre The need for an international standard, indoor swimming and gymnastics centre was identified within the City and as a result a site in Soweto (i.e. Orlando in Mooki Street) has been identified for this purpose. The development of this facility will enhance and complete the proposed Soweto Sports Precinct, which will include Orlando Stadium and various other sporting facilities in this area. This centre will greatly contribute towards the promotion of swimming among the previously disadvantaged communities and will give local talented swimmers the opportunity to train and compete in an International standard world-class facility. This centre will also be available to stage local and international competitions.
Designs have been completed for this purpose and detailed investigations already undertaken to ensure that the proposed facility will be FINA (i.e. Fédération Internationale de Natation - International Swimming Federation) compliant. Based on these designs, it is estimated that this facility will cost ±R180 million. Due to financial constraints, there is currently no funding set aside for this purpose within the 08/09 financial year. However, funding applications have been submitted to the NPDG (i.e. Neighborhood Partnership Development Grant) and MIG. This project also could be held back and implemented in the outer year due to lack of funding in neither 2008/09 nor 2010/11 financial years.
Jabulani Theatre-Soweto Following the withdrawal of FNB from the previously awarded contract as a result of the issues raised against its joint venture partner I-Lima, a new contractor Inkanyeli/Motseng has now been appointed and the contract has been signed and finalised
Phase 1 of the Jabulani Theatre in Soweto is expected to be completed by June 2010. This 400 seater theatre will greatly contribute towards the development of Arts in Soweto and the previously disadvantaged communities within the City.
The Boys In The Photograph The Johannesburg Civic Theatre and Real Theatre have appointed the creative team for the Johannesburg Civic Theatre’s core production for the FIFA World Cup 2010. This production was initially titled “The Beautiful Game” and has been renamed “The Boys in The Photograph” since March08. This award-winning 2000/1 West End musical hit The Beautiful Game newly adapt The Boys In The Photograph is an emotionally charged story about young people on the verge of adulthood; young people wanting to love, to play soccer and lead normal lives in a city dominated by violence and hatred. It is full of the heart searing ballads and stirring anthems of composer Andrew Lloyd Webber and author Ben Elton.
With a one-hundred-percent South African cast and creative team behind the production, Andrew Lloyd Webber and Ben Elton have given their approval for The Johannesburg Civic Theatre to create a completely original production of The Boys In The Photograph.
99 The Boys In The Photograph will be produced by The Johannesburg Civic Theatre in association with Real Theatre and presented by the City of Johannesburg as a Host City Parallel Event during the FIFA World Cup 2010. The Boys In The Photograph will have its official opening night at the Nelson Mandela Theatre on Sunday May 30th 2010 and will run until Sunday August 8th 2010
FINANCIAL IMPLICATIONS
Excluding the fields done during 2007/08 and those that will be done during 2008/09, 30 more fields have already been identified in the Greater Soweto alone. To develop these with full ablution and shower facilities, a minimum of R37million CAPEX is required with normal grass and about R150 million with artificial grass. In addition, to ensure that these fields are properly kept, the OPEX requirement amounts to R300 000 per annum per field (i.e. Maintenance and Management costs). The estimated cost for the development of the Indoor Aquatics and Gymnastics Centre in Soweto is R180million. Whilst there is no funding currently set aside for the Indoor Aquatic Centre and greening of soccer fields, external funding requests have been submitted to Neighborhood Partnership Development Grant and MIG.
100 COMMUNITY DEVELOPMENT SECTOR PLAN
5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS Access to social package by City social package programme City social package programme qualifying households Expanded Social Package Policy Full roll out of the three band system design & Eligibility Mechanism for access water, power, sanitation & approved rates subsidies Access to relevant national Pilot rental subsidy scheme databases for analytic purposes Pilot transportation subsidy scheme secured Scoping of additional expanded Pathways Advisory Centre Piloted social package components First Special Needs water desk Link qualifying older persons to City opened Social Package Project charter for technical systems Link qualifying households to EPWP development signed off & other job creation/income Business process planning for generating projects registration system completed Full roll out of housing subsidy Proposal report on individual poverty Full roll out of transportation subsidy index produced by HSRC/Oxford Pilot of additional social package team, translated in CoJ proposal by components social package working group. Now being presented for approval Qualifying citizens are Access to Social Grants programme Access to Social Grants programme knowledgeable about how to access social grants Registered indigent ID numbers Facilitate the distribution of matched to SASSA database. 1 pamphlets in all Human Development additional language medium for facilities updated information on social grants, Utilise the newly revamped out of a targeted 4 has been Community Development web page achieved as well as a Braille version to provide updated information to the has also been distributed to Regions frontline staff Updated and distributed information booklet on social grants in four languages and Braille Registered indigent ID numbers matched to SASSA database Formal negotiations opened with SASSA towards an MoU on service and data alignment, which in turn will allow an SLA to be negotiated on a common service frontline Campaigns undertaken through presentations to ward committees, stakeholder forums, pamphlet distribution through clinics, ECD Centres, schools etc, public meetings and community radio talk shows Increased City- run or City- Vulnerable Households Support Vulnerable Households Support supported programmes programme programme
Homework Assistance and To target 409 child headed Information Literacy programmes: households and two vulnerable These two city wide Educational communities to receive Saturday programmes were initiated from 24 homework assistance at Orange libraries and targeting vulnerable Farm Library and the Diepsloot groups of children, including Library orphanages, care centres, individual To render a library service at the households, schools and child Leeukop and Johannesburg prisons headed households. Number of children/youth assisted in 2007/08 = To increase the number of 1797 beneficiaries and participating libraries subject to available Implementation of LIS services to resources prisons is a new programme to be
101 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS initiated in 2007/08 To maintain services to two prisons Child Headed Support: 15 000 orphans assessed and Basket services established. Orphans & connected with provincial & national Vulnerability Strategy implemented Interventions Food Bank: partnership with JFPM All CHH identified in 2008/09 have feeding 6000 households (25 000 individuals development plans individuals benefiting) food gardens small scale poverty alleviation 4000 households involved in projects homestead gardens as part of the exit strategy Wellness Programmes: four programmes focusing on healthy 70 small poverty alleviation projects lifestyles; awareness/educational; through skills centres social support/old age centres Linking 50% of cooperatives & Hosted the social mobility summit projects Department of Trade & Industry business support Established a sanctuary for displaced programmes to facilitate linkages with women and children at Hospital Hill the formal business sector Sport and Recreation implemented Citywide wellness programme the following programmes: developed & implemented nd 2 International Burn Jamboree Expand the Older Persons headed Burn victims programmes, learn-to- household programme to benefiting swim, environmental education); 1500 gogos & mkhulu’s Domestic workers training Care centre for older persons be programme (cooking and hospitality, extended to two additional regions (G child minding, first-aid, financial & F) management, home management & Implementation of social mobility driving; and summit recommendations at The following Sport and Recreation Regional level programmes have been continuous. Establishment of sanctuaries for Maths Championships participants displaced women, children and Sewing and Craft migrants in Regions A, D, E, & F Arts and culture programmes Establishment of 2 Job Pathways Senior Citizens programmes sites Moms and babes programmes Establish centre for rehabilitation against substance abuse Health lifestyles, fabric printing, aqua- aerobics Establish centre for daycare of senior citizens. Expand burns therapeutic recreation interventions – Expansion of programs for youth and women Programmes for seniors, women, caregivers, nannies and the disabled will be increased. Focus on skills development, life skills and quality of life. Empowerment programmes ito the physical development of the toddler, primary school child as well as youth to be employable but also transfer of skills to peers Wellness programmes focusing on socialization, exercise and on self-help and self- preservation programmes Increase % of ECD facilities Early Childhood Development (ECD) Early Childhood Development (ECD) able to improve on their programme programme grading in terms of vulnerability index “Ready to Read” development Target of ECD centres and programmes are operational in 65 caregivers to be increased to 85 centres attached to 15 library sites respectively across the CoJ
102 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS The ECD programme uses book Target of ECD centres and based activities to give children from caregivers to be increased to 100 communities with no tradition of a respectively reading culture the pre-literacy skills Establish City ECD Fund needed for success at school Update City ECD census This programme provides the ECD centres with theme book packs that 500 care givers trained are changed on a regular basis Enrichment programme reaching 70 1655 volumes were purchased in centres 2007/08 to the value of R92,704.00 2 ECD centres established Regional library staff provided (Braamfisherville, Vlakfontein) training to 65 caregivers in the Enforcement of safety standards crèches in the use of books. framework on all ECD facilities Caregivers were monitored, controlled by the City evaluated and enrolled for refresher Implement the two components of the courses if necessary enforcement framework Two training workshops were held for 50% of untrained ECD practitioners library staff on “Using books with identified in the 2008/09 census to be young children” provided with accredited training ECD Census of facilities is updated 120 ECD facilities to benefit from the annually Enrichment Programme 342 ECD Care givers trained Develop a monitoring & evaluation system, based on the ECD facility Enrichment programme ‘vulnerablility index’ to assess 46 centres benefited; as part of an effectiveness of ECD programmes enrichment programme, toys are The skills development programme made out of waste, assistance with for developing Viable Economic Sick Room equipment, blankets, Entities to benefit 28 centres mats from UNICEF, & playground material & road signs from JMPD are Provide all targeted crèches with a made at various ECD Centres basket of subsidies to be negotiated with rates department & utilities Pennyville creche and ECD developed To increase the number of kids involved in the programmes Kiddies An Enforcement Standards Olympics to be extended to other Framework for ECD’s developed in Metro Councils partnership with Health, Development Planning, Emergency Management Services, & JMPD in consultation with Province Disaster management Plans drawn for each ECD facility controlled by the City ECD is now part of the Human Development Directorate’s institutional design & is a fully fledged unit within the directorate Holiday Programmes viz. learn to swim, water safety, sport and recreation activities, health education, aftercare facilities and playschools operate from recreation facilities. The fact that they are on site gives recreation officers the opportunity to do kiddies olympics and indigenous games development opportunities Regional Kiddies Olympics culminating into citywide Kiddies Olympics. Target 2000 kids from the ages of 4-6 Water Safety campaign with Swimming South Africa for all pre- school and school going children in
103 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS informal settlements targeting 50% informal settlement children
Increased range of activities Women Development programme Women Development programme empowering women & increased representation of As part of the Women Development To implement a new empowerment women in city activities Strategy LIS directorate has actively programme at 12 libraries to equip engaged in a 365 Days Against especially women with family Abuse of Women and Children literacy/numeracy skills. This will Campaign focusing on men as the assist women to develop reading and target group and encouraging women comprehension skills to promote a to come forward and seek culture of reading with family assistance. This is an initiative to members/friends/children extend programmes from 16 of To increase the number of activism days to ongoing participating libraries to 16 programmes Establishment of the craft training LIS have also delivered 14 centre which will provide training information empowerment events opportunities for women crafters. across the city to promote the inclusion and development of women. Establish the Women in Photography Events completed focused on programme subjects such as health, business Empowering, educate, and support opportunities, rights of domestic them on how to source quotations, fill workers etc. Number of women who in tender documents, ensuring that benefited from the 2007/8 events = they are registered on the City’s 515 supplier database & also access to Focus for 2008/09 to be on family other opportunities outside the City literacy for women (newly developed Implement the revised 365 Days of programme) Activism Programme Skills development programme run Review the Women Development as part of Africa Day in Diepsloot Strategy Partnership with NID for annual Facilitate the Women Cooperatives in Women’s Day programme each of the skills centres Exhibitions at Jorburg Art Gallery Roll out training in other Regions- Women’s dialogues at Hector training in civic rights and obligations, Pieterson Museum OHASA related matters Women Behind the Wheel Enablement of procurement benefits programme at James Hall Museum of for 40 women owned companies Transport Implement & monitor the revised The department procured services Women Development Strategy from the following previously citywide disadvantaged groups (women, Implement the framework for youth, and PWD) of which R13. homeless women citywide 323,558.35 benefited women owned companies Within 2007/08, 1275 jobs & training opportunities were created for women under the EPWP 365 Days of Activism Programme Women Day Celebration Regional Women’s Forums have been launched & a citywide event 54 Women in Region E & G received SAQA accredited training & certificates in Homecare Course including Safety, HIV/AIDS, Cooking and Baking, Child minding Sport Administration course Women’s day Canoe Race Gauteng Ladies Cricket is currently
104 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS using Southern Suburbs Recreation Centre as their home ground for the U/16, U19 and their Senior teams 3 x Sports Administration and Management course per Region Implement empowerment programme to equip women with family literacy skills Promotion of women involvement in the sport industry and NGOs Improved proportion of Sustainable Human Settlements Sustainable Human Settlements residents within 5km of key programme programme social infrastructure Improved access to library facilities Satellite service at Zamimpilo to be are provided in targeted informal relocated to Pennyville settlements involving literacy Additional services to be established teaching, reading programmes and at Vlakfontein in Region G and provision of study material Braamfischerville in Region C Services are provided from Negotiations underway with Exclusive containers and available rooms in Books to provide funding for an Community Development facilities additional satellite service in possibly The service is called a LIS Satellite Kliptown/Lehae Service point – the services are Additional site to be identified and a aimed at primarily pre-school and service implemented subject to primary school children in an attempt budget and resources to instil a culture of reading at an early age, while access is also provided to recreational reading material such as newspapers and magazines for the unemployed youth living in the targeted areas. In addition, literacy teaching would be offered. A satellite is open for a limited time every week, using staff from the nearest permanent library as well as library relief staff allocated to the specific region Two Satellites were established in 2006/07 and are being maintained (Leratong and Zamimpilo). Current services include the lending of books, homework assistance, storytelling and the ECD programme “Ready to Read” – Box containers with books to crèches & training of caregivers to deliver educational themes and storytelling In 2007/08 a Satellite service was established in Klipfontein View (room in Community Centre) and LIS received a commitment from Exclusive Books to provide a fully equipped container to a site in Region G. In 2008/09 this commitment will be acted on and finalized 2006/07 Skills: Vlakfontein, Pimville, Diepsloot Multipurpose: Dlamini, Protea South, Finetown & Braamfischer Phase 1, Library: White City, River Park Youth Centres: Pimville, Umthombowalwazi ECD: Dieploot
105 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS 2007/08 Multipurpose – Braamfischer Lombardy Golf Driving Range Tshepisong Multipurpose Courts X2 Arthur Ashe Upgrade Orlando stadium /Dobsonville stadium Greater number of users Skills Development programme Skills Development programme benefiting from assisted literacy & numeracy training LIS have initiated the following skills Implement first phase of the project at City libraries & targeted development programmes with and provide internet access to 20 skills development special focus on youth and women selected libraries by June 2008 programmes Internet access @ public libraries Implement one group training session In support of the Premier’s 20 by skilled staff in the retrieval of Township Initiative Strategy 20 Council/Community information libraries were identified in the Soweto Submit business plan to secure area to receive free internet access additional funding to extend the Free Internet access (and e-mail project to more libraries facilities) at libraries will benefit the Implement the internet project at all public with the following: libraries across the CoJ subject to the can Internet access linked to Career commitment of the IT partners and Development Management, Business sufficient funding from the CoJ Development database, Labour Market Information Database (developed by DED) Internet access supported by professional guidance from librarians Radically improved access to information for study, research and self-improvement; and Equity in information access (everyone share in better information Preliminary site inspections were completed to establish the positioning of internet workstations Timeframes were not adhered to by the IT partners Commitment from partners and CoJ capital funding is necessary to continue with this project Literacy Training Literacy Training
Economic inequalities are addresses Target of 600 learners (150 women) by providing literacy training at enrolled and to ensure that 150 libraries across the CoJ learners are registered for exams LIS used the Profit programme to Number of beneficiaries to increase provide traditional literacy classes to 650 and 180 learners registered for and Media Works programme to exams. 50% of libraries in CoJ to deliver computer- based training provide literacy training Beneficiaries in 2007/08 = 793 and 166 learners registered for exams
106 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS Business workshops/events and Business workshops/events and opportunities opportunities
Business workshops/events were To increase the number of hosted by 14 libraries focusing on the participating libraries to 18. To youth on subjects such as Starting a maintain existing business corners business, business plans, financial and upgrade an additional 12 services, tender processes etc. 540 business collections to also include beneficiaries recorded in 2007/08 pamphlets, newspapers and BRAIN Delivering of active guidance and online information information services on business To promote the service more opportunities is enhanced by making effectively continue to host 18 events Business and maintain and upgrade existing Collections/Entrepreneurial Corners business collections with external available at 12 targeted libraries partners Career Development Management Career Development Management
Career guidance was delivered by 34 To increase the number of libraries and 2333 beneficiaries were beneficiaries to be assessed to 500 assisted 2007/08 To increase beneficiaries to be Career guidance training for staff to assessed to 600 and link this project provide the service = 30 to the internet subject to cooperation from DED Mass Reading Development Mass Reading Development programme programme
Two mass reading development Four programmes operational by programmes targeting the June 2009 and Reading Holiday @ participation of 150 schools were your library implemented at 38 implemented across the CoJ. The libraries two competitions held are: Battle of Initiate new competition for the Books and Story Skirmish. indigenous material Participation by children: 2304 Follow the existing format and Two additional programmes increase the number of participants operational at selected libraries are “Reading Holiday @ your library” and Extend the Reading Holiday “Circles of Reading” programme in partnership with selected Recreation Centres 540 planned fun filled events were held such as treasure hunts, puppet shows, story sessions etc. to entertain children and youth “Libraries Psyched 4 Science” campaign To follow the existing format and held with special focus on model building establish an additional seven competition for secondary schools, a excellent collections at targeted Science Scuffle Quiz for primary schools libraries as well as a career expo on science and technology promotes knowledge and To follow the existing format and awareness of science, mathematics and establish an additional seven technology excellent collections subject to Beneficiaries/participation total for 2007/8 available budget and resources = 2188 youth. Seven “Psyched for Science” excellent collections were established at selected libraries across the CoJ
107 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS Establish a “Centre of Excellence” in Establish a “Centre of Excellence” in partnership with Carnegie Corporation partnership with Carnegie Corporation of New York of New York
70,000 existing special collection Complete the next phase of the items have been linked to the project/operational business plan database Initiate the digitization project pending Material have been purchased to progress by IT partners upgrade the collections on jewel 40,000 additional items to be linked design, music, study collections etc to the database Equipment was purchased for the Upgrading of the JHB Public Library digitization of the news cuttings building to start in November 2008 collections and curriculum-based school project files 2009/10-To implement the next phase of the approved business plan if conditional grant is renewed Information Services at 84 library Information Services at 84 library service points service points
Provision of loan material, study To deliver study, reference and material and reference services were learner services on prescribed delivered to the community at 84 standards and by skilled staff at 20 service points across the CoJ selected libraries Relevant material and other To maintain the existing services and resources were processed and increase the number of selected delivered to all 84 service points, libraries to 40 in total satellite services and the five major GDS programmes Capital projects: through EPWP projects created 1972 jobs and training 774 people to date within the current financial year. A total of 2746 jobs and training opportunities created within the 2007/08 financial year
Entrepreneurial programme Call centre training: 200 young people trained Youth Business Incubator site: Hydroponics Farming Orange Farm skills centre ECD caregivers trained on sewing, In partnership with DED, to cooking & catering, basic computer rationalize the Skills Hub Programme literacy, business development, financial management, call centre, welding, brick Introduce Life Skills programme & laying, home based care, child protection, implement training on tendering & arts and craft procurement in all skills centres In partnership with DED, develop one group of cooperatives per region operating within a consortium/franchise model Each region to facilitate 10 innovative small scale poverty alleviation projects in the skills centres targeting beneficiaries in the indigence database of poor households Facilitate the training of SMME’s & cooperatives on tendering & procurement Business skills training for those in the second/survivalist economy Expand the services offered in the
108 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS existing techno hubs (life skills, youth advisory services, computer training Increased number of Public Spaces programme Public Spaces programme developed public spaces (other than formal parks) Ellis Park precinct Extension of the roll out of upgrading and where citizens can interact development of spaces through the use of freely and safely Hillbrow/ Berea/ Yeoville public art public art across the regions. programme Planning of the Jabulani Precinct Grassing Projects Kliptown: Walter Sisulu Square 2x Emndeni 4167 Redevelopment of the Hector Phiri 638 Pieterson Memorial Mapetla 3388 Orlando Ekhaya Tladi 187 Fietas development Cnt Western Jabavu 5000 2006/07 Grassing Projects Meadowlands 1933 Alexandra 3 Square field Pimville Zone 7 138 Wembley stadium upgrading 2 fields Moletsane 1804 Pimville youth field Jabulani 2229 Grassing Projects Vlakfontein field Emndeni 6467 Dlamini Multipurpose fields Dobsonville 8676 Zoolake (irrigation upgrade) Zola 6345/6348 Dobsonville ext 3 fields Emndeni 70 Dlamini Multipurpose Zola 1851/1853 Within 2007/08 financial year 12 soccer Zola ext 1 6944/6945 fields developed; to develop 10 in 2008/09. CW Jabavu 3147 4 Recreation Streets/zones Diepkloof 13141 developed Bertrams Bella Vista Tshepisong Senaoane Jabavu Steadily increasing % of Public Arts programme Public Arts programme residents who have either participated in or attended a Arts Alive Annual programmes as listed CoJ led arts, culture or Africa Day programme Freedom Parades in Soweto & heritage initiative Alexandra Carnival Disability Festival Rememberance Sunday HIV & Aids festival Museums & galleries exhibitions programmes Improved accessibility to Sports & Development programme Sports & Development programme sport & recreation facilities & programmes, both in terms of Sport Administration courses to expand Expansion of the Mayoral Cup distribution across the city & sport programmes programme to other metro councils average operating hours Women’s day Canoe Development Expansion of the kiddies Olympic Ladies Cricket development programme into other sporting codes Learn to swim Subsidization of need students Soccer, rugby, netball, softball, volley identified for training on equestrian ball couching clinics in regions with programme federations Tennis development programmes
109 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS Athletics Equestrian development in Soweto Xenophobic attacks on Counter Xenophobia & Common Counter Xenophobia & Common migrants to Joburg eliminated Citizenship programme Citizenship programme & tolerance of migrants increase Migrants help desk established in Inter-cultural dialogues to be run Region F, G & C Establish year long community Public seminar & community dialogues & seminars aimed at dialogues have been implemented improving tolerance towards migrants citywide in the city A Migration Unit has been Expand MHD satellite offices to established & incorporated within the further four regions Human Development Directorate Set up a migrants advisory Annual City Carnival includes foreign committee nationals Staff up a migration unit Anti xenophobia awareness Ubuntu Cup will be expanded to campaign facilitated in partnership include more participants and be a with the Department of Home Affairs, marketing tool for the city CORMSA and Lawyers for Human Rights Information and awareness campaign in all seven regions to encourage Establishment of satellite MHD immigrants to make use of Council offices in two regions presented programmes and facilities Steering committee with social Africa Day Celebration, value added working groups focusing on programmes and marketing drives transitional shelter, trading will expand the programmes further Counter-Xenophobia Campaign The Recreation Mobile vehicle will be culminating into a citywide event driving this programme with (Ubuntu Cup) marketing material and programmes Intercultural dialogues, Ubuntu Cup, encouraging participation Africa Day Celebrations and Develop and implement a citywide community awareness programmes awareness campaign on human as part of the sport and recreation trafficking programmes drives In partnership with 2010 office train 200 trainers on counter xenophobia strategies Increased range of youth Youth Development programme Youth Development programme activities & youth representation in city The following events were held To follow the existing format and activities focusing on the youth and to improve increase the number of beneficiaries on the development of special skills to minimum of 1200 JoLife: One African Literary Festival To establish an African Literature with three literary development Bookstore programmes and four major events To follow the existing format and were held with emphasis on increase the number of beneficiaries indigenous publishing, intellectual to 2000 in celebration of the 2010 products and the celebration of World Cup Soccer Competition African writers. To maintain and upgrade the African Development programme: Literature Bookstore Writing competition: Annual programmes with increased Total of 230 entries received. There were focus on youth development through 18 overall winners in the different the museums & galleries categories and age groups. Set up youth advisory centres Cultural exchange dialogues: Intercultural City wide youth forum platforms to encourage the youth to discuss different cultures, music and Implementation of gateway project literature were held at the Florida Library Implementation of HIV/AIDS 46664 and Jabavu Library programme 300 youth attended both sessions Leadership & entrepreneurial project Poetry/Short Story workshops: .A Youth policy interactive writing workshop facilitated by Prof. Maake was held at Diepsloot Library Revised youth development strategy and attended by 23 enthusiastic youth who City wide drug abuse propramme
110 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS were given an opportunity to demonstrate Joburg youth services programme their talents. A second workshop was held Enablement of procurement benefit in Emndeni with 30 youth attending for 40 youth owned companies Festival events Career development programme A Gala Evening was held on 14 March facilitating placement of youth in 2008 at the Civic Centre to award prizes internships, learnerships, exchange for winners of the poetry and writing and programmes, targeting 250 youth reading competitions. Develop & implement a citywide 250 people attended which included the entrepreneurial programme; MMC, ED media, parents etc. Implement the Youth Policy as Book discussion on “Things fall apart” by approved by Council Chinua Achebe was held at Museum Africa on 15 March 2008 and 30 people 14 000 young people to have attended the event which was facilitated by benefited from the Drug abuse Prof. Maake, Walter Chakele and Liza programme Combrink 7000 young people participate in Storytelling Festival was held on 17 March Joburg Youth Service programme th 2008 at Alex 8 Ave Library. The African 10 000 serve through the Youth Theatre Group and Nomsa Mdlalose told Empowerment Zones exciting stories. 700 young people participate in A Poetry Festival was held on 18 March mentorship programme 2008 in Lenasia. 200 learners attended the activity which included poetry Implementation of the sanctuary pilot performances by well known poets Setting up an additional sanctuary A total number of 1301 beneficiaries were Revised policy on children living and reached 2006/07 and 950 in 2007/08 by working on the street & an the literary festival and the development implementation plan programmes Carnival Implement an “all night shelter Youth forums at the Hector Pieterson programme” (ensuring that there is Museum; no person sleeping on the city streets Gerard Sekoto Youth Festival at Jhb Art Implement a “no more street life Gallery; programme, (ensuring a 60 % JHMT: youth programmes reduction of children on the streets) Tours for orphans Establish children’s shelters in two Procured services from the previously additional regions disadvantaged groups (i.e. women, youth, & PWD) of which R3,225,123.64 benefited youth owned companies Action zones identified & Umsobomvu funding Youth forums and regional Forums established Youth diversion: gateway project for youth offenders implemented in partnership with Khulisa HIV/AIDS programme: 46664 Youth Unit has been set up Youth War Forums being resuscitated; Youth Summit held Street Children Opportunity Programme A pilot sanctuary for children has been established in region F Street children summit held A citywide policy on street children has been developed Outreach work taking place in region F through an inner city partnership Increased access & support PWD Access & Support programme PWD Access & Support programme for the Aged & People With Disabilities as assessed LIS provided a service to 10 Old Age To maintain existing loan collections through the City’s customer
111 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS satisfaction survey Homes in 2006/07 involving the and extend the support programmes provision of loan collections of to an additional 7 old age homes suitable books to the old age home, To maintain and upgrade the existing especially in disadvantaged areas for loan collections on-site use To monitor and evaluate the impact Additional four homes for 2007-8 of the support programmes include Andries Meyer and the Development & implementation of Nirvana Old Age Homes in Lenasia, policy on disability Millenium Centre in Kensington and Eventide Home in Emmarentia Enablement of procurement benefits for 20 PWD owned companies Enhancement of services to old age homes through the implementation of Career development programme support programmes such as reading facilitating placement of PWD in circles, talks etc. were implemented internships and possible permanent in 7 homes to assist with illiterate/low jobs. Targeting 100 PWDs literacy levels of residents Implement 1 city wide programme for Additional 425 Large Print Books children with disabilities for all 7 were purchased to the value of R243, regions 450 Develop a programme to address the Approx. 3223 senior citizens have need for support required by old age access to the programme at the homes operational 14 Old Age Homes and 17,200 items were circulated All Arts, Culture & Heritage facilities are PWD accessible There is a resident dance programme at Museum Africa for PWD’s (partnership) Procured services from previously disadvantaged groups (i.e. women, youth, & PWD) of which R 1, 331,114.50 benefited PWD owned companies Disability desk set up; and A draft policy on disability has been developed 11 PWD placement in internship programme within Community Development
Increase the spend on NGOs NGO and CBO Support programme NGO and CBO Support programme & CBOs targeting programmes at vulnerable & Street Opportunity Support Implementation of the sanctuary pilot poor household Programme: removal of children from Setting up an additional sanctuary the streets Revised policy on children living on Development of Sanctuary for street the street + implementation plan children Corporate management of buildings Hosted street children summit accommodation NGOs and CBOs Sourced 4 buildings for office space and programmes for NGOs and CBOs that compliment the City’s programmes
112 Corporate and Shared Services Sector Plan
INTRODUCTION AND OVERVIEW
The Corporate and Shared Services Sector plan for 2009/10 is informed by the City’s Growth and Development Strategy (GDS) and supports the Human Development, Health and Safety, Financial Sustainability as well as Governance and Administration strategic initiatives. The Sector is primarily directed at ensuring the efficient and effective utilisation of common resources, systems and administrative processes to enable management and service delivery sectors to perform optimally. The plan provides a consolidated interpretation of critical priorities in terms of the sector’s mandate within the confines of financial resources. In addition, it defines the delivery agenda for the applicable period and establishes the baseline for periodic financial and performance progress reporting in terms of the Service Delivery Budget Implementation Plan (SDBIP), as required by the MFMA.
Although the Sector’s primary focus is directed towards internal resources and systems of the organisation, the scope also includes an external element that is directed at the community at large. The sector is thus primarily aligned to two (2) primary principles of the development paradigm namely “Proactive absorption of the poor” and “Innovative governance solutions”. Through proper management of Human Resource services along with comprehensive Fleet management as well as Administrative support to other business units including clean and accessible buildings, the Corporate and Shared Services department has played a significant role in the overall governance of the City of Johannesburg.
The Sector plan defines the overall responsibility framework, strategic and operational agenda, as well as challenges, performance management and human capital tendencies. It further establishes guidelines for the successful achievement of the Sector’s medium and long-term priorities and objectives.
REVISION TO THE COJ 2006/11 IDP
In summary the Sector is responsible for the provision of the following primary services: Administration and Support; Labour Relations; Human Resource Shared Services; Occupational Health and Safety; Facilities Management and Maintenance; and Finance, Fleet and Contract Management.
During the 2008/9 revision of the Corporate and Shared Services Sector Plan several duplications with respect to the Governance as well as Finance Sectors were identified in a variety of long term objectives and adjustments were accordingly effected in the revised Sector plan and defined delivery agenda, to reduce and limit any grey areas or overlaps. In some instances programmes that have already been accommodated or duplicated in other Sectors have been terminated while programmes of a similar nature within the Corporate and Shared Services Sector were consolidated to ensure effective integration and clear objectives, as indicated in the table below:-
113 5-YEAR STRATEGIC 5-YEAR IDP REASON FOR CHANGE OBJECTIVE OBJECTIVE/PROGRAMME No cases of fraud and/or Accommodated in Governance as well The original objective as contained in the corruption as Finance Sectors Corporate & Shared Services Sector plan Anti-fraud and corruption (2007/08) is duplicated in the Governance programme Sector’s objective namely, “Number of cases of fraud, maladministration and corruption reduced over the five year term” (Ethical Governance Programme and Enterprise-wide Risk Management Programme) as well as the Finance Sector objective to “Achieve an unqualified Audit (Financial Management, Budget Performance, Asset Management, Financial Risk and Expenditure Review Programmes) All City of Johannesburg All City of Johannesburg Corporate Three related objectives were consolidated into buildings to be inspected buildings to comply with the one objective related to corporate buildings that regularly to ensure 100% Occupational Health and Safety Act include the Metro Centre (Corporate Building) compliance with the requirements and be accessible for as well as the disability access programme as a Occupational Health and people with disabilities requirement Safety Act Corporate Building maintenance Occupational Health and programme Safety programme % of City buildings upgraded Metro Centre programme to be accessible for people with disabilities Disability access programme100% compliance with signed SLAs to ensure a clean, healthy and safe environment at the Metro Centre for both employees and members of the public Clean and safe Metro Centre programme New public conveniences New public conveniences developed Retained objective and programme developed and existing ones and existing ones maintained at world maintained at world class class standards standards Public conveniences programme Public conveniences programme A complete and innovative Improve Customer Satisfaction rating Human Resources Objective was revised to HR service rendered to all of Human Resources Services by line address line function requirements and be employees of the CoJ at a function management by 20% outcome orientated. Programmes were high level of satisfaction HRSSC development furthermore specifically defined to be in line (staff satisfaction levels to be with primary challenges monitored through annual Skills development climate surveys) HR Policy assessment and A separate objective was introduced to cover Human resources and revision response rate to COJ Climate survey separately shared services centre Employment equity development programme 10% Improvement in response rate Strategic HR by employees to Climate survey done Programme every two year Labour Change Management Relationsprogramme Collective bargaining strategy LR capacity building Employee well-being
114 5-YEAR STRATEGIC 5-YEAR IDP REASON FOR CHANGE OBJECTIVE OBJECTIVE/PROGRAMME Reduction in the City’s 10% Improvement from a baseline of Objective revised in view of Line Function insurance fund liability by 70% on the resolution of contractual responsibilities. Programmes also revised to pro-active management of provisions in terms of the Master Fleet cover both Fleet Risk, the City’s fleet and by Service Contract Contract Management and compliance ensuring fleet contract Fleet Contract Management and compliance Compliance Fleet management Fleet Risk Management programme
Higher levels of internal 20% improvement in client satisfaction Objective revised to be outcome based. client satisfaction in respect levels with respect to administrative Specific Programmes have been determined to of all administrative support support services be in line with primary challenges. The Food services Printing and beverage programme have been terminated since procurement is now regulated Logistical support Cellular Phone Service programme by Supply Chain Management Food and beverage support programme
Full implementation of a Corporate New objective introduced in line with Budget and Shared Services Delivery model Lekgotla requirements for Core departments (New objective) Shared Services pilot projects implementation:- (Human Resources, Facility Management and Maintenance, Fleet Management, Printing Services, Cellular Phones as well as OHASA)
Clear objectives were established for each functional area of accountability and interrelated initiatives that require a joint effort from various disciplines were earmarked and singled out to receive priority attention and coordination.
The following interrelated programmes have however been singled out in the light of the challenges that are being faced and have been accommodated as stand-alone programmes:
Skills Development; Human Resources Policy Assessment and Revision; Employment Equity – Including Gender Mainstreaming; Fleet Risk Management; Change Management; Collective Bargaining; Employee Well-being; and Shared Services Delivery Model: Including Human Resources Shared Services and Facility Management and Maintenance Shared Services Re-engineering Programmes.
Considering the flexible institutional environment and acknowledging the fact that the City is still in a process of change with respect to the implementation of the new Governance model where- by Legislative and Executive functions are split and an oversight function with respect to Municipal Entities are being introduced, the abovementioned programmes are regarded as of particular importance to support the City’s desire to achieve service excellence.
115 SECTOR RESPONSE TO COMMUNITY ISSUES
The Sector noted community requirements for the establishment of Public Conveniences at Ward 38 Dube, Soweto as well as Ward 1 & 2, Orange Farm and subsequently accommodated these requirements within the Capital budget provisions for 2009/10.
SECTOR CONTRIBUTION TO 2010 FIFA WORLD CUP
In terms of the sector’s primary responsibilities the following specific interventions have been identified for implementation:- Corporate Buildings: Enhanced maintenance programmes to include beautification, greening, flowering, proper signage and compliance to Occupational Health and Safety Standards. Public Conveniences: Enhanced maintenance programmes to include beautification, greening, flowering, proper signage and compliance to Occupational Health and Safety Standards. Fleet: Enhance support services for clients in terms of additional vehicle and special signage requirement.
116 CORPORATE AND SHARED SERVICES SECTOR PLAN
5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS 10% Improvement on the Fleet Contract Management and Fleet Contract Management and resolution of contractual Compliance Compliance provisions in terms of the Master Fleet Service Contract Assess and review fleet contract Assess and review fleet contract performance citywide in relation to performance citywide in relation to the the fleet contract A114 fleet contract A114 Negotiate amendments and cost Negotiate amendments and cost escalations to the fleet contract escalations to the fleet contract Fleet availability maintained above: Fleet availability maintained above: 90% for SLB and 95% for FML 90% for SLB and 95% for FML vehicles vehicles Levied penalties for non- Levied penalties for non-compliance to compliance to Service Levels SLA Agreement (SLA) Development of a strategic plan for the procurement of fleet services beyond 201110 Fleet Risk Management programme Fleet Risk Management programme
Introduced new Legislation with Implement new Legislation with respect to driver licenses (AARTO respect to driver licenses (AARTO Act) Act) Maintain the Vehicle Abuse Vehicle Abuse Management Management (VAMS) (VAMS) implemented Evaluated 200 drivers and train drivers Evaluated 200 drivers and train that fail evaluation drivers that fail evaluation Train Fleet Managers citywide Train Fleet Managers citywide Update the Fleet Working Instruction Manual (FWIM)
New public conveniences Public Convenience programme Public Convenience programme developed and existing ones maintained at world class 20 additional public conveniences standards refurbished since July 2006 (78 in 5 Public Conveniences (PCs) built by total) end 2009/10 financial year and Built three additional new Public accessible to people with disabilities Conveniences (9 in total up to date) Conduct needs analysis for Public Completed a report on the Conveniences in fan parks management of public Assess possible centralisation of conveniences in the city that Public Conveniences including MEs clarifies responsibilities to set standards and conduct an oversight role that covered Metro Trading Company, City Parks, Community Development as well as Development Planning and Urban Management 15 Public toilets upgraded for Metro Trading Co. in 2007/08 financial year Achieved 70% on public convenience rating on maintenance of C&SS PC’s
10 The current fleet contract expire January 2011
117 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS All City of Johannesburg Corporate Building Maintenance Corporate Building Maintenance Corporate buildings to comply programme programme with the Occupational Health and Safety Act requirements The SLA for all tenants in All CoJ owned corporate building and be accessible for people Corporate Buildings implemented cleaning contracts managed to SLA with disabilities All corporate building entrances standards accessible to people with SLAs for tenants to be revised for disabilities re-confirmed 2009/10 financial year 100% of all CoJ Corporate Internal accessibility for employed buildings have been audited to people with disabilities (PWD’s) to be monitor compliance with OHASA investigated with reports to tenants standards. Deviations were reported on and submitted to relevant departments for verification. 100% of high-risk deviations were rectified Maintained corporate buildings to comply with OHASA standards Metro Centre programme Metro Centre programme
Revamped Metro Centre to Manage Security Systems and improve the corporate image as per procedures to prevent loss and maintenance programme damage to Council assets Reduced theft at Metro Centre by All 23 lifts at the Metro Centre 5% upgraded depending on the availability Guarding Manual revised and of funds implemented for effective and Implement 24 hour CCTV control room efficient management of guarding surveillance depending on the at the Metro Centre availability of funds Implemented a business risk/safety assessment programme for the highest physical risks in the Metro Centre (OHASA) Successfully conducted 2 x evacuation drills at Metro Centre (OHASA) Appointment of Contractor for upgrading of Lifts finalised Order placed with service provider, subject to funds being allocated
118 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS
10% Improvement in response Change Management programme Change Management programme rate by employees to Climate survey done every two year Developed change management Revise change management strategy strategy and model for CoJ Identified initiatives emanating from Develop approach to include MEs in CoJ strategic initiatives the concluded employee survey Implement Programme to deal with employee survey initiatives Collective Bargaining programme Collective Bargaining programme (New programme) (New programme)
Local Labour Forums established in Local Labour Forums established in CoJ departments all CoJ departments and entities Compliance with and implementation of all collective agreements Improve turnaround times in dealing with discipline, appeal cases and grievances Labour Relations Training programme Labour Relations Training programme (New programme) (New programme)
All 400 senior management staff trained on labour relations by June 2009 Employee Assistance programme Employee Assistance programme
Conducted 4 Health Risk projects Ensure 90% response rate to all (Body Mass Index; Blood Pressure, EAP referrals Vision Tests as well as Diabetes) and Implement a revised governance published results on Jozinet framework for the Gymnasium Conducted 10 road shows to promote EAP
119 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS
Improve Customer HRSSC development programme HRSSC development programme Satisfaction rating of Human Resources Services by line Contact Centre fully operational with Assess Customer satisfaction rating function management by 20% internal SLAs within HRSS and of line function management for HR internal SLA statistical reports Functions to determine baseline The placement process of the people Fully capacitated operational within the three pillars of HRSS HRSSC service delivery formalised All transactional related functions fully devolved to the Transactional Centre HR E-Services Automation programme HR E-Services Automation (New programme) programme
Subject to the availability of funds complete a corporate readiness investigation to the introduction of an e-services capability within the organisation
Skills Development programme Skills Development programme
(Including Internships, Learnerships, (Including Internships, Learnerships, Bursaries, Training and Management Bursaries, Training and Management development) development) Appointed 82 interns Finalised programme for leadership WSP and IR + 1% spend, and management development development programme in terms programme with enrolled candidates of skills assessments incorporated into the WSP 50% of skills assessments completed for two core departments completed 300 learners programmes Conduct organisational productivity 160 interns programmes assessment project started, Implemented productivity and assessment method decided, start improvement plans implementation Evaluate possible establishment of WSP process underway – WSP Municipal University for CoJ developed, training in process, training spend in relation to salary spend at 0.5%
120 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS
HR Policy assessment and revision HR Policy assessment and revision programme programme
All primary HR Policies reviewed Define Succession Planning programme and roll-out Monitor implementation of new policies by HR Field Services and Line management Employment Equity programme Employment Equity programme
(Including PWDs and Gender (Including PWDs and Gender mainstreaming) mainstreaming) EE Compliance facilitation and EE Compliance facilitation and monitoring in terms of National monitored in terms of the EE plans for targets and departmental EE plan the departments and a plan formulated objectives and implementation of for dealing with Affirmative Action Affirmative Action measures Fully functional disability recruitment Roll-out Gender mainstreaming and plan awareness training to the City Project plan in place for the roll-out of Gender mainstreaming including the integration between the HRSS gender mainstreaming programme and the Community Development gender mainstreaming programme Full implementation of a Shared Services Delivery Model Shared Services Delivery Model Corporate and Shared Services delivery model for FMMU core departments Human Resources Shared services Consolidation and finalisation of the (New objective) Fully implemented - Facilitate and guide complete roll-out of all Shared Services other C&SS functions in terms of setting up projects currently in process for FMM additional shared services programmes Submission of Shared Services model for FMM Facility Management and Maintenance 10% implementation of FMM Re-Engineering strategy concluded and Shared Services implemented per business processes revised plan Final Roll-out of Shared Services Verification and rectification of any misalignments on Shared Services
121 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS
Full implementation of a Corporate and Shared OHASA Services delivery model for Re-engineering OHASA processes core departments for shared services roll out (Continue) Implement the Shared Service Model for OHASA 20% improvement in client Printing Re-Engineering Printing Re-Engineering satisfaction levels with respect to administrative support Replaced obsolete digital copiers Increase external revenue by 20% services Increased external revenue by 20% Reduce overtime cost in despatch Increased turnaround time for logistical services by 5% services by 5% Implement dedicated marketing Centralized despatch services initiative to MEs Filled critical vacancies Cellular Phone Service Cellular Phone Service
100% compliance to SLAs operational 100% compliance to SLAs deliverables operational deliverables Contract renewal or extension
122 Economic Development Sector Plan
INTRODUCTION AND OVERVIEW
The Department of the Economic Development (DED) is the command centre for economic growth in the City, engaging pro-actively with all role-players to create the enabling environment for accelerated, shared and sustainable growth. While the Department is responsible for the overall coordination as well as strategic direction of the economic development in the city, the other key role players are the four MEs that fall under it. Other role players include national and government departments as well as organised business.
The Finance and Economic Development Portfolio is made up of the core Department of Finance and Department of Economic Development and Municipal Entities, which are Metro Trading Company, Johannesburg Property Company, Johannesburg Tourism Company and Johannesburg Fresh Produce Market. The Department of Economic Development is responsible for developing policies and strategies to the extent that acceleration, shared and sustainable growth is achieved. The four Municipal owned entities in turn act as implementing agents. The core department therefore has oversight function on business of the four entities. This oversight role also encompasses the service delivery monitoring function of the four entities together with corporate governance and financial sustainability with the support of the Office of Finance. Due to the cross cutting nature of economic issues, the core departments is also responsible for other economic catalytic functions that cannot not be delegated to other departments. Such functions include: Development of policies and strategies; Regulatory and enforcement; Compliance monitoring and reporting; and Catalytic projects;
In this context, some of the deliverables that the eight directorates within the department are responsible for, include: Implementing the skills strategy jointly with SETAs, Gauteng Department of Education, FETs and private sector; Rolling out Telecommunications infrastructure via BPO and Broadband; SMME Development and Support through various institutional arrangements; Investment Facilitation; Monitoring Broad Based Black Economic Empowerment (BBBEE); Monitoring Economic trends; Policy and programme integration; and Service delivery agreement and compliance.
CHALLENGES AND OPPORTUNITIES
There are many reasons to believe that the Joburg economy, in line with national and international trends, will come under pressure over the short to medium term. The main negative factors are:
The skills shortage has been well documented and is a negative constraint throughout South Africa. The skills shortage is a factor of both inadequate numbers of suitable graduates, particularly in engineering and sciences and the emigration of skilled people. Since Joburg’s economy is based on higher skills sectors, this is particularly important
123 The mainstay of the Joburg economy is the financial services sector which is under pressure as a result of rising interest rates, higher consumer debt and falling international equity markets.
The rapid rising fuel prices are having a serious impact on Joburg since Joburg plays a major role as a freight and logistics hub. The City is dependant on road transport to move workers around and a large number of key items (such as food and fuel) have to be transported by road to the City.
The City faces some significant infrastructure constraints, largely around transport and electricity supply which significantly impacts on economic growth. The retail sector is also under pressure as consumer’s disposable income falls. The retail sector is a key source of new employment opportunities for semi skilled and young people. Lastly significant in-migration is placing heavy pressure on the City infrastructure as well as on land availability and property prices.
In 2005 the CoJ embarked on a process of reviewing its existing City Strategy, Joburg 2030 as well as consolidating the various strategic perspectives that exist across the City. The outcome of this process is a City Growth and Development Strategy (GDS).
Central to the review process was the assumption that the 2030 strategy had too heavily emphasised economic growth constraints and failed to provide direction in respect of human development initiatives (the principle assumption being that high economic growth would go a long way to solving the City’s challenges). The 2005 Human Development Strategy went some way to addressing this gap. Overall however the City had no single coherent story that described its understanding of economic development.
Central to the Johannesburg Growth and Development Strategy is therefore a ‘Development Paradigm’. This Paradigm underpins the City’s analysis of challenges and opportunities, its future vision, and its longer term strategic choices. In some ways this can be seen as the economic and development mandate for the city.
This Development Paradigm is a proposal for the route that the city should take to move towards its goals, given what can be said about which approach will feasibly bring the city to its goals fastest and easiest, and/or with the greatest certainty of success. This statement of the optimal course of action for the City is based on a set of well-reasoned judgements about how it can best navigate evolving circumstances, by capitalising on available opportunities and managing emerging risks.
Through an extended process of internal consultation and debate, informed by clear political choices emerging from the ANC locally and nationally, as well as national and provincial policy directions, the City of Johannesburg has extracted a set of core principles making up its Development Paradigm. Six principles have been distilled. These are value propositions that cut across and inform/underpin the strategic choices we have made in the GDS and IDP.
Below are the DED catalytic projects that will lead us on the right path to sustainable economic growth and development: Jozi SMME Equity Fund (also known as the SMME Fund or SMME Equity Fund) – An innovative venture to provide equity financing to support the City’s own projects by developing the SMME business “Dirang Ba Bohle” Community Finance Institution (also known as the Community Bank) – A Micro Finance Institution to assist the City of Johannesburg’s emerging entrepreneurs to have access to financial services and credit extension Soweto Empowerment Zone – A cluster-based SMME empowerment park to support, promote and formalise Soweto-based micro, small, and medium businesses Inner City Property Scheme – A programme to upscale, reconfigure and rejuvenate the Inner City through the advancement of black property investors and the provision of adequate transitional housing
124 The Skills Hub – A primary delivery mechanism of the Skills Strategy, that will involve the provision of the strategic direction, management and oversight of economically-driven skills development programmes that address unemployment and poverty alleviation ICT SKILLS HUB- ICT skills development located in less advantaged communities (Orange Farm and Yeoville) and provision of business centre services BPO Precinct – Key growth sector for job creation, through targeted investment promotion into Johannesburg, and into the inner city in particular Johannesburg Broadband Network Project (JBNP) – A municipal broadband referred to as “Digital” or “Smart City” to ensure information age appropriateness whilst reducing telecommunication costs City of Johannesburg/ Johannesburg Chambers of Commerce & Industry Trade Point Initiative – Catalytic interventions providing trade related training- key to helping emerging enterprises “go global” and access international markets The Expanded Public Works Programme- Resulting in the creation of over 100,000 public works jobs and set to increase further, including learner-ships created and all projects being EPWP compliant Premium Hall at the Johannesburg Fresh Produce Market (JFPM)- creating value added services to attract new clients and increase turnover and mitigate the threat of alternative market Linear Markets – providing formal sustainable trading space in the Inner City, Cosmos City, and in future Alexandra, Soweto, and Orange Farm.
REVISION TO THE COJ 2006/11 IDP
This is an informal review of the Economic Portfolio five-year IDP sector plan since the re- establishment of the Department as a standalone Department in 2006, with the first review undertaken during the 2007/08 IDP annual review period. Most changes particularly to the five- year objectives were instituted with the first revision. Only minor changes are effected with this revision and these include: Introduction of a separate 5 Yr objective and associated IDP programmes focusing on poverty alleviation and job creation. The roll out of the Dirang Ba Bohle “Community Bank” is vital to achieving this objective In order to show economies of scale and be accepted as key to bridging the current gap especially in this turbulent economic downturn, this programme will be done jointly with external financial institutions, thus reducing the risk to CoJ The skills programme has been consolidated to encompass the implementation of a skills hub
INITIATIVES TOWARDS MEETING THE GDS PRINCIPLES
Pursuant to the vision contained in the Growth and Development Strategy, the City initiated a project to develop sustainability indicators. These indicators are long-term, citywide and outcome- based. They will measure the overall condition of the City and its inhabitants by tracking appropriate data to assess whether the City is achieving its vision in the Growth and Development Strategy. Sustainability indicators are not only relevant but necessary because they address the concerns raised by the Auditor General on the need by the City, in its reporting, to separate between the City Manager’s performance and the performance of the organization as a whole. Once approved by the Mayoral Committee, the indicators will be integrated into and form part of the City’s day-to-day business operations.
SECTOR RESPONSE TO COMMUNITY ISSUES
The City went through a comprehensive public participation process during March and April 2008, which included Regional Summits hosted per Ward and Stakeholder Summits where issues were prioritised per each Ward. Broad range of issues was raised from these engagements indicating an improved awareness of importance of economic issues as well as significant contribution of
125 skills development and initiatives in improving lives of the citizens. These included the following areas:
Over-All Support for the GDS and IDP Goals: In both the Sectoral workshops and the Summit, there was a strong support for the goals and interventions outlined in the Growth and Development Strategy and IDP. In particular, participants noted that there had been a shift from Joburg 2030 to the Growth and Development Strategy, and welcomed the incorporation of a Human Development Strategy and the GDS’s strong focus on social issues and poverty alleviation.
Management Issues: Many stakeholders expressed strong support for the City’s plans, but noted that unless the plans are properly management, well resourced, and monitored on an ongoing basis, these goals will not be realised. The following suggestions were put forward.
Monitoring: There was a call for goals to be translated into measurable indicators, for the City’s plans and programmes to be monitored, and for the results of this monitoring to be communicated to the public. There was a suggestion that NGOs/CBOs and other stakeholders should participate in establishing the indicators and in conducting monitoring of the City’s progress towards its objectives.
Accountability: The City has recently restructured parts of its administration. Some stakeholders noted that they are no longer sure who to contact for assistance within the City administration. The need for clear points of access to the administration and for clarity around the roles of councillors and officials in different departments was noted.
Alignment: Participants urged the City to improve vertical alignment with other spheres of government on joint projects, and to ensure that City departments coordinated their work across silos. They also sought improvement in cross boundary linkages with other municipalities over joint planning issues.
Responding to the needs of vulnerable groups: Many comments in the consultation exercises focused on a need for the City to be responsive to the new issues resulting from Johannesburg’s changing demographic and economic profile. In particular, the City was asked to respond to the needs of vulnerable groups, such as immigrants, child-headed households, and the aged.
Internal Capacitation: A strong call was made for officials to be capacitated around the plans that were being presented. It was indicated that all officials need to understand and commit to the plans, and that every official needs to be in a position to explain the plans and respond to queries from community groups.
Capital and Operating Costs: Stakeholders raised the need for IDPs and other plans to reflect both capital and operating costs committed to projects. This was raised in the context of concerns over the poor maintenance of some infrastructure (e.g. roads), and the need to ensure that capital expenditure is backed up sufficient budget allowance for the maintenance of assets and infrastructure.
Issues of Engagement The issues of access to information, and space for ongoing engagement were prominent points of discussion in many of the Sector workshops and GDS Commissions. Some of the specific points raised by stakeholders are outlined below: Peoples Centres. Several participants noted that People’s Centres already offer a range of useful information. However, there is scope to build People’s Centres further as points of information dissemination and access to assistance. Some stakeholders suggested that information on provincial programmes be available at People’s Centres. Others requested information pertaining to accessing social grants, on the Transfer of Houses programme, and on the dates and details of proposed projects such as hostel upgrading.
126 Ward Committee. While Ward Committees were seen as useful points of access and engagement, some stakeholders complained that ward councillors were not sufficiently informed of the issues, or could not handle all administrative queries. Stakeholders called for the capacitation of ward committees, and requested that officials be present at ward level meetings. There were several requests for identifiable officials and fixed contact numbers, where people could direct concerns about particular issues. Capacity building and job creation. The discussions revealed that people are suffering from unemployment and low skills levels. Many requests were made for the opening of tendering opportunities, for job creation, for incentives to be provided for small business opportunities, for a boosting of EPWP projects, and for people to be directly involved in service delivery. A related issue involved people’s calls to be directly involved in housing delivery through a boosting of the Peoples Housing Process in Johannesburg. Platforms for ongoing engagement.NGOs and CBOs, in particular, highlighted the need for a forum for ongoing engagement with the City. There were also calls for forums to enable engagement around specific issues – For example, stakeholders asked for forums to enable discussion around transport issues, youth development, women’s issues, and environmental issues. Feedback processes. Stakeholders noted that they have given their time and applied themselves to give useful inputs into the City’s plans. They requested that there be a feedback process, so people could be sure that their voices had been heard.
Issues of Delivery Majority of the discussions during the consultative process, centred on issues of service delivery Communities noted that there are many pressing delivery issues, including the need for the immediate repair of infrastructure, improved housing quality, the provision of health and social services, improving access to social grants, and the extension of assistance to vulnerable groups.
While this document cannot reflect the detailed inputs and comments that were made during the consultative process, some of the key issues raised in respect of the economic development are summarised below:
In the economic development sector workshop and economic development commission, participants emphasised the need for: Small business and innovative industries to be incentivised Information sharing on economic potential, projects and prospects in the city; Job creation to be boosted The City to clarify the roles it will play in realising the interventions proposed for economic development Support of economic development programmes for youth, women, creative industries, urban agriculture, the clothing industry Clear support programmes to facilitate the second economy Drivers/champions for the various economic projects proposed
Gaps The following gaps were identified in the sector plan: An understanding (audit) of the skills available in the city A funding plan for the good ideas contained in the plan A connection of the city’s strategy with ASGISA A focus on urban agriculture A champion for each major initiative identified in the plan
127 ECONOMIC DEVELOPMENT SECTOR PLAN
5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS
Measured increase in sectoral Sector Support programme Sector Support programme diversification and growth in sectors targeted for City support Support tourism, and especially the emerging Support tourism, and especially the tourism sector, by developing a well- emerging tourism sector, by publicized Joburg tourism package targeting developing a well-publicized Joburg both the local and international markets tourism package targeting both the 2010 Tourism strategy approved and local and international markets implementation to start.(JTC/SS) Develop a database of Tourism Signage plan approved - roll- medical tourism services out to begin.(JTC/SS) offered in Joburg to promote internationally via JTC (SS) Mayoral report submitted for approval of the development of Medical Database Facilitate 2nd year of Joburg as medical/ health & Tourism sector Shopping Festival(SS) intervention. (SS) Establishment of an advances Launch of Jozi Shopping Festival took manufacturing incubator in place on 16 Sept at Fourways underserved areas (SS) View.(JTC/SS) Roll out of 4 additional Techno JTC participated in the following centres in partnership with exhibitions: SAACI, African Hair and Community Development (SS) Beauty, IASP, IFORS, HICA and e- Implementation of the Joburg Tourism.(JTC) Broadband Network Project (SS) Development of the Economic Development Policy and Strategy Framework and Development of strategic plans/Concept Papers for implementation, Monitoring and Evaluation (PPI) Broadband telecommunications Policy Framework and By-Laws (PPI) Entrepreneurship Policy Framework (PPI) Support the production of a film documentary for x- combatants (TBU) Formation of 10 business and construction co-ops for disabled persons. (TBU) Support the emergence and growth of the Support the emergence and BPO industry growth of the BPO industry
Identified the BPO Precinct. (SS) 1500 Trained Learners within the BPO sector with 80% Inward investment in the inner City of R employment rate (SS) 100m and 1000 new seats in the inner city. (SS) Support the massive expansion of the Support the massive expansion small construction industry of the small construction industry
Target funding from the Jozi Equity Fund towards SME participating in City owned and City driven construction projects. Formation of 10 business and construction co-ops for disabled persons. (TBU)
128 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS
Through a process of rigorous ongoing Through a process of rigorous assessments, identify other industries to ongoing assessments, identify support and appropriate methods to other industries to support and support them (other sectors include appropriate methods to support wholesale and retail, medical health and them (other sectors include property) wholesale and retail, medical health and property) Consultants have submitted 2nd and 3rd drafts for the Development of Economic Development of the Economic Development Policy and Strategy Development Policy and Framework (PPI) Strategy Framework and Consultants have submitted 2nd part of Development of strategic the Development of Investment Initiative plans/Concept Papers for Policy Framework Report (PPI) implementation, Monitoring and Evaluation (PPI) Final report incorporating the investment opportunities and implementation Establishment of an advances programme has been submitted for the manufacturing incubator in Urban Agribusiness Initiative: underserved areas (SS) Investment Projects (SED) Consultants submitted a draft of the Manufacturing Strategy, and final strategy has been deliberately delayed to obtain at least 100 responses to an industry survey to better unpack constraints/needs of the industry. (SS) Support the information and Support the information and communications technology sector communications technology sector
Roll out of 4 additional Techno centres in partnership with Community Development (SS) Increase in the rate of formation Emerging Industries Support programme Emerging Industries Support of new businesses programme Facilitate development of current contractors into sustainable small-businesses (in Roll-out of the Jozi Equity Fund - construction and materials supply sector). Grant Funding (SMME) The department is in the process of completing the co-op strategy, which was presented to mayoral in June 2008 for implementation in July 2008. The SMME Equity fund business and financial model is also in the process of being completed that should assist emerging industries. The economic development framework strategy, which outlines emerging industries was completed in June 2008.(SMME) Development of the Second Economy Policy Framework and Implementation Strategy is on track. Consultation is being done with DPUM (PPI) Facilitate access to commercial and Facilitate access to commercial industrial property more suitable to the and industrial property more space requirements of start-up firms suitable to the space requirements of start-up firms 86.77% Opex spend awarded to BEE (JPC) Linked to other programmes 69.40% Capex spend awarded to BEE. (JPC) 54.1% BEE participation in private sector property and construction sector. (JPC)
129 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS
Develop and operationalise a regional Develop and operationalise a equity fund regional equity fund
SMME Equity Fund Financial and Roll-out of the Jozi Equity Business Model implementation on is Fund -Grant Funding (SMME) on track(SMME)
Support development of emerging Support development of industries through the City’s own targeted emerging industries through the procurement City’s own targeted procurement
Linked to other programmes SMME Equity fund financial and business model is completed and caters for the City’s own targeted procurement by providing capital to assist SMME. (SMME) Development of the SMME's Policy Framework – 1st draft produced (PPI) Reduce the rate of closure of Industry Restructuring Support Industry Restructuring Support firms in the City programme programme
Facilitate and support the restructuring of Citywide Township Economic older and declining industrial areas, to Development Programme provide industrial space more conducive to (SED) industry regeneration Commissioned the feasibility study for developing a second airport in Lanseria or Midrand for the COJ.(SED) Evaluation of all proposals for the Township Economic Development has been completed and awaiting finalisation from Department of Housing. (SED) Service Provider for the Industrial Parks programme has been appointed and Inception Report submitted and accepted by the Directorate. (SED) Across City and municipal Owned Research & Development Support Research & Development Entities increased spend on new programme Support programme products and services that can be commercialised In partnership with existing national and Develop an economic plan provincial support agencies, sponsors or and implementation strategy facilitate R&D funding for new industry for disabled persons (TBU) segments Economic Summit for targeted beneficiaries
130 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS
Expand the total volume and Economic Connectivity programme Economic Connectivity value of exports of goods and programme services in real terms Implement a defined number of strategic projects (legacy projects) that enhance the Implement a defined number of image and position of Johannesburg as the strategic projects (legacy projects) financial, business services and trading hub that enhance the image and ‘Mall of Africa’ cross-border wholesale and position of Johannesburg as the retail trade hub linked to goods transport financial, business services and facilities and systems, especially for lower- trading hub ‘Mall of Africa’ cross- income cross-border shoppers. border wholesale and retail trade Published key marketing and tourism hub linked to goods transport information brochures. (JTC & SS) facilities and systems, especially for lower-income cross-border Promoted business tourism through 12 shoppers. advertorials and advertising. (JTC & SS) Target 100 potential investors. Initiated the Johannesburg Flagship (TI) Magazine, Produced brochures and newsletters.-(JTC & SS) Facilitate 10 Investment Promotion Projects (TI) 44 firms assisted in export readiness training. (TI) Investment incentives Policy Framework-Development of 54 SMME's participated in Export Strategic Plans/Concepts for activities. (TI) Implementation, Monitoring Facilitated the establishment and and Evaluation (PPI) provision of world class tourist information services for 38 SMME’s.- (JTC & SS) Facilitated the participation of 4 SMME in Meetings Africa Exhibition.-(JTC & SS) Facilitated the grading of 20 B&B.-(JTC & SS) Participated in 3 Investment Promotion Activities (TI) Targeted 33 companies in 4 locations (TI) Facilitating 2 companies. One on expansion and the other to establish an African office. (TI) Facilitate large inward investments Facilitate large inward through information provision and investments through information targeted facilitation support provision and targeted facilitation support Investment promotion strategy document was completed at the end of 200 SMMEs trained to Export. June 2008.(TI) (TI) 8 SMME’s exhibited at the Soweto 80 SMMEs to implement Festival 24-28 Sept 08 (TI) export Strategies. (TI) 8 SMME’s met up with a Nigerian Establish a Johannesburg delegation organised by JCCI under the Services Export cluster (TI) BITSA 23 Sept 08 (TI) Develop a Trade and 3 SMME’s attended the GEMS in Investment Promotion London 1-3 Sept 08 (TI) Website (TI) Export Promotion draft strategy is in the Develop and launch process of being completed by Investment Marketing Material consultants (TI) Cost of doing business and investors toolkit (TI)
131 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS
Promote business tourism through Promote business tourism information provision, the conference through information provision, bureau, etc the conference bureau, etc
Initiated 3 bids (JTC) Linked to other programmes Various institutions are being consulted with the possibility of developing and implementing the integrated Skills Development Program focused on training in the tourism industry.(JTC) Improve the profile of International Positioning programme International Positioning Johannesburg, both on the programme continent and internationally, as a Liaise with key partners in the business core centre of finance, business community to define what the City can do Development of the Brain and trade over the longer term to help consolidate, Exchange Expatriate Talent protect and enhance Johannesburg’s position (PPI) as an internationally recognized finance and Development of a framework business centre. and implementation plan for Targeted investment promotion strategy the City's engagement with completed by May 2008. Implementation economically active migrants started in July 08.(TI) living in the City (PPI) Showcased the destination through Leverage R1bn of private attendance at the World travel Market sector investment (JPC) exhibition in London and at 4 local exhibitions.(TI) Formulated and activated the marketing and brand strategy.(JTC) JTC participated in South African Tourism Road shows that took place in Kenya, Tanzania and Nigeria. These road shows provided a platform to undertake PR activities for the recent xenophobic attacks on foreign migrants.(JTC) JTC has won two international bids namely: Miss World Pageant 2008 and – Tourism Business Conference.(JTC) Foreign investor database has 500 companies (TI) The City has currently trained 154 SMME and also exposed a number of SMME to international and national exhibitions generating potential sales to the value of R 4 million. (TI) Increased savings rate of Household and community savings Household and community households in the City as programme savings programme assessed through various surveys Support the formation of savings and Linked to Dirang Ba Bohle- investment co-operatives and facilitate their Community Bank access to an expanded range of banking products The financial and business modelling of the Community bank was completed in May 2008. Implementation started in July 2008.(SMME) Greater proportion of goods and Make and buy-local programme Make and buy-local programme service inputs required by city firms sourced within the South To ensure steady improvement in the quality To ensure steady improvement in African economy and therefore desirability of locally produced the quality and therefore desirability goods (both locally and internationally), work of locally produced goods (both with partner organisations to develop locally and internationally), work emerging suppliers, inform and empower with partner organisations to consumers. develop emerging suppliers, inform Linked to other programmes and empower consumers.
132 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS
Finalise and design and begin construction of JFPM Premium Hall (JFPM)
Increase in the City’s spending to BEE Support programme BEE Support programme specific targeted firms owned by specific categories of HDI (BEE, Expand and widely market the current BEE Ongoing maintenance, women, disabled, youth, etc.) database. registration, verification of Increase in the City’s spending to Introduced 2 BEE agents to the trading current Black Supplier specific targeted firms owned by floor (JFPM) Database. (SMME) specific categories of HDI (BEE, The current BEE database was Collection of data of disabled women, disabled, youth, etc.) revamped and aligned to the City’s BEE persons particularly young database in May 2008 women with BEE companies Service provider has been appointed for (TBU) Database and Strategy on Potential Introduce 1 BEE agent; accessing of external funding sources Increase BEE (JFPM) for DED projects (PPI) participation in the fresh produce value chain (JFPM) Expand and continuously refine the City’s Expand and continuously refine own targeted procurement the City’s own targeted procurement Completion of the BEE database and the accreditation of the companies on Increased number of SMMEs the database (SMME) accessing procurement opportunities in the City, throughout the SMME and BBBEE policy and strategy framework. (SMME) BBBEE Support Programme BBBEE Support Programme
Maximise the economic opportunity for Maximise the economic BEE firms through creative use of the opportunity for BEE firms City's property portfolio through creative use of the City's Approval of Inner City Property Scheme property portfolio at Mayoral in Sep 08 (ICPS) Implementation Partnership of Completion of the Inner City Property the ICPS (ICPS) Scheme Financial Model.(ICPS) Road shows to all Major townships to sensitize SMMEs about opportunities in the ICPS completed. These covered Soweto, Diepsloot, Ivory Park, Alexandra, Orange Farm, and the Inner City Catalyse opportunities for BEE through Catalyse opportunities for BEE creative public-private partnership through creative public-private partnership Through the Business Place or other agencies, scale up the City's assistance Through the Business Place to SMMEs to start, formalise or or other agencies, scale up accesses opportunities (SMME) the City's assistance to The City has sponsored Soweto Festival SMMEs to start, formalise or that was held between the 2- 28 Sept accesses opportunities 2008, which has a targeted focus on (SMME) SMMEs who are sponsored by Standard Ban to exhibit.(SMME)
133 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS
Where feasible and appropriate, work with Where feasible and appropriate, other agencies established by other work with other agencies spheres of government to ensure that HDI established by other spheres of entrepreneurs have access to other government to ensure that HDI institutional and financial support entrepreneurs have access to The financial and business modelling of other institutional and financial the JOZI SMME Equity Fund is support complete. MOU to be signed with DBSA Targeted Groups Economic and IDC to provide institutional and Support Policy and financial support to SMME. (SMME) Implementation Strategic Discussions with potential funders such Framework and Development as the IDC, DBSA and NEF have of Strategic Plans/Concepts commenced.(SMME) for Implementation, Monitoring and Evaluation (PPI) The City has assisted 2,000 enterprises per month to access institutional and Increase access to financial financial support (e.g. Ubsubomvhu) support through for example through the Business Place.(SMME) the Business Place, and “Dirang Ba Bohle” Community Bank (SMME) Where feasible and appropriate, facilitate Where feasible and appropriate, the support to all City department and facilitate the support to all City MEs department and MEs
Steering committee and forum Linked to other programmes to increase the City's opening to targeted firms, report targeted spending trends to ED's and Mayoral committee task team to address contract specific underperformance (SMME)
134 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS
Increased role of co-operatives in Informal and Community Sector Support Informal and Community Sector the city’s economy, and increased programme Support programme number of informal traders in city- managed market spaces Redefine and scale up the City’s current Demarcation and ‘graduating’ into formal Informal Trade Development Programme to promulgation of restricted and businesses ensure that informal traders benefit from a prohibited areas in system that facilitates their stabilization and, collaboration with legal and where possible, graduation to the formal JMPD sector Implementation of 39 co-operatives established and in the Confederations Cup and 2010 process of finalising business plans. 5 Informal trading strategy traders have graduated into formal Implementation of By-laws trading. (MTC/SMME) enforcement framework that There is an informal trading program includes street trading by-laws that is run by Wits Univ. and W&R seta and ensures that stalls are relating to the training of informal replaced with Linear Markets traders. (MTC/SMME) (SMME) Hoek Street and Quartz Street Linear Noord Street Linear Market. markets are in the process of being (MTC) rolled out. (MTC & SMME) Wanderers Street Linear Informal Trading by-law review is in Market. (MTC) progress.(MTC & SMME) Roll out of 3600 smart cards in Baseline research to develop MTC MTC managed facility database on all traders in the City is in progress. 1700 Smart Cards has been rolled out.(MTC & SMME) Work on Quartz and Hoek Streets 1 and the consolidated Linear Markets business plan is continuing.(SMME/MTC) Hoek street segment 3 with the private sector was launched in Sept 2008.Market designs ready, consultations with traders underway, alternative arrangements for relocation during construction on- going.(SMME/MTC) Quartz street Linear Market pavement finalised in 3 segments, constructors are busy with the forth block (SMME/MTC) Facilitate a package of support for small Facilitate a package of support manufacturing co-operatives for small manufacturing co- operatives Co-ops strategy is going through the consultation stage.(SMME) Through the co-operative 10 co-operatives have been registered – office, increase the role of co- a further 10 is in progress of being operatives in the City registered. (MTC & SMME) economy (SMME) A database of existing co-operatives is available. (MTC & SMME) MTC has registered 29 Close Corporations.(MTC) MTC has achieved of 25% of its implementation plan for the development of an incubation facility for its traders.(MTC)
135 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS
Work with stakeholders to roll out a Work with stakeholders to roll community bank that enables SMMEs out a community bank that including, co-operatives and informal enables SMMEs including, co- traders to build a credit record, access an operatives and informal traders expanded range of financial products to build a credit record, access an expanded range of financial Discussions with Dept of Housing to jointly products rollout the “Dirang Ba Bohle” Community Bank are continuing. (SMME) Roll-out of the “Dirang Ba Bohle” Community Bank- Grant Funding (SMME)
Increased number of beneficiaries Skills Development programme Skills Development programme reached by City-facilitated skills development initiatives In partnership with business develop an Facilitate skills audit of expanded bursaries programme that will disabled persons on the massively increase the flow of bursaries to database to be collected university and FET learners (TBU) Linked to other programmes There are an estimated 3500 destitute Ex-combatants in around Johannesburg some with semi-skilled however they are unable to find jobs. Funds for training will be provided for 40 participant who meet the criteria (TBU) Develop a City skills strategy focused on Develop a City skills strategy the skills supply/demand chain, first lends focused on the skills to the identification of a list of critically supply/demand chain, first lends scarce skills in the city, to guide other to the identification of a list of initiatives critically scarce skills in the city, to guide other initiatives
The Skills Strategy has been completed Linked to RPL strategy and sent to mayoral for (SMME) approval.(SMME) Site under review in terms of locations for the integrated Skills Hub for COJ.(SMME) Skills supply demand analysis drawn.(SMME) Implementation of the Skills strategy has commenced (SMME) RPLing of over 2000 artisans has been completed (SMME)
136 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS
Work in conjunction with educational Linked to RPL strategy (SMME) institutions and the business community to ensure that educational institutions supply the industries with the relevant skills
MOU established with University of Johannesburg – general skills development.(SMME) Placed 22 students in the ambassador mentorship programme.(SMME) Provided training in Industry based and business operations to 136 SMME’s. (SMME) Currently working with Wits Plus and Wits enterprise to supply the industries with the accounting and business related skills (SMME) Initial discussion are currently underway with Dept of Research at the Vaal University of Technology with a focus on developing particularly technical skills at graduate level and targeting skills shortages at both postgraduate and doctoral levels. (SMME) MTC together with Transportation Dept, Implemented Customer Care training for 2 taxi operators.(MTC) Work with universities and FET colleges Linked to RPL strategy to increase the intake of more learners in (SMME) career paths that are linked to current economic skills needs Develop a next-generation EPWP that Develop a next-generation EPWP expands the range of training beyond the that expands the range of current offerings training beyond the current offerings
123 079 EPWP jobs created up to the Participate in 5 City's Network end of the 2nd quarter of the 4th year of Reference groups and Hosting implementation.(EPWP) 1 session. Convene 10 Nine official received training in NQF5 MANCO meetings and 8 and NQF 7 EPWP SCM meetings. Participate in 4 national A total of 29 Learnership projects for EPWP learning forums EPWP Vuku’phile Learnerships were (EPWP) approved Train 60 City officials in NQF EPWP office participated in two Cities 5/7. Train 100 officials on MIS network engagement. The first one was and EPWP reporting at the Umsunduzi Municipality on 29th templates (EPWP) July 2008. The second one was a bi- monthly EPWP inclusive Cities Network Monitoring of Learnerships meeting implementation for all City departments and entities Hosted EPWP Lekgotla with al CoJ (EPWP) Departments and MoE’s to address the following; Increase EPWP branding and marketing (EPWP) Institutional arrangements Organise at least 20 tours of Training strategy work to at least 50 projects Task rates (EPWP) Review of EPWP policy Absorption of disabled into training programmes (TBU)
137 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS
Within broader youth-development Within broader youth- strategy scale-up career guidance for in- development strategy scale-up and out-of- school youth, using virtual career guidance for in- and out- Job/Career Centres, and other of- school youth, using virtual mechanism, where appropriate Job/Career Centres, and other mechanism, where appropriate The youth development strategy is in the process of being developed. (SMME) Linked to RPL strategy (SMME) Combined Skills Development programme Combined Skills Development - various programme - various
Linked to other programmes Support the ex military combatants in start up and emerging businesses with skills entering into labour market (SMME) Up to 3500 informal traders trained through Business Skills Programme and enrolled in Mentorship Programme which seeks to link traders with business opportunities (SMME) Train up to 1500 informal traders through Partnership (SMME) Implementation of the integrated Skills Hub incorporating, RPL and LMID- Grant Funding (SMME)
138 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS
Economic base of Area-based Economic Development Area-based Economic underdeveloped areas of City programme Development programme increased over five years Design and rollout an intervention strategy Implementation and co- within townships and underdeveloped areas, ordination of Five year Soweto e.g. the Alexandra Renewal Programme, Economic Development plan Soweto Development Initiative, and the (SED) Soweto Empowerment Initiative, to accelerate Accelerate the roll out of the economic development. SEZ (SEZ) Launch of Soweto Five Year Economic Part Implementation of the Development Plan and Business Deep South Economic Summit Development Plan (SED) Bara central 50% completed Marketing and implementation Southern farms and Misgund 10% of the Urban Development completed.(SED/JPC) Zone Programme and Region Rietvlei 70% completed (SED/JPC) F Economic Development OrlandoEkhaya phase 2 90% Plan (SED) completed.(SED/JPC) Detailed Airport Economic A township economic development Development Plan program is being developed and rollout Establish 1 BEE distribution began in July 2008.(SED) centre in previously Evaluation of proposals for Region disadvantaged area. (JFPM) Special Economic Development Plans for B & E has been finalised and service provider appointed (SED) Security Services have been contracted for the SEZ, and have been upgraded to armed guards Electrical cables have been re-installed Logo for the SEZ has been finalized and a report submitted for the Mayoral Committee meeting for Jan 2009 Secured URL for the SEZ (www.sowetoempowermentzone.com) Market and implement the inner city Urban Market and implement the inner Development Zone city Urban Development Zone
Successfully promoted the UDZ Tax Marketing and implementation incentive. Recorded private sector of the Urban Development investment worth 3.3 billion Zone Programme and Region cumulatively.(SED) F Economic Development Minister of finance has extended the Plan (SED) UDZ BY 5 years from 2009 to 2014 as 'Marketing and implementation contained in the budget speech tabled of the Urban Development before parliament on February 20, Zone Programme and Region 2008.(SED) F Economic Development The UDZ Tax Incentive programme has Plan (SED) been re-launched and submission made to National Treasury regarding the re- demarcation of the new boundaries to cater for shadow areas (SED) Assist with the restructuring and renewal Assist with the restructuring and of industrial areas, inter alia by exploring renewal of industrial areas, inter the introduction of demolition (or other ) alia by exploring the introduction incentives of demolition (or other ) incentives A city wide agribusiness initiative is being undertaken and implementation Linked to SED programmes programme is being developed.(SMME)
139 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS
Facilitate the re-engineering of the Facilitate the re-engineering of economies of existing economic activity the economies of existing areas (nodes, business districts, or high economic activity areas (nodes, streets) that may be under-performing, in business districts, or high decline, or at risk, through a range of streets) that may be under- appropriate interventions performing, in decline, or at risk, through a range of appropriate This is an ongoing project and focus on interventions rigorous economic development intervention. The department is currently Implementation of projects developing a proactive strategy to emanating from the Regional hamper inner cities economic Economic Development decay.(SED) Framework (region A, B, C, MTC has formulated a sustainable D&E) (SED) facility management strategy Leverage R500m to facilitate document(.MTC) improvement in the south of Joburg and Inner City. (JPC) Investigate feasibility and, where Investigate feasibilities and roll- appropriate, design and rollout key out of Economic Infrastructure economic infrastructure and other support and other forms of support for in areas of future economic opportunity, areas of future Economic notably Kya Sands/Lanseria and in and Opportunities to leverage sign- around the Gautrain stations offs. E.g. Gautrain
An Airport Economic Feasibility Study and Special Economic Zone initiative is Detailed Airport Economic being undertaken for implementation Development Plan support in 2008/09. (SED) Service Provider has been commissioned to undertake feasibility study completed by June 2008 with roll out and implementation starting in 2008/09.(SED) Architectural and layout plans for Marlboro and Midrand is being carried out (SED) The Airport City and Spatial Economic Zone - A scenario exercise regarding benefits and risks of a airport vis a vis augmenting functional capacity and specialisation of a new existing airport finalised and presented to Senior Management of the Department (SED) Facilitate improved urban management in Facilitate improved urban targeted areas management in targeted areas
Roll out of the BPO precinct and ceremonial launch (SS) Reduced costs of doing business Conducive Environment programme Conducive Environment in the city on an index of micro- programme economic constraints (as Investigation of incentive packages to support measured by a two yearly city- specific sectors Assessment of Economic specific micro-economic 1st draft report received and stakeholder Programmes with those in constraints survey) engagement underway for the other spheres of government development of Economic Innovation and bordering municipalities to Policy (PPI) determine synergies (PPI) Assessment of the economic regulatory framework Projects and Programme Impact assessment framework (PPI)
140 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS
Conducive Environment programme Conducive Environment programme Facilitate the extension of cost effective broadband ICT infrastructure to all Linked to Broadband projects businesses (SS) Tender process completed. The City owns substantial amount of assets in the form of fibre and negotiations are underway to secure the use of fibre network of SANRA. By securing these negotiations the City will have a substantial footprint to form the basis of the JBNP.(SS) Introduce a city-wide survey to identify Introduce a city-wide survey to other/changing micro-economic identify other/changing micro- constraints (e.g. restrictive regulations) on economic constraints (e.g. investment and systematically address restrictive regulations) on these where appropriate investment and systematically address these where appropriate
Projects and Programme Impact assessment framework (PPI) Economic Support programme Economic Support programme
Provision of Economic Development Economic Data Subscriptions. information to serve as input in (ER) economic policy and strategy Annual Economic Review. formulation for the City (ER) 2008 Annual Economic Review Economic Development completed.(ER) Resource Centre. (ER) Economic Growth forecasting model for Qtrly presentations on the the City completed.(ER) state of the Economy and its Presented the 2008 Annual Economic implications to the City. (ER) Review to the Mayoral Committee in Regular Economic Column Sept 2008.(ER) contribution to the DED Presented the quarterly presentation to Newsletter. (ER) the Economic Development Sub- Bi-monthly Economic Committee on the state of South African Development. (ER) Economy and implications to the Economic Development economy of the City in Sept 2008.(ER) Advisory Panel – Semi Annual Meetings. (ER) Update of the City's Economic Growth forecasting model including different budget scenarios for the City (ER) Economic Data and Profile of all COJ Regions(ER)
141 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS
Reduction in the proportion of city Skills Development programme Skills Development programme firms indicating skills gaps as a constraint on investment (as Develop a well-articulated, widely accessible Develop a well-articulated, widely measured by a two yearly city- labour market database that facilitates the accessible labour market database specific micro-economic flow of relevant and strategic labour market that facilitates the flow of relevant constraints survey) information for active and inactive job and strategic labour market seekers, and profiles diverse skills levels information for active and inactive available. job seekers, and profiles diverse With partners, support skills development that skills levels available. will feed emerging industries with large job- With partners, support skills absorption potential (e.g. call centre staff, development that will feed construction, and telecommunications emerging industries with large job- There has been an expressed interest absorption potential (e.g. call centre by India call centres to partner with the staff, construction, and City. (SS) telecommunications Database of property to be catalogued. Linked to RPL strategy SMME incubator devised and identified. (SMME) (SMME) Finalisation of the Implementation and Roll-out Plan for the Skills Hub is currently underway and includes setting up of targeted focus groups with various stakeholders for the Hub including business sector, FEI’s, SETA’s and relevant government departments such as the DOL and DTI (SMME) Work has commenced between EPWP and Skills Programme on building an EPWP dataset that forms part of the Labour Market information Database.(SMME) 100% City of Johannesburg 100% City of Johannesburg compliance 100% City of Johannesburg compliance with all relevant with all relevant legislation compliance with all relevant legislation legislation Second Quarter reviews completed and submitted in February 2009.(ME) Compilation and Finalisation of 4 ME Business Plans jointly with MEs (2009/10) (ME) Monitoring and Evaluation of quarterly reports of 4 MEs (ME) Regular monitoring of MEs Turn-around Strategies. (ME) Adhoc support to DED and MEs to ensure continuity and sustainability (ME) Achievement of unqualified audit Financial Management programme Financial Management beginning of financial period programme Implement all necessary Operation clean audit initiatives to enhance and facilitate Provide support to MEs and proper management of systems in adherence Directorates to ensure clean to GAMAP principles audit (ME)
142 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS
Keep personnel expenditure to acceptable Keep personnel expenditure to levels to release funds for aggressive acceptable levels to release service delivery improvements funds for aggressive service delivery improvements Linked to other programmes Compliance with the City's administration policies and procedures (ME) Manage personnel costs within prudential limits as prescribed by National Treasury (ME)
Enterprise-wide risk management Enterprise-wide risk programme management programme
Through an integrated enterprise wide risk Manage Risk management management framework across the City, process in conjunction with identify other risks that may affect the City, JRAS (ED) and work to mitigate their impact Ensuring procurement protocols, processes and practices in line with the MFMA (ME) Revise the budget format to facilitate Revise the budget format to flexible programme based budgeting facilitate flexible programme based budgeting
Align to CoJ budgeting processes and methodology (ME)
Increased number of Skills Development programme Skills Development programme beneficiaries reached by City-facilitated skills In partnership with business develop an expanded Facilitate skills audit of development initiatives bursaries programme that will massively increase the disabled persons on the flow of bursaries to university and FET learners database to be collected Linked to other programmes (TBU) There are an estimated 3500 destitute Ex-combatants in around Johannesburg some with semi-skilled however they are unable to find jobs. Funds for training will be provided for 40 participant who meet the criteria (TBU) Develop a City skills strategy focused on the Develop a City skills strategy skills supply/demand chain, first lends to the focused on the skills identification of a list of critically scarce skills in supply/demand chain, first lends the city, to guide other initiatives to the identification of a list of critically scarce skills in the city, to guide other initiatives The Skills Strategy has been completed and sent to mayoral for approval.(SMME) Linked to RPL strategy Site under review in terms of locations for the (SMME) integrated Skills Hub for COJ.(SMME) Skills supply demand analysis drawn.(SMME) Implementation of the Skills strategy has commenced (SMME) RPLing of over 2000 artisans has been completed (SMME)
143 Work in conjunction with educational institutions Linked to RPL strategy and the business community to ensure that (SMME) educational institutions supply the industries with the relevant skills
MOU established with University of Johannesburg – general skills development.(SMME) Placed 22 students in the ambassador mentorship programme.(SMME) Provided training in Industry based and business operations to 136 SMME’s. (SMME) Currently working with Wits Plus and Wits enterprise to supply the industries with the accounting and business related skills (SMME) Initial discussion are currently underway with Dept of Research at the Vaal University of Technology with a focus on developing particularly technical skills at graduate level and targeting skills shortages at both postgraduate and doctoral levels. (SMME) MTC together with Transportation Dept, Implemented Customer Care training for 2 taxi operators.(MTC) Work with universities and FET colleges to Linked to RPL strategy increase the intake of more learners in career (SMME) paths that are linked to current economic skills needs Develop a next-generation EPWP that expands the Develop a next-generation EPWP range of training beyond the current offerings that expands the range of training beyond the current offerings 123 079 EPWP jobs created up to the end of the 2nd quarter of the 4th year of Participate in 5 City's Network implementation.(EPWP) Reference groups and Hosting Nine official received training in NQF5 and NQF 1 session. Convene 10 7 MANCO meetings and 8 EPWP SCM meetings. A total of 29 Learnership projects for EPWP Participate in 4 national Vuku’phile Learnerships were approved EPWP learning forums EPWP office participated in two Cities network (EPWP) engagement. The first one was at the th Train 60 City officials in NQF Umsunduzi Municipality on 29 July 2008. The 5/7. Train 100 officials on MIS second one was a bi-monthly EPWP inclusive and EPWP reporting Cities Network meeting templates (EPWP) Hosted EPWP Lekgotla with al CoJ Monitoring of Learnerships Departments and MoE’s to address the implementation for all City following; departments and entities Institutional arrangements (EPWP) Training strategy Increase EPWP branding and Task rates marketing (EPWP) Review of EPWP policy Organise at least 20 tours of work to at least 50 projects (EPWP) Absorption of disabled into training programmes (TBU) Within broader youth-development strategy scale- Within broader youth- up career guidance for in- and out-of- school development strategy scale-up youth, using virtual Job/Career Centres, and other career guidance for in- and out- mechanism, where appropriate of- school youth, using virtual Job/Career Centres, and other The youth development strategy is in the mechanism, where appropriate process of being developed. (SMME) Linked to RPL strategy (SMME)
144 Combined Skills Development programme - Combined Skills Development various programme - various
Linked to other programmes Support the ex military combatants in start up and emerging businesses with skills entering into labour market (SMME) Up to 3500 informal traders trained through Business Skills Programme and enrolled in Mentorship Programme which seeks to link traders with business opportunities (SMME) Train up to 1500 informal traders through partnership (SMME) Implementation of the integrated Skills Hub incorporating, RPL and LMID- Grant Funding (SMME)
Economic base of Area-based Economic Development programme Area-based Economic underdeveloped areas of Development programme City increased over five Design and rollout an intervention strategy within years townships and underdeveloped areas, e.g. the Implementation and co- Alexandra Renewal Programme, Soweto ordination of Five year Soweto Development Initiative, and the Soweto Economic Development plan Empowerment Initiative, to accelerate economic (SED) development. Accelerate the roll out of the Launch of Soweto Five Year Economic SEZ (SEZ) Development Plan and Business Summit Part Implementation of the Bara central 50% completed Deep South Economic Southern farms and Misgund 10% Development Plan (SED) completed.(SED/JPC) Marketing and implementation Rietvlei 70% completed (SED/JPC) of the Urban Development OrlandoEkhaya phase 2 90% Zone Programme and Region completed.(SED/JPC) F Economic Development Plan (SED) A township economic development program is being developed and rollout began in July Detailed Airport Economic 2008.(SED) Development Plan Evaluation of proposals for Region Special Establish 1 BEE distribution Economic Development Plans for B & E has centre in previously been finalised and service provider appointed disadvantaged area. (JFPM) (SED) Security Services have been contracted for the SEZ, and have been upgraded to armed guards Electrical cables have been re-installed Logo for the SEZ has been finalized and a report submitted for the Mayoral Committee meeting for Jan 2009 Secured URL for the SEZ (www.sowetoempowermentzone.com)
145 Market and implement the inner city Urban Market and implement the inner Development Zone city Urban Development Zone
Successfully promoted the UDZ Tax incentive. Marketing and implementation Recorded private sector investment worth 3.3 of the Urban Development billion cumulatively.(SED) Zone Programme and Region Minister of finance has extended the UDZ BY 5 F Economic Development years from 2009 to 2014 as contained in the Plan (SED) budget speech tabled before parliament on 'Marketing and implementation February 20, 2008.(SED) of the Urban Development The UDZ Tax Incentive programme has been re- Zone Programme and Region launched and submission made to National F Economic Development Treasury regarding the re-demarcation of the Plan (SED) new boundaries to cater for shadow areas (SED) Assist with the restructuring and renewal of Assist with the restructuring and industrial areas, inter alia by exploring the renewal of industrial areas, inter introduction of demolition (or other ) incentives alia by exploring the introduction of demolition (or other ) A city wide agribusiness initiative is being incentives undertaken and implementation programme is being developed.(SMME) Linked to SED programmes
Facilitate the re-engineering of the economies of Facilitate the re-engineering of existing economic activity areas (nodes, business the economies of existing districts, or high streets) that may be under- economic activity areas (nodes, performing, in decline, or at risk, through a range business districts, or high of appropriate interventions streets) that may be under- performing, in decline, or at risk, This is an ongoing project and focus on rigorous through a range of appropriate economic development intervention. The interventions department is currently developing a proactive strategy to hamper inner cities economic Implementation of projects decay.(SED) emanating from the Regional MTC has formulated a sustainable facility Economic Development management strategy document (.MTC) Framework (region A, B, C, D&E) (SED) Leverage R500m to facilitate improvement in the south of Joburg and Inner City. (JPC) Investigate feasibility and, where appropriate, Investigate feasibilities and roll- design and rollout key economic infrastructure out of Economic Infrastructure and other support in areas of future economic and other forms of support for opportunity, notably Kya Sands/Lanseria and in areas of future Economic and around the Gautrain stations Opportunities to leverage sign- offs. E.g. Gautrain An Airport Economic Feasibility Study and Special Economic Zone initiative is being undertaken for implementation support in Detailed Airport Economic 2008/09. (SED) Development Plan Service Provider has been commissioned to undertake feasibility study completed by June 2008 with roll out and implementation starting in 2008/09.(SED) Architectural and layout plans for Marlboro and Midrand is being carried out (SED) The Airport City and Spatial Economic Zone - A scenario exercise regarding benefits and risks of a airport vis a vis augmenting functional capacity and specialisation of a new existing airport finalised and presented to Senior Management of the Department (SED) Facilitate improved urban management in Facilitate improved urban targeted areas management in targeted areas
Roll out of the BPO precinct and ceremonial launch (SS)
146 Reduced costs of doing Conducive Environment programme Conducive Environment business in the city on an programme index of micro-economic Investigation of incentive packages to support specific constraints (as measured sectors Assessment of Economic by a two yearly city- 1st draft report received and stakeholder Programmes with those in specific micro-economic engagement underway for the development of other spheres of government constraints survey) Economic Innovation Policy (PPI) and bordering municipalities to determine synergies (PPI) Assessment of the economic regulatory framework Projects and Programme Impact assessment framework (PPI) Conducive Environment programme Conducive Environment programme Facilitate the extension of cost effective broadband ICT infrastructure to all businesses Linked to Broadband projects Tender process completed. The City owns (SS) substantial amount of assets in the form of fibre and negotiations are underway to secure the use of fibre network of SANRA. By securing these negotiations the City will have a substantial footprint to form the basis of the JBNP.(SS) Introduce a city-wide survey to identify Introduce a city-wide survey to other/changing micro-economic constraints (e.g. identify other/changing micro- restrictive regulations) on investment and economic constraints (e.g. systematically address these where appropriate restrictive regulations) on investment and systematically address these where appropriate
Projects and Programme Impact assessment framework (PPI) Economic Support programme Economic Support programme
Provision of Economic Development information to Economic Data Subscriptions. serve as input in economic policy and strategy (ER) formulation for the City Annual Economic Review. 2008 Annual Economic Review completed.(ER) (ER) Economic Growth forecasting model for the City Economic Development completed.(ER) Resource Centre. (ER) Presented the 2008 Annual Economic Review to Qtrly presentations on the the Mayoral Committee in Sept 2008.(ER) state of the Economy and its Presented the quarterly presentation to the implications to the City. (ER) Economic Development Sub-Committee on the Regular Economic Column state of South African Economy and implications contribution to the DED to the economy of the City in Sept 2008.(ER) Newsletter. (ER) Bi-monthly Economic Development. (ER) Economic Development Advisory Panel – Semi Annual Meetings. (ER) Update of the City's Economic Growth forecasting model including different budget scenarios for the City (ER) Economic Data and Profile of all COJ Regions(ER)
147 Reduction in the Skills Development programme Skills Development programme proportion of city firms indicating skills gaps as a Develop a well-articulated, widely accessible labour Develop a well-articulated, widely constraint on investment market database that facilitates the flow of relevant accessible labour market database (as measured by a two and strategic labour market information for active and that facilitates the flow of relevant yearly city-specific micro- inactive job seekers, and profiles diverse skills levels and strategic labour market economic constraints available. information for active and inactive survey) With partners, support skills development that will job seekers, and profiles diverse feed emerging industries with large job-absorption skills levels available. potential (e.g. call centre staff, construction, and With partners, support skills telecommunications development that will feed There has been an expressed interest by India emerging industries with large job- call centres to partner with the City. (SS) absorption potential (e.g. call centre staff, construction, and Database of property to be catalogued. SMME telecommunications incubator devised and identified. (SMME) Linked to RPL strategy Finalisation of the Implementation and Roll-out (SMME) Plan for the Skills Hub is currently underway and includes setting up of targeted focus groups with various stakeholders for the Hub including business sector, FEI’s, SETA’s and relevant government departments such as the DOL and DTI (SMME) Work has commenced between EPWP and Skills Programme on building an EPWP dataset that forms part of the Labour Market information Database.(SMME)
100% City of 100% City of Johannesburg compliance with all 100% City of Johannesburg Johannesburg relevant legislation compliance with all relevant compliance with all legislation relevant legislation Second Quarter reviews completed and submitted in February 2009.(ME) Compilation and Finalisation of 4 ME Business Plans jointly with MEs (2009/10) (ME) Monitoring and Evaluation of quarterly reports of 4 MEs (ME) Regular monitoring of MEs Turn-around Strategies. (ME) Adhoc support to DED and MEs to ensure continuity and sustainability (ME) Achievement of Financial Management programme Financial Management unqualified audit programme beginning of financial Implement all necessary Operation clean audit period initiatives to enhance and facilitate proper Provide support to MEs and management of systems in adherence to GAMAP Directorates to ensure clean principles audit (ME) Keep personnel expenditure to acceptable levels Keep personnel expenditure to to release funds for aggressive service delivery acceptable levels to release improvements funds for aggressive service delivery improvements Linked to other programmes Compliance with the City's administration policies and procedures (ME) Manage personnel costs within prudential limits as prescribed by National Treasury (ME)
Enterprise-wide risk management programme Enterprise-wide risk management programme Through an integrated enterprise wide risk
148 management framework across the City, identify other Manage Risk management risks that may affect the City, and work to mitigate process in conjunction with their impact JRAS (ED) Ensuring procurement protocols, processes and practices in line with the MFMA (ME) Revise the budget format to facilitate flexible Revise the budget format to programme based budgeting facilitate flexible programme based budgeting
Align to CoJ budgeting processes and methodology (ME)
149 Environmental Management Sector Plan
INTRODUCTION AND OVERVIEW
The Environmental Management Portfolio has been in existence since the new Mayoral term started in March 2006. This establishment was in recognition of ensuring that environmental sustainability issues are high on the City’s agenda in line with international trends in other cities elsewhere. The growing awareness about climate change issues and the recognition that local environmental concerns have a global dimension provides an opportunity for the city to put environmental concerns at the centre of global development debate and to respond accordingly and appropriately to such concerns. Johannesburg as an aspirant ‘world class African city’ intends to be globally recognised as taking proactive response to environmental global concerns.
The Environment Portfolio is made up of the Environment Department, Johannesburg City Parks (JCP) and the Johannesburg Zoo. The Environment Department is responsible for developing policies and strategies to the extent that conservation and biodiversity is concerned. Johannesburg Zoo and Johannesburg City Parks in turn act as implementing agents. The Environment Department therefore has an oversight function on business of the two entities. This oversight role also encompasses the service delivery monitoring function of the two entities together with cooperative governance and financial sustainability with the support of the Office of the MMC. Due to the cross cutting nature of environmental issues, the core department is also responsible for other environmental functions such as: Development of policies and strategies; Regulatory and enforcement; Compliance monitoring and reporting; and Oversight on environmental performance of the city in general.
Within this context, the department therefore has the following directorates responsible for: Air quality and climate change, Natural resources management, Waste policy and regulation, policy integration and General environmental policy development Service delivery agreement and compliance
Johannesburg City Parks is responsible for the management of the city’s parks, cemeteries and nature conservation whilst Johannesburg Zoo provides conservation, education, research and recreation functions to the citizens of the City.
CHALLENGES AND OPPORTUNITIES
The Environment Sector is confronted by a number of challenges that may affect its service delivery mandate. The attempts to mitigate the impact of these challenges have provided major opportunities for the Department to efficiently and effectively deliver on its mandate.
The legislative and policy environment that gives guidance to the work of the Department is ever changing and thereby expanding the scope/mandate of the Department. The Department participate on ongoing legislative processes of relevant departments such as Department of Environmental Affairs and Tourism, Department of Minerals and Energy and Department of Waster Affairs and Forestry. The Department also engages with the provincial department of Agriculture, Conservation and Environment on any legislative and policy initiatives. Through this process the City anticipates and prepare for implementation of new policy and legislative
150 requirements. There is also participation at SALGA environment subcommittees to ensure alignment with neighbouring municipalities.
Since the establishment of the department, notable successes include the establishment of a dedicated directorate for Air Quality and Climate Change. This is considered the first for a city in South Africa. This has been due to the recognition that cities are at the centre of climate change response. South Africa is a signatory to some of the international treaties and conventions designed to deal with the emerging multilateral environmental issues. The department also participates in the international and national forums and initiatives to address these issues.
Johannesburg experiences high levels of air pollution due to reliance on private vehicles and the burning of fossil fuels such as coal for space heating and cooking specifically in low income areas. The establishment of the Directorate Air Quality and Climate Change has led to implementation of specific programmes to respond appropriately. The implementation of the Rea Vaya Bus Rapid Transit System, Basa njengo Magogo (BnM), education and awareness programme to mention a few will go a long way in contributing to a reduction in emissions and improvement of the poor air quality levels. An awareness programme on how to burn coal efficiently has been implemented in Soweto and Alexandra and will be rolled out until the end of 2009. This programme has led to notable behavioural changes in fire lighting method to reduce emissions.
The Natural Resource Management Directorate has been established to respond to challenges on biodiversity, conservation, open spaces and catchment management. Whilst surface water quality remains a challenge mainly due to blocked sewers, ageing and inadequate infrastructure and littering carried via the Storm water drains into Johannesburg’s rivers, there has been some progress in terms of responding to the issues. Quarterly reporting with specific action plan to address pollution is in place. A hotspot action programme has also been implemented to respond to recurrent hotspot areas. Appropriate institutional mechanisms have been put in place to deal with this issue. There is collaboration with the government departments, forums, communities and the private sector to do river cleanup and rehabilitation. In order to reverse environmental degradation, catchment management rehabilitation remains a key priority. The rehabilitation of the southern catchment, the Klipriver/ Klipspruit Greening and Rehabilitation project, is one of the biggest projects for the department and is implemented by JCP. Further to this is the completion of rehabilitation plans for Bruma Lake and Zoo Lake including rehabilitation of the Jukskei catchment. The department working with Johannesburg Roads Agency and Johannesburg Water is intervening directly on storm water management and sewer maintenance respectively.
The availability of landfill airspace and accessibility creates a challenge of illegal dumping in the City. The department regulates the transportation and movement of waste in the city through its waste-licensing programme, whilst Johannesburg Metro Police undertakes enforcement. The Waste Policy and Regulation Directorate develops waste policy, which in turn is implemented by PIKITUP and other service providers through licensing. The Department is working with the Infrastructure and Services Department and, Environmental Health and Pikitup to ensure that a proactive strategy is implemented to reduce illegal dumping. The strategy includes doing a feasibility study on changing the current practise of waste storage, collection and disposal to explore material recovery throughout the City. It is imperative to note that in order to meet the Polokwane Declaration targets there is a need to have 360 degrees turn on the current waste management practice by the City and its Municipal Owned Entities and other waste generators and service providers.
As a rapidly urbanising city, there is lot of development pressure on valuable environmental resources, accordingly the Directorate Environmental Regulatory Services.
Environment is a specialised field and in order to understand the good or bad changes caused by anthropogenic factors, sophisticated scientific monitoring systems and specialised skills are required to inform decision-making and enforcement. Although the Department has secured
151 resources to deal with this challenge, more funding will still be required for expansion of some of the scientific monitoring systems. The mandate of the department is ever expanding.
The City of Johannesburg is known as the Urban Jungle. However, it is evident that parks and trees that make up this urban forest are predominately occurring in the northern part of City as opposed to the South. The Department through Johannesburg City Parks have a huge programme of developing parks and planting trees in the previously disadvantaged areas of the South.
REVISION TO THE COJ 2006/11 IDP
This is a second review of the Environmental Portfolio five-year IDP sector plan since the re- establishment of the Department as a standalone Department in 2006, with the first review undertaken during the 2007/08 IDP annual review period. Most changes particularly to the five- year objectives were instituted with the first revision. Only minor changes are effected with this revision and these include: Introduction of a separate 5-year objective and associated IDP programmes focusing on provision of burial space. This was informed by the increasing demand and challenges of availability of sustainable burial spaces in the long term due to increase in deaths. Therefore a need for Johannesburg City Parks to identify and prioritise short term and long term programmes in addressing this challenge. Implementation of Extended Public Works Programme has also been included as a new strategic goal. Johannesburg City Parks and JHB Zoo creates more than 1 000 jobs through EPWP thus contributing to social and economical development of communities. Further JCP has intentions to pursue accreditation with LG Seta in providing EPWP training in the green industry, which will ensure that environment best practises are integrated in the programme as well.
One of the programmes was aiming at increasing Johannesburg Zoo animal collection to 3 500, currently the number of species has been increased to 2 700 animal species; however the Zoo foresee challenges in attaining this goal. Temple of snakes feature has not been completed as yet, and when complete will only increase animal collection numbers by 100. Further there are challenges in Capital funding of other features to increase number of species. This programme has therefore been revised to 2 800 animal collection.
INITIATIVES TOWARDS MEETING THE GDS PRINCIPLES
Environment is responsible for the coordination of at least two following GDS indicators:
Indicator 13: Total city ecological footprint in sq km - Department has commissioned a study to assist in collation of information to measure this indicator, with an intention of integrating this information into the current five-year IDP programmes.
Indicator 14: No of days per annum that air pollution is within the city’s air quality guidelines - the Department monitors air emissions through its air quality stations and has recently added two new stations. This information is reported as part of Departmental quarterly reports.
KEY PROGRAMMES FOR THE REMAINING TERM
The Environment Portfolio has assessed its mid term performance and came up with the following key programmes in the remaining term that will see to it that the Department achieve its five year objectives and subsequently the City’s long term goals.
Water resources (rivers, impoundments and wetlands) improvements Ongoing water quality interventions in identified water quality hotspots – Mshenguville; Alexandra/ Wynberg; Bosmont; Bruma Lake; Princess Dump
152 Implementation of Klipriver/ Klipspruit legacy project – Dlamini and Orlando Dube nodes. Rehabilitation of Lenasia and Orlando Dam wetlands
Air quality improvements Continue with Basa njengo Magogo domestic reduction programme in Soweto and Alexandra, monitor and report on impact of this initiative Air quality licensing and permitting as per CAPCO delegations Introduce incentive schemes for voluntary reduction of air emissions - industries and vehicles sector
Waste Management Continue with waste minimization initiatives during major events Establishment of enforcement unit and aggressive by-law enforcement targeting illegal dumping sites Region specific education and awareness campaigns
Climate Change mitigation and adaptation programmes Completion of retrofitting of council owned buildings programme Greening of BRT and installation of solar water heaters (ARP and Cosmo City) Determination of flood prone areas
Demand Side Management Demand side management by law (energy) Review of water service by-law Demand side management education and awareness campaigns
Biodiversity and Open Space Management Facilitation of proclamation of identified conservation areas and nature reserves Increase number of learners visiting the Zoo through introducing interactive programmes and also increase number of disadvantaged learners visiting the Zoo Rezoning and zoning of open spaces through implementation of open space master plan and ensuring, correct zoning in development applications Parks development – Jabavu, Chiawelo and Diepkloof
Mainstreaming of environmental issues Continue with compliance monitoring of strategic projects (Gautrain, Cosmo City and ARP), City’s Capex projects and private developments. Integration of information from the State of the Environment report and catchment management policy into City’s planning tools such as RSDFs and the SDF Capacity building and training of planners and MoEs on environmental requirements
SECTOR RESPONSE TO COMMUNITY ISSUES
The City went through a comprehensive public participation process during March and April 2008, which included Regional Summits hosted per Ward and Stakeholder Summits where three issues were prioritised per each Ward. Broad range of environmental issues were raised from these engagements indicating an improved awareness of importance of environmental issues as well as significant contribution of environmental management in improving lives of the citizens. These included the following areas:
Biodiversity and Conservation management – official recognition and protection of identified conservation areas within Wards. Wetlands and river protection - the need to protect wetlands and rivers for future generations as well as minimising health associated impacts as a result of degraded watercourses.
153 Waste Minimisation initiatives – establishment of recycling facilities, which will reduce waste going to landfill sites while also providing job opportunities to community. Parks development, upgrade and maintenance to contribute towards beautification of wards in general, also contributing towards social development and providing safety environment for kids to play in. Open space management – open space management is critical in catering for social community needs and preventing crime as un-maintained open spaces promote crime and illegal dumping.
The Department and MEs (City Parks and JHB Zoo) provided detailed response on how these issues will be addressed. There are already ongoing programmes to deal with some of these issues such as proclamation of conservation areas with biodiversity assessment study conducted identifying areas to be proclaimed/protected; rezoning of open spaces; watercourse protection and rehabilitation including ongoing upper Jukskei rehabilitation programme; ongoing Klipriver/Klipspruit Legacy Project focusing on eco parks development and wetlands protection within the identified corridor.
Request for park developments and upgrades (Jabavu, Chiawelo, Diepkloof and Meadowlands) have been included in 2009/10 cycle.
SECTOR CONTRIBUTION TO 2010 FIFA WORLD CUP
2010 World Cup is around the corner with a number of major projects such as upgrading of stadia implemented by the City in preparation of the event of this magnitude. The following are amongst the programmes implemented by the sector in preparation of 2010:
2010 Greening Programme – this programme includes beautification of road islands and development of eco-parks and rehabilitation of Klipriver/ Klipspruit corridor. Much work has been done already with 34 eco-parks nodes already designed and actual development of eco-parks and wetland rehabilitation completed in some parts of the corridor. Green Goal Standards – FIFA has made available its green goal standards; the City will develop operational plans/guideline to ensure that these standards are implemented. Waste Management – The Environment Department has started implementing waste management initiatives during major events, which focuses on waste separation thus promoting recycling and reuse of waste generated during events. Waste management guidelines during events have also been developed and are currently implemented. 2010 Capex Projects – The Department also ensures that the 2010 projects implemented by the City comply with relevant environmental regulations such as NEMA through compliance monitoring. Further the Department ensures that the projects are prioritised by approving authorities i.e. GDACE, to help fast track implementation.
154 ENVIRONMENTAL MANAGEMENT SECTOR PLAN
5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS
10 % improvement in integrity Ecological reserve preservation Ecological reserve preservation of water courses programme and river health programme programme and river health programme 10 % improvement in river Catchment policy and stormwater health by-laws and framework completed as Implementation of facilitated through JRA Klipriver/Klipspruit Greening and 10km of watercourses Conceptual Designs for the Rehabilitation Project – Dlamini and rehabilitated rehabilitation of Upper Jukskei have Orlando West Nodes been completed and Record of Rehabilitation of Bruma Lake 2 water bodies rehabilitated for Decision (ROD) received ecological and recreational Citywide flood-line determination purposes Status Quo Assessment of two priority impoundments i.e. Bruma Lake and 10% improvement against Zoo Lake completed and improved water quality requirements set aesthetic and bio aquatics life (birds, for the river reserve fish and aquatic vegetation) as a result of ongoing maintenance done at Westdene Dam, Moroka Dam and Dorothy Nyembe dam, Blue Dam and Florida Lake Klipriver/Klipspruit Legacy Project - Completed open space master plan design for 31 nodes; Mapetla and Mofolo Wetland and Regional Parks and Dorothy Nyembe nursery Detailed designs and development of Dlamini Node; Phase 3 development of Mapetla Wetland Park, further development of Mofolo Node and Development of the Eco-Parks (Ubuntu Node and Mofolo South node) 100% completion of wetland Management of wetlands programme Management of wetlands programme audit for protection of wetlands Wetlands Audit of all wetlands across Rehabilitation of Lakeside and 5 wetlands rehabilitated for the City completed and a clean up of Orlando Dam wetlands aquatic habitats and 7 wetlands to date as part of the long watercourse term rehabilitation programme River bank stabilisation was undertaken at Mapetla Wetlands Park as well as Diepkloof spruit through SANBI Working for Wetlands programme Other wetlands that were rehabilitated (Florence Bloom, Bosmontspruit, Lenasia; and Vodacom wetlands) To increase the total land area Biodiversity protection programme Biodiversity protection programme proclaimed as conserved area from 1,3% to 5% of the city’s Preliminary zoning baseline data and Development and implementation of total area zoning for priority conservation areas ecological management and completed development master plans for Compiled and submitted a selected conservation areas consolidated list of potential areas for Continue with protection of sensitive proclamation, which included habitats diversity – capacity building approximately 67 Recreational parks, and training and 41 Nature areas 5 Ecological Management Plans were developed for the following areas Kloofendal Nature Reserve, Kloofendal, Cosmo City, Melville Koppies, Rietfontein and The Wilds for implementation according to
155 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS
legislation Biodiversity Assessment completed 1 519 ha cleared of alien vegetation through Working for Water and JCP Biodiversity and Conservation Environmental Education Programme reached approximately 23 772 during the 2006/7 and 19 684 beneficiaries during 2007/8 fiscal years (A total of 43 456 beneficiaries to date) Approximately 173 units of wild life game have been accounted for in all reserves that have capacity Develop and implement a long-term local biodiversity strategy for CoJ Development and implementation of Ecotourism Business case for selected conservation areas
To enhance the city's Johannesburg Zoological and Botanical Johannesburg Zoological and biodiversity through Zoo, Gardens Botanical Gardens Botanical Gardens and nature reserves (Green belts) 2 700 species available at the Zoo Initiate benchmarking programmes Some of the attraction features that link Jo’burg Botanical Garden completed at the Zoo include with other national and international Discovery Centre, Bears to Botanical Gardens and research Lemurs/Madagascar, with Temple of tertiary institutions Snakes to be completed soon Development of a research based Interactive snake demonstration Environmental Education centre added to program at Discovery Centre and Continue with participating in research projects to protect Hosted 2 Biodiversity and 2 Year of endangered species the Frog events. Completed Arbor Day event – 2988 learners attended Continue to increase number of animals in Zoo through developing The Zoo has seen 67 648 visitors in internal husbandry manual. the first 2 months of 2008/09, well on Produce and manage 8 active track to reach target of 480 000 animal studbooks and initiate visitors annually. Number of learners programmes to improve and ensure seen in first 2 months is 16 276 animal well being Developed and implemented Continue with increasing the strategies to increase number of number of learners visiting the Zoo disadvantaged groups visiting the annually through introducing and Zoo. 2 429 disadvantaged learners implementing interactive programs have already visited the Zoo this year at the Zoo for education and for free recreational purposes Increase number of disadvantaged learners visiting the Zoo Increase the number of visitors visiting the Zoo annually to 500,000 and create incentives for return visits Continue to host Biodiversity events To establish a network of open Metropolitan open space system Metropolitan open space system spaces that contribute to implementation programme implementation programme social and environmental opportunities Completed Open Space Development Continue with implementation of Framework and also completed open space master plan developed ground-truthing of 7 key open space for 4 regions. areas worthy of inclusion into green Review of open space by-laws network At least 40 open spaces properly Development of open spaces and zoned as public open spaces parks completed (Avalon cemetery Groundtruthing done at Kloofendal upgrade, Diepsloot cemetery; Lenasia
156 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS
cemetery, Crematoria, Diepkloof and surrounds, Klipriviersberg NR Park’s extension, Chiawelo Park and surrounds, Rietfontein NR, development, Diepkloof Memorial Pimville Koppies, Lower Klipriver Park (Extreme Park Makeover), (Lenasia), 3x areas within Region G Pioneer Park, Cosmo City parks) 5 parks were upgraded in the financial year 2007/08 in the Inner city complimenting the Inner- city charter commitments. Parks: Pieter Roos Park, Edith Cavell, Alec Gorshel, Donald Mckay and JZ De Villiers City Beautification- 26 Road Islands Developed/ Upgraded Development of Green Servitude Regulatory Tool for CoJ Burial Space programme Burial Space programme
Primary developments of Diepsloot Upgrade of Lenasia and Avalon and Waterval cemeteries have been Cemeteries completed with additional development being rolled out over the next 5 years. These two cemeteries can provide a primary amount of 520,000 graves Additional sites at Avalon and Olifantsvlei have been identified and are going through the EIA process ready for development within the next two years To increase the number of City greening programme City greening programme trees on sidewalks and in parks and private properties Over 91 000 trees have been planted Develop Beautification Master plan by 200 000 at the end of 2007/8 vs. the target of (design) for 2010 and beyond 200 000 with 90,990th tree planted in Continue with the tree-planting celebration of Nelson Mandela’s 90th programme: 62 000 trees target birthday, 62 000 more trees to be planted Total of 6 165 trees planted (excl. 3000 street trees) planted at Cosmo and Alexandra Renewal Projects Memorial tree programme introduced in July 2008 5% Reduction in air pollution Air pollution prevention programme Air pollution prevention programme levels from a baseline index of (2005), within specific pollution Completed BnM demonstration Implementation of targeted categories project in Alexandra (10 000 interventions to reduce air pollution households) and Soweto (30 000 in the domestic sector (BnM roll-out households) – Soweto and Alexandra) Vehicle emissions reduction strategy Regulation and enforcement in completed and two voluntary testing respect of air emissions from programmes implemented as part of industrial sources – CAPCO awareness creation delegation Completed licensing and permitting Implementation of voluntary rating strategy for scheduled processes and incentive schemes within Completed audit of 500 boilers in the industry and vehicles sector City 70% completion of an emissions inventory i.e. domestic data, part of vehicle data and industries and all air quality sources and pollutants have been mapped Voluntary rating scheme developed for industries and vehicles
157 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS
Completion of emissions inventory, linked to Green House Gas inventory Dispersion modelling -quantification of emission sources and implications for planning Development of Cleaner Production (CP) process guidelines for selected industries
Action plans implemented to Water Pollution programme Water Pollution programme address pollution hotspots (4 areas) Continued with implementation of Implementation of Water quality water quality monitoring programme monitoring programme in line with 10% improvement against and hotspots programme (Klipriver; the Surface Water Quality water quality requirements set Bosmontspruit; Princess Dump; Enhancement Plan for the river reserve Mshenguville and ARP) Continue with clean ups and Continued with engagement of maintenance of upper Jukskei (litter relevant stakeholders-forums to trap maintenance) address water pollution challenges Ongoing interventions inwater and pollution incidents and non quality hotspot areas – five areas compliance issues investigated and identified referred for corrective action Ongoing Upper Jukskei litter trap and river clean-up initiatives -32 511kg of litter removed Maintenance and river clean-up for specific areas done through EPWP programme. Removed 32 511 kg of waste to date and 42 people employed 15 % reduction in tonnages of Waste Minimisation programme Waste Minimisation programme waste disposed to landfill based on the 2006 Waste separation at source (major Waste minimisation programmes events) through waste management implemented at ARP and Cosmo City strategy and regulations include piloting of crushers for Waste minimization initiative with construction rubble recycling and production/ manufacturing minimisation, waste clean up and companies education and awareness training for Waste management monitoring 3 400 people and licensing of through Waste Information System construction vehicles (WIS) Separation of waste at source during Continue with registration and major events and diverted more than licensing of waste service providers 173 tons of waste from disposal by landfill at city events and through Compliance monitoring for city awareness and clean up campaigns owned and privately landfill sites Established guidelines on waste Regulation and enforcement in separation at events and operations of respect of waste by-laws buy back centres Facilitated the establishment of a buy back centre at Orange Farm, Alexandra buy-back centre, Cosmo City buy back centres and Zondi buy- back centre improvements Registered, renewed and licensed more than 740 waste service provider More than 3 300 fines were issued for non compliance with waste management by-laws Waste minimisation strategy for Region F 2% reduction in GHG Climate Change Mitigation programme Climate Change Mitigation emissions through flagship programme
158 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS projects 170 and 52 solar water heaters installed at Cosmo and ARP Facilitation of implementation of respectively and beneficiaries trained retrofitting for remaining council on use of technology and its benefits, buildings further roll out planned Facilitation of implementation of Retrofitting of 5 council owned solar water heaters (Cosmo City buildings completed and further and ARP) retrofitting of 12 council-owned Greening of BRT – resource buildings under Clinton Climate efficiency measures Initiative planned Project Idea Notes (PIN) for BRT CDM and Cosmo City CDM completed, currently undertaking CDM PDD process Implementation of emission reduction strategy with Ekurhuleni and Tshwane To improve City’s resilience to Climate Change Adaptation programme Climate Change Adaptation climate change impacts programme Climate Change Action Plan Completed Identification of flood prone areas Completion of general vulnerability within the City. assessment Continue with climate change Implementation of sector specific vulnerability assessment and initiatives implemented of identified initiatives Detailed studies undertaken, e.g. stormwater, flooding, risk assessment, cost-benefit analysis Demand Side Management Draft DSM energy by law Finalisation of DSM energy by-law Development of Water Conservation and demand strategy and action plan Review of water services by-law Establish and strengthening Institutional programme Institutional programme institutional mechanisms to implement environmental Established Inter governmental Continue with strengthening inter strategies within the city relations with the GDACE and DME, governmental partnerships IGR forum planned with Gauteng (national, provincial and local) and Metro’s on matters pertaining to other private institutions environmental management Continue with information-sharing Provincial liaison meetings on sessions with Gauteng metros in Environmental Implementation Plan format of 2 seminars for Gauteng Established city-wide awareness forum with MEs and Core departments Continued with participation in the DANIDA funded programme on Urban Environment Management and Climate Change
159 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS
To integrate environmental Mainstreaming of environmental issues Mainstreaming of environmental best practices and principles in city wide programme issues city wide programme key city plans and programmes Incorporation of wetlands Environmental policy principles protection; catchment management included in comments on policy; state of the environment; development applications greening (tree planting and Generic Environmental Management servitudes) into IDP process and Plan completed other key city planning tools Environmental Compliance strategy in Continue with annual capacity place as overall framework to guide building training on environmental environmental compliance requirements for planners and MEs (Part 3) Environmental legislative requirements incorporated into CIMS Information repository/database on sustainability indicators Capacity building training on environmental legislative requirements of Land Use Management, Building Control and the Johannesburg Roads Agency Implementation of the Modderfontein/ Kyalami EMF Environmental Awareness and Environmental Awareness and communication programme communication programme
Hosted successful Climate Change Conduct 3x awareness Summit during World Environment programmes on water resource Week (Summit, June 2008) management (KK) A number of Environmental Education Organise awareness on domestic programmes were implemented: and vehicle air emissions through Greening the Workforce including; BnM and car free days campaigns greening of schools; schools holiday Conduct waste management programme; public exhibitions; campaigns in at least 4 regions environmental competitions; theme Continue with resource efficiency days celebrations programme in additional 7 schools The Environmental Education and initiate a schools ambassador Programme reached approximately 23 programme 772 during the 2006/7 and 19 684 Design and promote a schools beneficiaries during 2007/8 fiscal environmental awards programme years (A total of 43 456 beneficiaries as part of the provincial Bontle ke to date Botho (clean and green schools) campaign Conduct resource efficiency campaigns with households through media advertising and theme day celebrations Arrange youth summit on environmental capacity building as part of World Environmental Day and Youth month in June
160 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS
Environmental Management System Environmental Management System
Completed Environmental Continue with EMS awareness Management System and launched raising internally the environmental policy statement Commenced awareness with and rollout of waste (paper) recycling external businesses and industry programme in the City through Encourage EMS implementation in Environmental Management System 3 targeted businesses and industry Hold inaugural environmental awards for business and industry participation
Legislative and policy reform Legislative and policy reform programme programme
Inclusion of environmental Continue to investigate legislative requirements in town planning changes that impact on the processes operations of the entities Commented on the National Environmental Management Environmental Laws Amendment Bill and the NEMA EIA proposed amendments Commented on the Land Use Bill Review of open space and tree by laws To ensure 90% compliance to Compliance monitoring programme Compliance monitoring programme environmental legislation to (Capex and Flagship Projects) (Capex and Flagship Projects) ensure continual improvement of the City’s projects Compliance of flagship projects and Ongoing monitoring of compliance city Capex above 90% of flagship projects and city’s capital projects with respective frameworks Review of NEMA amendments and new EIA Regulations To develop and maintain an Scientific data management systems in Scientific data management systems integrated environmental respect of air, water and waste and in respect of air, water and waste and management information analysis of trends to inform future analysis of trends to inform future system planning and decision making planning and decision making
State of Air Report completed Continue with updating and State of Environment Report and maintenance of an integrated State of the Energy Report underway information management system Continued with streamlining existing Monitor change in State of plans/ policies/ strategies to inform Environment Report through RSDFs (GIS spatial layer) environmental indicators Continue updating spatial plan with new environmental information Enhance growth in the EPWP EPWP programme EPWP programme programme 3 596 total for new jobs created Creation of 4000 jobs through through EPWP programme EPWP 1 424 total number of people trained to date
161 Financial Sustainability Sector Plan
INTRODUCTION AND OVERVIEW
The Financial Sustainability Sector’s is entrusted with the responsibility of coordinating the City’s efforts through formulation and enforcement of policies, rules and regulations to facilitate financial sustainability. This Sector oversees good governance and provides for equitable and affordable service to the City’s citizens. The Sector is further responsible for ensuring financial balance between the municipal entities, core administration and other relevant stakeholders i.e. other spheres of government, business civic society and international partners as well as compliance with relevant legislation, regulations and governance practices whilst ensuring compliance with the Municipal Finance Management Act (MFMA) thus pursuing to meet the current developmental changes.
The Financial sustainability finds itself in an era of environmentally prudent revenue collection, financial strategy, financial and funding planning. The juxtaposition of sustaining and even increase revenue collection yet make green choices to save depleting natural resources and satisfy all sector expectations. The mandatory 10% power conservation and investment on solar geysers, is one example. These are extraordinary times that compel the sector to sustain and protect infrastructural investment amidst the global financial turmoil.
Minister of Finance, Trevor A Manuel, Budget Speech 2009 informs that “In the past ten months, the International Monetary Fund has revised its forecast for Global growth in 2009 no less than five times, from 3.8% in April last year to its current estimate of just half a percent”. When the Minister provided an outlook for the South African Economy, he pointed out that “….growth in 2009 is forecast to be 1.2%, the lowest rate since 1998…..Several sectors,…. have retrenched workers and the pace of job losses may accelerate further’. It is against this background that the deliverables for 2009/10 for the financial sustainability sector plan are contextualised.
The Financial Sustainability Sector comprises of two Departments, namely Finance and Revenue & Customer Relations Management (R&CRM).These Departments i.e. the Finance Department and Revenue and Customer Relations Management share the following long-term goals: Empowered customers enjoying highest standards of customer care and responsiveness; A city that creatively evolves its resourcing/expenditure system to ensure long term fiscal stability and growth, and optimal spending to support accelerated and sustainable development; A city with stable and growing revenue streams; Expanding range of capital funding options, supported by strong capital finance risk management; and Sustained excellence in financial management.
The Finance Department has as its long term mandated goal the efficient management and sustainability of the City’s finances. This is embodied in the structure of the Department, which seeks to address all the financial aspects of running the City. The Department therefore has strong interactions with the MEs particularly through its shareholder unit, which monitors the enterprises’ governance with the view of maximizing shareholder value in the interests of the community. It also ensures the maintenance and development of infrastructure while maintaining the financial viability and sustainability of the MEs through optimal utilization of assets.
The Finance Department is primarily responsible for the following: Planning and allocation of budgets according to IDP and ensure effective cash flow management, loan financing, investment planning & financial risk management;
162 Manage centralized treasury functions and act as the City’s central banker, which involves managing the primary bank accounts, borrowings, investments and financial risk management for the City and its MEs; Develop and review the City’s Rates Policy and ensure effective billing of rates, manage and monitor performance standards across the revenue value chain; Draw up and implement general & supplementary valuation rolls for the City in terms of relevant legislation; Enable an effective control environment to ensure compliance with acceptable financial and accounting practices, ensure that the City maintains an effective, efficient and transparent financial and risk management and internal control systems, provide financial administration functions. Set up group financial policy & framework and monitor group financial performance and reporting; Develop and implement an effective and efficient Supply Chain Management system; and Reviewing, monitoring and “overseeing” of the affairs, practices, activities, behaviour and conduct of the MEs to satisfy CoJ that, the MEs affairs and businesses are being conducted in the manner expected and in accordance with the normal commercial, legislative and other prescribed or agreed norms.
The core functions of the Revenue and Customer Relations Management (R&CRM) Department includes amongst others the following areas: Collection of revenue for rates and services; Credit management in respect of rates and services; Facilitation and implementation of the billing cycle from inception; Management of citywide customer relations through single customer view; Management of the citywide policy and strategy in respect of CRM; and Overseeing electronic and physical CRM channels.
R&CRM department is the face of the City of Johannesburg and therefore inherently works with all departments and Municipal Owned Entities. Therefore, while the department is not directly responsible for the management of Municipal Entities, functions of the department are intertwined with the operations of the Municipal Owned Entities. The department relies on Municipal Owned Entities on functions such as the reading of meters to enable the department to produce an accurate bill, issuing of prompt statements etc.
REVISION TO THE COJ 2006/11 IDP
The following revisions are proposed in the Financial Sector Plan to guide deliverables for 2009/10 and beyond:
5-YEAR STRATEGIC 5-YEAR IDP REASON FOR CHANGE OBJECTIVE OBJECTIVE/ PROGRAMMES Availability of cost effective Pursue the City’s public borrowing Within the approved R6 billion from the capital finance to fund the programme (Domestic Medium Term DMTN the City has borrowed an capital programme Notes) to raise at least R6 billion to 2010 accumulated amount of R3.8 billion from the beginning of the term with R1 billion planned for 2008/09. The remainder of R1.2 billion will be left for the 2009/10 financial year Over the five year term an Public Private Partnership programme Due to the legislation not being passed at average of 10% of citywide the time of the IDP signing off, it is capital spending funded through therefore difficult to quantify the 10% as it public private partnerships has a lot of other interactions. The Sector will however continue to provide progress on the implementation of this IDP Programme
163 FINANCIAL SUSTAINABILITY SECTOR PLAN
5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS
Completion of programme Programme Phakama Programme Phakama Phakama to ensure full business integration across the Institutionalised readiness for Programme Phakama value chain implementation of Programme Phakama implementation Process and transaction training on track 200 employees trained on SAP Finalisation of in scope staff migration Processes to support completed Migration of staff and budget System design completed and tested provision A drive towards optimizations of Responsive Customer Care Customer Service Centre Implementation of the Extended Complaints raised vs. resolved at 99% Social Package Scripting in 4 different languages 51 employees trained on new Embracing new business demands Social Package (1 per Contact MPRA, New Social package Centre) Additional staff to respond to customers Technology improvement on the Contact Centre Reduction in time taken to answer calls 100% Readiness to Implement Key Strategic Projects Sustain 70% customer satisfaction despite forces of NCA,MPRA, credit control Reduce number of outstanding queries by 3% A city that creatively evolves its Maximise Revenue Collection and Billing Maximise Revenue Collection and resourcing/expenditure system Billing to ensure long-term fiscal Increase in revenue collection to R7.4 stability and growth, and billion against financial turmoil in the world Increase in revenue collection optimal spending to support Address interim readings reducing accelerated and sustainable impact on refunds and clearance development figures Average 95% rate of collection Increase revenue collection to of billed revenue minimum R7 billion 100% continued support in the implementation of the Inner City Property Scheme, as well as focus on clearances and refunds in the Inner City Increase telephone collections
Financial Control and Reporting Financial Control and Reporting
100% Compliance with NCA Staff trained to respond to the NCA, Support the implementation of monitoring and evaluation against its MPRA implementation Staff trained on Municipal Property Rates Act, 2004 (MPRA) implementation 70% Customer satisfaction in Refunds and Clearances Efficiencies Refunds and Clearances Efficiencies respect of billing Increase of active customers receiving Accurate billing management bills to 80% Phase pilot: Automation of 96%refunds issued within 30 days clearance processes 72% clearance certificates issued within 95% Clearance certificates and
164 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS
30 days refunds issued within 30 days of application (excluding properties with meter related issues) 70% Properties on the billing system metered and billed with accurate bills Increase in active customers receiving bills to minimum of 83% 95% of Rates and Refuse Account holders receiving accurate bills by June 2010 Implementation and Revenue base management programme Revenue base management management of new rates programme policy, valuation roll with Implement the new rates policy, taking into minimum disruption account the full implications of the shift to Effectively Implement the valuing both site and improvements, the Municipal Property Rates Act on opportunities for rebates etc SAP Manage applications for rebates Rates Policy Manage the rates tariffs per Rates Policy drafted and category of property implemented on 1 July 2008. Further development and review of Extensive communication and the rates policy, including consultation to raise awareness and developments with regard to educate public with regard to Act and Special Rating Areas, proposals Policy, took place on density and linking the policy to Annual review of policy geographic areas Monitor impact of the policy and Valuation Roll tariff structure to inform possible Draft general valuation roll was policy changes finalised in December 2007 with the Review the policy on an annual total of the draft value being R600 basis in line with the budget billion and hence after handed to the process and legislation Municipal Manager on 31 January 2008 Comments from the general public on the general valuation were allowed until formal objection process begun in February 2008 Public participation strategy with phases was developed and implemented The roll contains 784 323 entries with a total market value of R 708.4 billion. The current General valuation roll (prepared in 2001) contains some 540 000 entries with a total market value of R 42 million Briefing sessions with ward councillors and ward committees, electronic newsletters, adverts on weekly basis, special newsletters, training manuals for staff, business breakfasts, various radio and TV interviews, meetings with interest groups, brochures, helpdesk created A total of 11,086 written and telephone queries were received while a further 20,136 were received on the website Notices were mailed to property owners informing them of their new values and the objection process
165 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS
Provisional valuation roll was opened for public inspection for 90 days from 27 February until 27 May 2008 80 000 notices, that were mailed to owners in terms of the MPRA were returned by the Post Office as undelivered (mostly sectional title owners) The objection process statistics are as follows: Number of visits to the valuations website 1,033,680 Number of GV Roll searches 55,700 Number of visits to venues 23,992 Number of email enquiries 11,985 Number of web queries 1,405 Number of formal objections 21,021 Number of formal late objections 337 Objections were due to: Values being too high/low 17,254 Incorrect owner or property details 771 Incorrect property category 2,277 Omissions from the roll 560 Properties containing a NIL value 159 Rates Policy and Valuation Roll were implemented on 1 July 2008 Implementation of the first supplementary Assist the Appeal Board with valuation roll in terms of the Municipal appeals against the General Property Rates Act to supplement the new Valuation roll General valuation roll, which became Data collection and preparation of effective of 01 July 2008 the 2012 General Valuation roll Develop a supplementary valuation roll Formulate and implement based on the market value of both site and supplementary valuation roll improvements of all properties that had not been included in the GV Roll since 01 July 2007 (date of valuation)
Reduce the cycle between general valuation Reduce the cycle between general rolls from four to three years valuation rolls from four to three years Investigate and plan to institutionalise a three yearly update of the general Develop an Automated Mass valuation roll. Valuation system that would be able to assist with the mass valuation of properties, specifically residential Plan the next general valuation roll for implementation on 01 July 2012
166 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS
A city with stable and growing Credit Control Enforcement Credit Control Enforcement revenue streams Expansion of credit control by 21.4% Strengthened credit management controls through 10% Reduction of areas where no credit control is taking place i.e. 72 areas Revisit credit control policies and compliance Increase in the number of e- statements received by City customers on the current baseline Management of ATTCOL for purposes of enhancing collection of arrears accounts Equitable and competitive tariff Tariff Management programme Tariff Management programme system that is informed by national inflation data and Evaluation on the tariff methodology to Ensure compliance to the targets, comparable metros assess whether it is relevant to the current amended Tariff Policy by the City and circumstances of citizens changes in local government and industry and continuously monitor its to ensure affordability specific has been concluded implementation Finalized analysis of departmental tariff Enhance engagements with structures in respect of four policy regulators and bulk services attributes namely: providers to help the City to make affordability/fairness/equity; long term decision on tariff sustainability/competitiveness; determination cost-reflectivity; and Review the impact of the preferred transparency. options to elicit additional fees Workshops were held to critically analyse charged by the City the proposed tariff model. Out of these meetings it was agreed that, tariff determination, needs to respond to the current challenges facing the City. The final tariff proposals have responded to the key issues raised in all the meetings Tariff by laws approved in June 2008 Amendment of Tariff Policy approved in August 2008
A budget system, structure and Budget Reform programme Budget Reform programme format that enables sound resource allocation decisions Revise the budget format to facilitate Develop systems that align the flexible programme based budgeting financial system (chart of Define the overall budget process to accounts) to reflect reporting on enable more effective case building by programme in order to ensure Departments and MEs as well as more proper monitoring empowered political decision making and Investigate evaluation tools in the allocations between programmes market Business case template and guidelines were created in November 2007 A business case document was developed and used for 2008/09-budget process Programme budgeting guidelines and template populated by individual Departments & MEs developed 2008/09 These were sent to finance managers for completion and submitted to Budget Office prior to budget panel meeting (January 2008) Business case documents were analysed and allocations were done based on the cases submitted (February 2008) for indicative allocation
167 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS
The revised Budget Management Policy was implemented from 1 July 2008 Stabilization of fiscal Fiscal Risk programme Fiscal Risk programme architecture within which the City operates Through engagements with National Continuous interaction with Treasury, explore options to replace RSC National Treasury and participate Levies with local revenue instrument in SALGA, FFC and other forums strongly linked to economic growth Continuous interaction with Scoping document prepared that analyses Finance Working Team on the the need for additional revenue sources creation of the REDS Identified potential additional and alternative resources for the City in terms of its characteristics, revenue generation, incidence on group and the overall economic impact Preliminary legal investigation with regards to the various alternatives and requirements to implement each Recommendations with regard to the preferred option and project plan developed for further action
Improvement in unit cost and Expenditure Review programme Expenditure Review programme allocative efficiency Develop an expenditure Review Develop methods for evaluating unit cost document for department and efficiencies in expenditure on key services and ME’s on an annual basis conduct regular benchmark-comparison studies Introduce additional functions to with comparable metropolitan municipalities Activity Base Costing Completed implementation of ABC at EMS Started the implementation of ABC at Corporate HR Availability of cost effective Capital Financing programme Capital Financing programme capital finance to fund the capital programme Pursue the City’s public borrowing Issue funding annually and explore programme (Domestic Medium Term alternative instruments such as Notes) to raise at least R6 billion to 2010 commercial paper (CPs) in line Within the DMTN, explore and if with budget appropriate offer a retail bond Increase the average duration of Pursue the City’s public borrowing the City’s bond and loans in order programme in the Eurobond market to close the assets and liability gap through a Euro Medium Term Notes Tap the Retail Bond as an programme (EMTN) alternative funding source as and Establishment of SME Fund when necessary within the approved R1 billion DMTN Programme was updated to include Retail Bonds Establish a funding framework for SME The retail bonds, also known as the JoziBond, were issued 21 September 2007, in three trenches of 2, 3 and 5-years The advertising, media campaign and community awareness program began 1 August 2007 The Financial Advisory Intermediary Services (FAIS) compliant call centre went live on 1 August 2007 The initial primary offering opened on the 8th of August and closed on the 7th of September 2007 The bonds were listed on Johannesburg Stock Exchange (JSE) on the 21st of September 2007
168 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS
Thereafter the secondary market was opened
A total of R156, 865 million was raised; the split is as follows: - R8, 843 million for the 2-year bond, - R20, 722 million for the 3-year bond, and - R127, 3 million for the 5-year bond The retail bonds are linked to 3-month JIBAR and the rates are JIBAR +5 basis points (bps) for the 2-year, JIBAR+25 bps for the 3-year and JIBAR+40bps for the 5- year. The Department has, on behalf of the City, raised a total R1 956 785 000 in the current year i.e. JoziBond (R156 785 000 issued in September 2007) and COJ05 (R1 800 000 000 in June 2008) Over the five-year term, an Public, Private Partnership programme Public, Private Partnership average of 10% city-wide programme capital spending funded Where appropriate and within a policy through public-private framework, raise project finance for Investigate the best and optimal partnerships specific infrastructure projects such as the funding structure for each specific BRT, refurbishment of the stadiums and project depending on future surrounding areas and other 2010 related projected cash flows, risk and time capital projects lines Waste Treatment Technology Project Future procurements of PPP registered with National Treasury projects will be done in terms of National Treasury has in principle the City of Johannesburg MFMA approved R2.8 million for pre-feasibility PPP Guidelines studies for City Power and Pikitup projects Register approved PPP projects Put in place the policy frameworks to with National Treasury enable a variety of public-private and public-public partnership initiatives Stakeholder Relationships Develop and maintain stakeholder Develop and maintain stakeholder relationships relationships
Long term domestic credit Financial Management Financial Management programme rating improvement to at least programmeImplement all necessary AA Operation Clean Audit initiatives to Management of control enhance and facilitate proper environment to ensure Achievement of clean audit management of systems in adherence to maintenance of a clean audit GAMPA principles and dictates Implement programmes that Accounting policies have been changed to ensure compliance with applicable be in line with the 3 GRAP, 8 GAMAP and standards while influencing the SA GAAP statements same standards The City participated in the development Continue to ensure the matching of of the Discussion Paper on Financial Capex and Opex through internal Instruments. The Discussion Paper was budgeting processes approved during September by the ASB Review financial reporting systems The fixed asset policy has been updated and mechanisms with a view to and is in the process of being approved improving and ensuring current A month end pack has been developed and future compliance with and rolled out to all the departments. regulations These packs are completed by the relevant department and reviewed by the Group Accounting Division and any issues raised are addressed by the relevant department
169 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS
Reporting as contained in SAP and BW has also been improved Issued declaration forms to all HODs and MD’s to build management commitment to receiving an unqualified audit report Currently submitting quarterly reports to the Audit Committee – high level monitoring of action plans on AG’s findings and highlighting areas that need more attention Follow up exercise on 2006/07 management letters was conducted to avoid repeats of AG findings
Procurement Protocols, Processes and Practices Procedure Manual
The procedure manual was approved for adoption Citywide. These procedures will provide guidance to the City’s officials in the procurement of goods and services, which would serve to improve the governance in the SCM arena Train the trainer workshops have been conducted for the City’s SCM practitioners during the months of July and August 2008 The Sector has issued practice notes to cover the following issues: Unacceptable increase in deviations and ratifications from prescribed SCM practices; Management of SCM related queries and advices thereof; Standard format of submission to Bid Adjudication Committees; Internal controls on risk management triggers (Red Flags) iro the procurement of goods on quotations for amounts up to a value of R30 000; Internal control and risk management triggers (Red Flags) in respect of quotations for goods and services for amounts greater than R30, 000 and less than R200, 000; Composition, mandate, role and functions of the Bid Specification and Evaluation Committees and the format of submission to the respective Adjudication Committees; Compliance To SCM Policy by all users; Reporting requirements in terms of SCM policy; Practical use of suppliers on the approved panel; Expenditure payment to all suppliers who have met all the requirements as stipulated in terms of the contract re: quality; exact specification etc
170 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS
Demand Management Demand Management
The demand management process at the Identification of sourcing City of Johannesburg started off with a strategies as to realize cost workshop in October 2007, to create a saving initiatives common understanding of demand management, knowledge of the practical steps for implementing demand management in each of the departments’ environments and an understanding of the timelines and information required in order to compile a Demand Management Plan A process flow of the demand management process was developed In order to support the process, Acquisition Management Plan templates were developed and distributed to all the internal stakeholders. Each department populated the Acquisition Management Plans and these were then consolidated and sent to each department for sign-off
BEE/SMME Empowerment BEE/SMME Empowerment
The Supplier Day was held to educate Moved to the Department of SMMEs on procurement processes and Economic Development as from to create awareness on the opportunities the 2000/10 financial year available within the City. Five hundred Manage personnel costs within SMMEs attended the event. Various prudential limits (percentage of stakeholders were present and they were personnel costs to operating the Department of Trade and Industry expenditure) as prescribed by (DTI), Gauteng Enterprise Propeller National Treasury. (GEP), The Business Place (TBP), South African Revenue Service (SARS), Salaries to operating benchmark Mendi, Gauteng Shared Service is budget not to be more than Centre(GSSC) and OHASA. MEs were 30% also invited to display and advertise their Continuous improvement of the services to SMMEs financial report system Produce quarterly and monthly Keep personnel expenditure to SDBIP reports in line with acceptable levels to release funds for National Treasury circular aggressive service delivery improvement Benchmark (salaries to operating 30%): Achieved: - 2008 – 26% - 2009 – 28% Produce quarterly and monthly SDBIP reports in line with National Treasury circular Continued to improve all financial reporting systems and practices and compliance to relevant regulations in order to reduce annual effort by ensure over all budget performance monitoring and reporting Sustained excellence in Completeness of RevenueMatched Completeness of Revenue financial management accounts reaching more than 90% Fostering completeness of revenue Incremental concise partnering with property value chain completeness of revenue project Implementation of Land Information Data purification System (LIS)
171 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS
Development of an integrated Asset management and maintenance Asset management and maintenance asset management plan and programme programme system Asset register updated for the year Continuous update of the Increase the percentage of ending 30 June 2008 movable and immovable asset operating expenditure Reconciled fixed asset register to the registers budgeted and spent on Deeds Office and the unbundling of Develop a medium & long-range maintenance percentage townships process is still ongoing. assessment of maintenance The fair value adjustments have been requirements on all current and performed on assets planned assets, taking into account growth projections, etc The process of reviewing the useful life of assets is currently in place. Investment Define and develop a framework properties have been identified and for the city’s infrastructure audit disclosed separately Asset register updated timeously, including newly registered properties
172 Governance Sector Plan
INTRODUCTION AND OVERVIEW
The Governance Sector Plan incorporates key programmes to enhance the relationship between the political and administrative centre of Council. These programmes aim to promote governance mechanisms and innovations in the areas of communication, strategic planning, information and knowledge management, legal and compliance, risk management and internal audit, as well as the 2010 FIFA World Cup Project. The departmental heads of these divisions report directly to the City Manager who, in turn, is accountable to the Executive Mayor. The sector plan also identifies key activities to ensure effective functioning of the offices of the City Manager and the Executive Mayor.
The executive arm of the City of Johannesburg comprises of the Executive Mayor and the Mayoral Committee. The Executive Mayor is the Head of the executive since the executive powers are vested in him to manage the affairs of the City. Challenges and Opportunities The Office of the Executive Mayor is not immune from challenges emanating from the dynamic social and business environment. The challenge facing the Office of the Executive Mayor is how to deal with those issues proactively. The following are key focus areas in the Office of the Executive Mayor: To achieve clean audit To ensure a seamless and consolidated integrated planning, budgeting and performance- management system To ensure 100% compliance with all relevant legislation To ensure 100% protection of City’s legal rights and interests to prevent negative financial implications To facilitate an active and mutually beneficial interaction with selected neighbouring municipalities To ensure minimal disputes between different spheres To strengthen the accounting officer’s capacity to ensure that statutory obligations are met To ensure effective interface between administration and political office bearers To ensure execution of responsibilities as the Head of Administration To improve communication with citizens on the City’s service delivery To optimise current Information and Communications Technology (ICT) To comply fully with FIFA requirements as a major host city for the 2010 FIFA World Cup To ensure soccer fans experience the best hospitality whilst visiting the City resulting in a sustainable legacy
The City of Johannesburg has strategically taken advantage of the identified opportunities in addressing the above challenges. Such opportunities form a basis in addressing the critical challenges facing the Office of the Executive Mayor:
Political leadership has inspired confidence on the part of other spheres of government, civil society and city stakeholders in its ability to provide a vision for the future and its ability to implement; A highly stable set of political structures including the Council, Mayoral Committee and portfolio committees; A well-capacitated municipality anchored on competent managers that are able to effectively deliver a sustainable level of service; A solid foundation in terms of legal compliance, risk management and internal audit; Favourable and stable information technology environment; and Extensive existing intergovernmental and international relationships.
173 GOVERNANCE SECTOR PLAN
5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS A better informed citizenry on Better equipping the executive Mayor, Better equipping the executive Mayor, all matters pertaining to the members of the mayoral committee members of the mayoral committee and City's service delivery and senior officials with media skills senior officials with media skills that that will enable them to better tell the will enable them to better tell the City’s City’s delivery success stories to the delivery success stories to the communities through media communities through media
Adopt collaborative approach with Enhance proactive media coverage politicians and officials in taking on CoJ success stories through advantage of available media platforms sustained good news story initiatives and programmes to the benefit of the through collaboration and City and its residents interdependency with other CoJ departments and entities Diversify use of media platforms to enhance awareness of the City’s Continue eliminating negative success stories reporting about the City however proactively highlighting areas where there are challenges to meet with Improve on networking strategy with citizen’s expectations as well as media stakeholders possible interventions thereof CoJ politicians and officials Continuously exploring new and more (including the MEs) received media creative methods of disseminating training to help increase positive positive stories about CoJ coverage on CoJ. This focused on achievements key aspects of media handling Strike a balance in utilising both print techniques such as: and electronic media and continue to Understanding the journalistic encourage politicians and senior process and dealing with its twists officials to host media briefings and and turns participate in debates Pin pointing critical issues that need Identify strategic good media to be communicated to target media representatives and encourage them Identifying your messages and to write independent stories on packaging them in sound bites service delivery Meet the journalist’s need for a ‘story’ while promoting your own corporate message Shaping your responses to increase the likelihood of being quoted Acknowledging “questions from hell’ and spinning them to your advantage Using body language and voice techniques to project a media- friendly personality. Started interdependency relationship with officials and politicians who were media trained. MMCs, EDs and MD’s are featured in interviews and article in the mainstream and community media. This interdependency is based on a structured approach to proactively take advantage of media opportunities (through interviews, media briefings, press statements etc) to showcase the CoJ service delivery success stories Moved from primarily focusing on
174 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS print media to an approach that focuses on both print and electronic media (including community media) This proved successful during the Opening of Council, Budget Day Polio and Measles vaccination, Jozibond, Soweto Festival, Growth and Development Summit, Inner City Summit and the Safety awareness campaign Moved from a focus that is confined to maintaining healthy relations with journalists to one that includes forging synergies on areas of mutual interest with the management and owners of the media. Examples include: Discussions were held and agreements reached with the management of the Caxton group and also with Editor and Editor in Chief of the Star. This resulted in greater understanding in each other’s areas of interest and priorities and agreement on areas of greater collaboration. This resulted in spin- offs such as the greater understanding leading to The Star running sympathetic articles on the Metro bus strike where employees demonstrated against the union leadership. In another instance, the Saturday Star ran articles simplifying by-laws for free in instances where such education material would usually be classified as advertorial and the space charged for according to advertising rates. Another free advertorial piece was the 10 page supplement on the CoJ 2010 FIFA Soccer World Cup participation and preparedness. In the Case of Caxton there is significant improvement in attendance and coverage of City organised events where in the past one could almost count on them shunning the city. These include the Mayoral Roadshow and Inner City Summit amongst others Introduced and executed an approach of effective containment of negative media issues through more effective media monitoring and the proactive drawing up of holding statements for standing burning issues these include: The court ruling on eviction; and Property Rates Act Promote Joburg as the World Creatively and effectively utilise Creatively and effectively utilise Class African City marketing platforms, campaigns and marketing platforms, campaigns and opportunities to add value to CoJ by opportunities to add value to CoJ by showcasing its unique achievements, showcasing its unique achievements, attributes and the opportunities it attributes and the opportunities it offers offers while at the same time positively while at the same time positively
175 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS influencing stakeholder perceptions influencing stakeholder perceptions about CoJ(locally, nationally, in the about CoJ(locally, nationally, in the continent and internationally) continent and internationally)
Stepped up the promotion and Creatively and effectively utilise building of the CoJ brand by marketing platforms, campaigns and providing in-house training to internal opportunities to add value to CoJ by stakeholders and suppliers regarding showcasing its unique achievements, compliance in the application of the attributes and the opportunities it CoJ corporate identity offers while at the same time Promoted positive image of CoJ to positively influencing stakeholder local, African and International perceptions about CoJ(locally, stakeholders by placing nationally, in the continent and advertisements in local, national, internationally) continental and international Develop a partnership with the publications corporate institutions to focus on Introduced an integrated approach to marketing initiatives that showcase the utilisation of exhibitions and CoJ as the world class African City displays that market CoJ by instilling Extending the integrated approach to collective approach amongst CoJ the utilisation of exhibitions and departments and MEs (such as the displays that market the City by Rand Show and New Years Eve introducing a more interactive Countdown) marketing component. Increase the Designed and obtained FIFA number of trade shows and approval for the composite logo for exhibitions targeting local, regional the 2010 FIFA World Cup and International audience Was the first Host City to publicly launch the composite logo for the 2010 FIFA World Cup Completed and obtained FIFA and Mayoral Committee approval of the 2010 FIFA World Cup integrated marketing and communications strategy from 2007/08 until the completion of the tournament in 2010 Introduced concept of ROI of 1:2 for key campaigns with a view to ensuring a value adding focus permeates through all marketing campaigns Stage high profile events that Stage events that portray the City Stage events that portray the City showcase the City as a World internationally as providing excellent internationally as providing excellent Class African City hospitality and facilities that are hospitality and facilities that are conducive to first class convenience conducive to first class convenience and enjoyment and enjoyment
Staged the Joburg Open Golf Run high profile events that portray Tournament which not only the CoJ as the world class showcased the CoJ’s ability to stage internationally and as a city that high profile events but which also provides excellent hospitality and having world class hospitality and facilities that are conducive to first facilities class convenience and enjoyment for Had the Soweto Marathon starting residents, tourists, business and ending in Soweto for the first investors, executives and sport’s time and drew interest from athletes people outside Soweto Drew greater number of participants and interest for key annual partnership events like the 94.7 Cycle Challenge and the 702 Walk The Talk Produced the draft for the “Easy Guide to Organising Safe Events” in CoJ Embed risk culture throughout Enterprise-wide Risk Management Enterprise-wide Risk Management
176 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS City’s programme programme
Conduct risk management Provide Mayoral Committee with risk workshops as part of risk management support relating to assessment submissions Revise and update Consolidated Embark on risk awareness Risk Register campaigns through training and Implement Business Continuity information sharing forums Policy and Framework Implement Business Continuity framework. Implement risk control standards across the City Operational budget Maintain current premiums subject to market conditions Operational Budget Fraud, maladministration and Ethical Government programme Ethical Government programme corruption reported must be within acceptable levels Implementing a data mining tool to Implementing a data mining tool to expand the focus of detecting fraud expand the focus of detecting fraud proactively proactively - Outsourcing of projects that require Outsourcing of projects that require specialised skills/expertise specialised skills/expertise Strengthening co-operation with Strengthening co-operation with outside partners, e.g. SAPS, City’s outside partners, e.g. SAPS, City’s business forum, etc business forum, etc Implementation of Anti-Fraud and Implementation of Anti-Fraud and Anti-Corruption Plan Anti-Corruption Plan Retain a clean external Audit Internal audit Development programme Internal audit Development programme Report Implement a ‘continuous monitoring Contributed towards the achievement tool’ to conduct pro-active auditing in of a clean audit report for the City for order to add value to the City 2009/10 Develop and present a strategy to Issued 100% of planned audit reports expand internal audit service / for 2009/10 coverage to MEs. Operational Risk-based Audit Coverage Plan for budget 2009/10 approved by Group Audit Develop and implement a consulting Committee service to clients. Active member of international Continue with the existing OPCAR Internal Audit Activity leadership programme, i.e. to monitor actions organisation on Auditor-General Management Additional Municipal Entity Letter and identify risk areas that outsourced their Internal Audit activity may impact on clean audit report to JRAS Supporting role to Project Phakama and Rapid Bus Transit project Strengthening of partnerships with other spheres of government - National Treasury, GSSC, high capacity Metro’s and local municipalities Close working relationship with Auditor-General Optimise Information and Infrastructure and Architecture Infrastructure and Architecture Communications Technology Optimisation Optimisation (ICT) delivery environment Hardware to consolidate 41 out of life Provide leading -edge, cost effective, Embark on initiatives to servers into the blade server secure, on demand capacity network, optimize the current ICT environment has been procured and computing and systems environment through: installed. This has resulted in a infrastructures to support business Providing a stable, robust, reduction in maintenance and operations, collaboration enabling and secure support costs requirements and maximize the technology environment so We have replaced 60 % of obsolete citizen’s role in decision-making
177 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS that technology and desktops and realised improvement Implementation of the Enterprise information can be used to in user productivity due to less Information management strategy improve and transform service downtimes which will result in achievement of delivery We have deployed the latest anti- high availability systems, maximum virus software to protect the City’s efficiencies and cost savings These initiatives are also computing environment against Educating and creating awareness to aimed at reducing the existing threats and malicious code CoJ employees and contractors of computing environment costs We have installed the infrastructure CoJ IT policies, procedures and by a noticeable percentage for CoJ Core and MEs to run on their standards over the next 5 years. own Virtual Private Networks and Improve information security policies, hence reduce reliance on Telkom controls and processes to mitigate and reduce telecommunication costs. risk, counter emerging information Also, MEs that have multiple sites threats and vulnerabilities and ensure use the installed wireless compliance with acts, regulations and technologies to connect the COJ legislation network and the multiple sites. This has led to the remote sites getting access to information and computing resources at reduced costs SAP Technology programme SAP Technology programme
We continue providing infrastructure and Continuous improvement of the architectures to enable the COJ SAP customer contact centre IT Programmes to be implemented architecture management and control successfully and optimally to enable COJ improvement in The Technologies to implement the customer relations management Unified Customer Contact Center (UCCC) Integrate the disparate systems to for enablement of the improvement in enable real-time information Customer Relations Management exchange between SAP and legacy (Phakama) have been procured And are systems ready for installation on securing of the UCCC building by the User Department Improvement in service delivery and The COJ SAP Competency Center has service support process in the SAP been approved by Mayoral Committee Competency Center to ensure the and has been accredited by SAP AG as City derives maximum value out of aligning to best practice support the SAP investment processes and this will enable COJ Application Portfolio Management realise the return on their SAP investment and improved business processes Application Portfolio Management Develop sophisticated ICT ICT Training programmes ICT Training programmes community Joburg Broadband Network Project Joburg Broadband Network Project The aim is to architect and Free Telecoms Zones (FTZ) Project) Free Telecoms Zones (FTZ) Project) create the delivery 2010 Systems and Information 2010 Systems and Information environment in a manner that Technology and Telecommunications Technology and Telecommunications supports the broader ICT for Implementation Plan Implementation Plan development agenda in economically disadvantaged The definition and evaluation of Continue supporting the broader ICT communities demo Networks and technology for development agenda in specification for the Joburg economically disadvantaged Broadband Network Project has communities through the Joburg been completed. This project is Broadband Network Project undertaken together with the Continue to collaborate with the DED Economic Development Unit (EDU) for a successful implantation of the The sites for the FTZ (phase 1) have FTZ project been identified. Awaiting the rollout Continue providing and refining the of the JBNP architecture, infrastructure and The2010 ICT implementation plan services to support collaboration has been completed and approved. across the city and its partners, other We have completed the government entities, customers and 2010/Internet Kiosk Bid evaluation suppliers Continue collaborating with the CoJ 2010 Office and other stakeholders to deliver on the 2010 Systems and Information Technology and Telecommunications requirements
178 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS Continue with the operation of the CIO Forum with the focus on ensuring that there is synergy, transparency, communication, collaboration, economies of scale, and no duplication between the City’s and ME ICT initiatives Develop and enhance Implement an Enterprise Systems Implement an Enterprise Systems Programmes for efficient and Framework for the CoJ and MEs Framework for the CoJ and MEs improved service delivery (GIS/Spatial Information Project) (GIS/Spatial Information Project)
The main intention for this The (GIS/Spatial Information strategy Continue with the operation of the initiative is to support the project has been initiated together CIO Forum with the focus on changing business needs with the DP&UM Department. The ensuring that here is synergy, through: spatial information strategy transparency, communication, Designing and information policy project definition collaboration, economies of scale implementing a workshop was held on 18 September and no duplication between the ME’s Baseline Enterprise 2008 and the draft project definition and the City’s initiatives Architecture to support report is in distribution for comment the changing business environment Enabling the application, infrastructure and service change strategy Enabling an Enterprise Knowledge Management environment Innovation and Knowledge Implementation of the Knowledge Implementation of the Knowledge Management Management Business Case Management Business Case
Deliver the business (As part of 2008/09 innovation Continue with the implementation of intelligence the COJ requires initiatives, we plan to address the ‘silo the CoJ Innovation Strategic to enable the best possible thinking’ practice in order for the city to Framework as part of promoting governance decisions to be achieve increased levels of integration collaboration and harnessing the made necessary for the IDP as well as innovation potential of the city more Deliver forums and integrated business planning effectively technology to facilitate the processes.) Implementation of an integrated creation and promotion of Number of CoJ service delivery Knowledge Management solution tool learning, sharing and challenges identified the ideation across CoJ core departments and informed culture programme municipal-owned entities enabling Promote good governance A Consolidated KM Business Case capturing & dissemination of up to and create learning, sharing was developed during 2007/08 which date strategic organizational and informed culture with the outlined interventions required within knowledge repository ensuring the aim of transforming the City of the city in relation to the effective storage and reuse of the city’s Johannesburg into a world- practice of knowledge management institutional memory class African City through the The business case also included innovative use of technology, Continue promoting a culture of team findings of a Knowledge information and knowledge learning in partnership with Corporate Management Awareness and Human Resources through structured Capability Project which provided workshops for employees on KM clear recommendations on some of Frameworks which will empower the short-term and immediate participants with relevant skills and organizational needs related to knowledge to implement and sustain knowledge management major knowledge management One of the recommendations was a initiatives need for the development of a high- Continue with the implementation of level 3-year (2008 – 2011) the Ideation Programme that knowledge management encourages innovative thinking and implementation blueprint to support finding creative solutions of GDS/IDP deliverables addressing key service delivery During the development of the challenges faced by the City 2008/09 JIKE scorecards, the Continuous improvement in following KM deliverables were documenting KM Case Studies of key
179 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS included as part of the KM Business CoJ service delivery initiatives as part Case milestones to be implemented of the city’s institutional memory Identification & collection of strategic programme CoJ Knowledge repository for central storage & reuse as part of institutional memory Development & implementation of an Action plan on how to ensure integration of city initiatives through the provision of relevant knowledge content, decision support, knowledge processes and knowledge capacity across the city and municipal-owned entities (improved KM Portal) Procurement of appropriate KM tool that will CoJ to manage its knowledge assets effectively whilst also creating a platform for seamless knowledge sharing and promoting a culture of learning Development and implementation of a matrix tool for capturing and sharing key learning’s from various study tours undertaken by the city’s leadership and senior officials Development & implementation of comprehensive integrated Innovation Strategy which will assist with promoting innovation through mentoring as well as addressing innovation barriers, craft end-to-end innovation process including development of innovation measurement mechanism and sustainability A consolidated Report on which we piloted the Ideation methodology in investigating possible solutions to five identified city service delivery challenges during 2007/08 was finalized and distributed to relevant internal stakeholders We provided the facilitation during the piloting of the ideation methodology and ensured that Ideation champions from the different departments committed to a plan of action regarding the actual resolutions of the identified challenges
180 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS 100% City of Johannesburg Legal Compliance programme Legal Compliance programme and MEs compliance with all relevant legislation Compliance monitored in accordance Achieve compliance with new with legislation against a compliance identified critical legislation by all register departments and MEs Legal opinions and advice were Identify recurrent new areas of non- provided in respect of potential risk compliance, establish the reasons areas to ensure full compliance with and ensure that corrective measures legislation and to prevent any legal are implemented risk Quarterly group reports (Core City First quarterly group report (Core departments and MEs) to be drafted City departments and its MEs) in the on an ongoing basis in order to process of being prepared identify critical new areas of non- The financial interests register being compliance, indicating the effect and updated in respect of Core City implications thereof on the Officials and their direct reports up to Compliance Register level 4 On an ongoing basis, update register Fruitless and wasteful expenditure is and monitor financial interests of monitored and reported Core City Officials up to level 5 and expand register to include MDs of MEs and their direct reports. Further ensure that it is reviewed and compared against supplier database in order to ensure that contracts are not entered into where family members have an interest in such companies Improve measures to prevent, monitor and report on fruitless and wasteful expenditure
100% protection of City’s legal Legal Support programme Legal Support programme rights and interests to prevent negative financial implications All legal opinions completed within Further improve the rendering of legal the agreed timeframes and in advice and opinions by continuous accordance with brief received from legal development and briefing to client in terms of applicable client departments legislation Devise damage control mechanisms Ensure that policy (in terms of legal where approved policies were not advice given) is being adhered to adhered to despite advice that was and that legal procedures are given in terms of the approved legal followed guidelines and ensure timeous Quarterly report being done to advise intervention by bringing matters to the the Mayoral Committee which areas attention of the City Manager and issues gave rise to litigation Advise Mayoral Committee Human Resources and strategically on new areas and issues Constitutional matters were identified that give rise to litigation and submit as new areas that gave rise to quarterly reports litigation and relevant stakeholders Identify additional new areas that give and bodies were engaged rise to litigation and engage relevant Prepared presentations and briefed stakeholders and bodies all departments in terms of Identify new constitutional or other constitutional challenges legal challenges, prepare Legislation was identified and presentations and brief departments amendments formulated. Meetings to and ME’s so that pro-active be held with Provincial and measures can be put in place Government Departments to discuss Identify new legislation, formulate Inner City Charter commitments amendments where necessary, liaise completed and 2010 by-laws in with affected departments and promulgation process discuss proposals with other spheres of Government in order to reach 4 by-laws in the process of being consensus before promulgation. drafted Review impact of new legislation and
181 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS provide training where necessary Monitor implementation of Inner City Charter commitments and advise 2010 Unit pro-actively Monitor implementation of by-law programme by reviewing existing or drafting new by-laws 100% provision of secretarial Legal Executive decision-making Legal Executive decision-making support programme to Support programme Support programme Mayoral Committee and Sub- committees Systems have been improved to Additional improvements to be ensure seamless flow of reports identified and implemented on Improved tracking system linked the systems for agenda and minutes and decisions to performance flow of reports management systems and the City’s Monitor implementation of decisions Integrated Development Plan to ensure that City’s Integrated Done quarterly reports on the Development Plan is updated implementation of decisions accordingly Executive business tabled in Council Report quarterly on implementation of was monitored on a monthly basis decisions to keep abreast of and reports submitted to Mayoral developments Committee were monitored bi- Monitor reports submitted to Mayoral annually Committee and ongoing executive business tabled in Council
Increased % of residents who Public participation improvement Public participation improvement are aware of the opportunities programme programme to participate in planning and service delivery (annual Strengthen the mechanisms by which the Conceptualise and implement Phase survey) results/outputs of community participation 3 of the Community Based Planning processes influences policy-making, (CBP) process Increased % of residents who prioritisation, resource allocation, planning say they have engaged in the and administrative action City’s ward planning, GDS and IDP community Completed conceptualisation and participation processes, and initiated implementation of Phase 2 service delivery processes of the Community Based Planning (annual survey) (CBP) process A seamless strategic and Integrated planning and performance Integrated planning and performance integrated planning, budgeting management programme management programme
Continue to refine the integrated Continue annual strategic planning strategic planning, integrated processes development planning, business Review and approval of the 2010/11 planning, budgeting and target Integrated Development Plan (IDP); setting process Facilitation of 2010/11 departmental Commenced review of the 2009/10 business plans; and Formulation and Integrated Development Plan (IDP) approval of 2010/11 Service Delivery Initiated facilitation of 2009/10 and Budget Implementation plan departmental business plans (SDBIP) Have not commenced work on the 2009/10 Service Delivery and Budget Implementation Plan (SDBIP)
182 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS Build an IDP programme Build an IDP programme implementation monitoring and implementation monitoring and oversight system oversight system
Continue to focus on the link Continue reporting against IDP between IDP programme programme commitments in the commitments and reporting in the SDBIP and Annual Report SDBIP and Annual Report Development of quarterly SDBIP Initiated new format quarterly SDBIP performance reports (including mid- performance reports (including mid- year report) year report) Development and approval of Annual Substantial progress on 2007/08 Report for 2008/09 (full audit by AG) Annual Report Continue to strengthen the Continue to strengthen the performance management system performance management system (PMS) (PMS)
Initiated the revision of the PMS Ensure effective functioning of the Initiated process for alignment of Performance Audit Committee and performance management system of Performance Evaluation Panel municipal entities with the City’s Further implementation and PMS consolidation of revised performance Work underway to develop and management policy institutionalise the use of an effective Implement the performance tool for collecting, collating and management framework of municipal analysing performance data to entities with the City’s PMS ensure effective performance Consolidation of tool for collecting, monitoring and reporting (that is collating and analysing performance compatible with the SAP system) data Undertaking key performance Facilitate key performance management process (reviews, management processes scorecard Through targeted troubleshooting Implementation of peer review arrangements, deal timeously and process, taking into account the pilot effectively with evidence of deteriorating performance to proactively avoid administrative and service breakdowns Work initiated for pilot peer review process Clear progress on making the Global City Region (GCR) programme Global city region (GCR) programme Global City Region idea a practical reality Assist where required with the finalisation Internal processes/ communication of of a Gauteng Global City Region Strategy GCR initiative Within the framework of the Assist on finalisation of Gauteng intergovernmental arrangements 2055 strategy established by the Strategy, work Participation in revision of GCR concretely with other municipalities and Roadmap provincial departments on a key set of Participation in OECD territorial large five-year projects review Incorporating lessons from the project Continue to play an active role in approach, work with other municipalities GCR processes and other spheres of government to Implement a CoJ GCR programme develop intergovernmental delivery platforms (involving joint planning, implementation and spending) that will enable better co-ordinated development in future
183 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS With other stakeholders decide on the future functional integration of key local and provincial economic development agencies (e.g. tourism agencies)
Participated in various provincial processes Convened a Mayoral GCR discussion and finalised approach at Mayoral Committee Provide strategy and policy Strategy and Policy enhancement Strategy and Policy enhancement support to politicians and programme programme administration Strengthen and support Inner City Inner City Charter Partnership Forum development processes (including tracking of Charter progress) Continue to drive Inner City Charter Partnership Forum processes (including tracking of Charter progress) Continue to support selected Inner City Charter commitments (e.g. bad buildings strategy)
Develop policies and strategies to guide Expand and enhance strategic City’s planning through provision of well information holdings researched quality data and develop an Continue to develop customer integrated platform to enable central satisfaction surveys access to strategic information collected at multiple points across the City
Initiated process to develop and implement a systematic programme to build holdings of strategic information/data collected internally and by selected external bodies No progress on critical assessment of years of customer satisfaction survey data against evidence of service delivery successes
Strengthen the City’s governance model Initiate work on the Executive through prompt response to political and Mayor’s end of term report administrative requests Implementation of Executive Mayor and City Manager's requests for Substantial progress on finalisation policy and strategy development of Executive Mayor’s Mid-Term Lilongwe mentorship Report Initiated process for the next revision of the Growth and Development Strategy Various requests by Executive Mayor and City Manager have been responded to
Undertake strategic planning for 2010 in 2010 case study for the 2009/10 order to ensure that it leaves a legacy and financial year that contributes to the City’s IDP and GDS
Discussions held with 2010 office to ensure delivery of CSU 2010 commitments
184 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS Ensure the inclusion of GDS principles in Initiate research programme to the City’s planning through proactive enable review of Growth and promotion of GDS principles Development Strategy
On going work to ensure inclusion
Active and mutually beneficial Strategic, Systematic, beneficial and Strategic, Systematic, beneficial and interactions with identified co-ordinated International Relations co-ordinated International Relations sister cities programme programme
All local governments throughout the Consolidate the African Agenda world are facing similar challenges: rapid Facilitate implementation of existing urbanisation, depleting resources, and Twinning Agreement ongoing demands for improved service delivery. This suggests that there is much Co-ordinate all international that municipalities can share. Foreign engagements cities, supported by national governments Resource mobilisation for partnership are eager to share information with the projects City of Johannesburg as the gateway to Continued advice and strategic Africa and as a premier city on the support on External Relations to the Continent. Co-operation has taken place City of Johannesburg in three ways: Strategic engagement with and Twinning agreements; participation in Multilateral Project co-ordination; and Organisations Information sharing. Facilitate twinning with rural During the period under review, the City of municipality in SA Johannesburg has entered into five formal partnerships, four project-level partnerships, and six partnerships devoted to research. An additional formal partnership is in the planning phase. Currently, the City has: 5 formal partnerships 1 pending formal partnership 4 project-level partnerships Approximately 8 partnerships in discussion or research 2 newly identified partnerships Well established Protocol Effective and streamlined Protocol Effective and streamlined Protocol programme arrangements throughout the City arrangements throughout the City
Support the Executive Mayor on Provide Protocol support for the city protocol-related matters as well as of Johannesburg established and strengthen relations with the Diplomatic Corps
185 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS Strong Inter-Governmental Implementation of Inter-Governmental Implementation of Inter-Governmental Relations Relations Framework Act through the Relations Framework Act through the City’s IGR Strategy City’s IGR Strategy
The section has a draft MoU with GSDM; Co-ordinating of inter-governmental as well as developing a project co- project operation with Naledi (NW) Inter-governmental participation The section engaged with the other three rural municipalities in draft areas of co- Monitoring and evaluation of ER operation programmes/project Further, the section is charged with Implementation of Thusong Centre in Maponya Mall in Soweto. The section has also managed to engage with DLG to prevent future intergovernmental disputes that might lead to litigation. The section participates actively in GCR and brief city on developments. The section has also assisted with CoJ participation in SALGA Gauteng and national processes in support of EM being Chairperson thereof.
Ensure effective interface Administration and Political interface Administration and Political interface between the programme programme administration and Political Office Bearers Monitoring meetings between the Continue ensuring that the Executive Executive Mayor and Members of Mayor is capacitated to deal with the the Mayoral Committee and the City demands of the Confederation Cup Manager are taking place as per the and 2010 FIFA World Cup year planner. Improve agenda setting process for Regular meetings are taking place in Executive Mayor and MMC interfaces line with the year planner between Improve interaction between the the Executive Mayor, Members of Executive Mayor and Mayoral the Mayoral Committee and the City Committee with members of the Manager and relevant Heads of core Community and other stakeholders. departments and Municipal Owned (Mayoral Roadshows, Community Entities meetings, Stakeholder forums.
Ensure execution of Executive Mayor’s Support programme Executive Mayor’s Support programme responsibilities as Political head of the City Mayoral Committee and its sub- Strengthening Organized including monitoring and committees meet regularly as per Intergovernmental integration and reviews year planner alignment through co-ordination and Council and its committees meet participation regularly as per year planner Strengthening ways for Executive Performance Management Panel to Mayor to perform his duties as monitor the City’s performance is Chairperson of SALGA and co- help as per the prescribed cycle. All President of UCLG and board section 57 employees are assessed member of ICLEI and other organised accordingly local government structures Interface between the Executive, Strengthen interaction between the Party (ANC) and the Speaker takes City and ANC Regional Office place regularly in a structured through alignment of activities manner Interface between the City and members of the community and other stakeholders takes place regularly in the form of individual meetings, community meetings, site inspections and through Mayoral Road Shows Support the Executive Executive Mayor Support Executive Mayor Support
186 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS Mayor’s external Political programme programme Interface Working relations functioning well Strengthening Organized between the Private Office and Intergovernmental integration and SALGA National office. Strategies alignment through co-ordination and worked out on how to support him as participation the Chairperson of SALGA and co- Strengthening ways for Executive President of UCLG and other Mayor to perform his duties as organised local government related Chairperson of SALGA and co- programmes President of UCLG and board Relationship established with the member of ICLEI and other organised ANC regional, provincial and national local government structures office to ensure effective support to Strengthen interaction between the the Executive Mayor in his City and ANC Regional Office government role and as Chairperson through alignment of activities of the Region Support the Executive Support programme to the Executive Support programme to the Executive Mayor’s Social Responsibility Mayor Mayor
Perform his Social Responsibility as the Executive Mayor to the residents and citizens of Johannesburg as and when it is necessary Fulfil FIFA’s contractual Soccer City Stadium Soccer City Stadium requirements (Compliance) Reconstruction of the entire stadium 62% complete, scheduled for completion in July 2009 Ellis Park Stadium 85% complete, scheduled for completion in January 2009 Construction of an evacuation tunnel 2500 parking bays added Turnstiles and replacement of seat Soccer City Precinct Soccer City Precinct
Soccer City Precinct 32 % complete Pedestrian Promenade Completion date is June 2009 Public Transportation Hub. Completion Date is July 2009 Golden Highway Middle Section New Nasrec Train Station .The final completion date for the station is proposed to be on the 30th September 2009 Nasrec BRT Link Phase 1 & 2. Phase 1 has been completed Phase 2A: Contractor appointed, now waiting for Taxi industry to agree on site access. Phase 2 B: Contractor appointed, also waiting for site access once agreement is reached. Overall Construction progress is 40% Land procurement is complete. Offsite manufacturing of materials is underway. Overall construction progress is 40% Land procurement is complete. Demolition work on site is 60% complete. Overall Construction progress is 20%. Contract Award has
187 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS taken place. Land procurement is complete (with exception of Public Works Land) Construction progress is 0%. Hazard and risk assessment report has been completed by Metrorail Application for demolitions has been approved by IPMS A total of 42% of the overall budget has been spent to date Ellis Park Precinct Ellis Park Precinct
Bertrams Road Upgrade Construction of 1250m BRT route with 1 mixed & 1 BRT lanes. Completion date: 30 April 2009 .Demolition is at 80%, clearing and grubbing at – 100%, Earthworks – 39 %, Earthworks – 100%, stormwater drainage – 98%, Earthworks – 56%. Kerbing: Saratoga road 95%, Demolition 100%, Clearing and grubbing - 100%, and Earthworks - 38% Saratoga Ave Construction of 770m BRT route with 1 mixed & 1 BRT lanes in each direction. Completion date: 30 April 2009 Smit/Wolmarans Construction of 1300m long BRT route with 2 mixed & 1 BRT lanes each direction. Completion date: 30 April 2009 S/E Gateway to Mooi Works currently out to tender Northern Gateway Construction of 800m BRT route. Doornfontein Transport Square Construction of a public transport facility to accommodate taxis and buses during events. Ellis Park Sports Precinct Construction of the area between Ellis Park and Johannesburg Stadiums to comply with FIFA requirements. Completion date: 15 March 2009 Upgrade of the Concourse and Currey street Completion date: 30 April 2009 Doornfontein and new Doornfontein Precinct Urban Upgrade. Completion date: 30 May 2009. Upgrading of Parks i.e. Morris Freeman Completion date: 30 May 2009. Upgrade of Fuller, Appolonia and associated streets. Completion date : 30 April 2009. Doornfontein Train Station Expected date of completion: end of April 2009.The design progress
188 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS report: Architectural Design development is almost complete subject to minor iterations. Working documents – 80% Drawings issued to date – 70%
Civil and structural: All structural steel shop drawings have been approved Re – routing of stormwater has been designed and completed Electrical DB line drawings have been issued to the electrical sub-contractor Lighting specification are being reviewed in line with the overall project value engineering principles Mechanical CCTV and turnstiles - Intersite is currently in discussions with a supplier to consolidate all current running projects to be installed y such a company. Construction Progress Report: Site establishment and Demolitions – 100% Zone A1/A2: Slab casting – 100% Zone B1/2: Columns – 70% International Broadcasting International Broadcasting Centre and ICT Centre and ICT
The city has now officially been awarded International Broadcast Centre (IBC) -. It is the right to host the IBC in Johannesburg. expected that in excess of 3500 local and The City has signed the agreement for the international journalist will set up camp at IBC with the LOC and the draft back to the Johannesburg Expo Centre. Telkom is back agreement with Joburg Expo Centre. laying up connectivity whilst Sentech is The City has entered into an agreement developing a redundancy farm to ensure with the management of the that the matches are beemed to the Johannesburg Expo Centre for the use of millions of fans that will be watching the the Expo Centre facilities for the event. Plans for a housing development upgrading and temporary refurbishment and hotel are in the development stage. for use as the IBC. This includes the The infrastructure developments that are development outside the IBC which will being done in the area and the have 500 accommodation rooms in the Johannesburg Expo itself will leave a form of a hotel and 2 apartment blocks, A lasting legacy as the connectivity within project management professional team the area will attract industries such as Film has been appointed for the IBC upgrading industry, BPO sector , Internet sector project. The team has carried out a survey location of the IBC as the communication if the total facility, the state of each of the centre and hub for the event is a catalyst buildings and the work required to bring for the expected future business them to the required standard and state. A development in the area. project plan has been compiled detailing The IBC’s infrastructure legacy will provide all these requirements and the an opportunity for the NASREC area to programme for the implementation. Work make a huge leap forward from an will be programmed from the second half historical under-developed situation to a of 2009 as the Expo Centre must be state-of-the-art integrated mixed use node allowed to operate normally for as long as with high tech industries, in a very short possible before the handover of the IBC to timeframe. The injection of significant FIFA and Host Broadcast Services (HBS). infrastructure and a vastly improved image Bills of quantities will be compiled by will leapfrog the area to beyond where it January 2009, with the Majority of the could ever expect to develop, and where it works starting after the Rand Show in should be, by the second decade of the April 2009. The works are to be 21st century, in a few short years.
189 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS completed by December 2009 to allow for Two of the key industries expected to the facility to be handed over to HBS on locate to the node are call centres, based 01 January as per agreement with FIFA. on the telecommunications strengths, and A scoping exercise as well as a feasibility film studios, based on the broadcasting study of the information technology and and connectivity strengths broadcasting infrastructure will be The film and video industries are to be conducted to recommend the best long- targeted, and with the broadcast facilities term usage of the property and and connectivity capacity, the video and maximisation of the investment being film industries would be able to serve as made to upgrade the IT infrastructure. filming and editing centres for the world. A development programme has been This coupled with the strong general film finalised for the upgrading of the Expo support industries in Gauteng and support Centre facilities to bring them to the from the Gauteng film office, is expected to standard required by FIFA. The main attract an entire node of film and related works will commence in April / May 2009 industries to the precinct with all the after the Rand Show and will be elements required for film production on completed before the end of December one site. 2009. The facility will be handed to FIFA Many other businesses, especially those in in January 2010. knowledge industries and industries which Stadium & Stadium Precincts. are large ICT users (financial, etc), are Soccer City Stadium & IBC - Telkom's also expected to be attracted due to the redundant connectivity links proximity The satellite and telecoms Ellispark Stadium - Telkom's redundant infrastructure will also allow for more, connectivity links . better and cheaper connectivity particularly for nearby Soweto which has poor telecommunications services and penetration, but also for the rest of Johannesburg and especially the lesser developed southern areas. The communications infrastructure will also be used to support the City’s broadband network project which will support the delivery of key local government services such as traffic, security, education, information etc. The greatest benefit of the infrastructure legacy of the IBC set-up is expected to be its catalytic effect on property development and business growth in the area and to skilled available (unemployed) labour in the area. Both the connectivity with all its possible spin off services and industries and the related training will continue to re-enforce and support the Smart Province vision for Gauteng. It is envisaged through the IBC project that 60 or more South African media students and creating an education and training programme for them with invaluable work experience in the IBC and with FIFA’s appointed broadcast rights company HBS, before and during the event. This will be an unprecedented experience for these students and equip 60 people to be world class broadcast media experts in South Africa It is anticipated that a number of media and communication education and training institutions will use both the opportunity of the IBC and the communications infrastructure to provide experiential learning opportunities for their students in the future
Fan Parks Fan Parks
Innes Free park
190 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS The area was identified and confirmed as the best place for a FIFA contractual Fan Park for the following reasons, The location is accessible by foot for international guests staying in Sandton, Rosebank and will link conveniently with residents in Midrand, Alexandra, Diepsloot `and Ivory Park. The area can accommodate up to 30 000 people. The backdrop of Sandton skyline is virtually attractive and the site is clean. Challenges identified include the small community of people resident in a fenced area of shacks within the park and the difficulty of crossing the busy road by pedestrians who stay in Alexandra. City Parks is currently busy with a plan on how to address the issue of the community. Processes and plans are being investigated to find solutions to the challenge posed by the pedestrians that will be walking from Alexander. Mary-Fitzgerald square The area is centrally located to cater for Inner City fans and residents as well as other peripheries. The proximity to the Johannesburg Park Station and other routes was also considered as an added advantage. It is 5km to Ellispark and approximately 15 km to Soccer City and the site has hosted various events of almost similar nature. The site was not approved as the contractual Fan Park, but recommended as a Public Viewing site as the area was considered as too small since it could only accommodate 22 000 people. The fact that additional people can be accommodated in the adjacent site was also considered. Walter Sisulu Square It is a new facility and situated in an iconic location in Soweto, incorporating an interesting memorial to the signing of the Freedom Charter. The area has got the potential to attract lots of international fans and visitors due to its location and history. The challenge with the venue is the proximity of various shops including banks and a hotel. It also has a limited space that can only accommodate 10 500 people and the dominance of Acacia trees has contributed to that. The LOC /FIFA board has, furthermore approved that COJ should have two FIFA official Fan Parks. Elka stadium was inspected on September 22, 2008, and approved as the second Fan Park The following venues were confirmed: Fan parks Innes Free Park in Sandton , North of Joburg Elka Stadium in Soweto , South of Joburg Public Viewing site Walter Sisulu Square in Soweto Mary Fitzgerald square in the Inner City FIFA FAN PARKS FINANCIAL TERMS.
191 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS The Terms of Co operation makes provision for the discussion around Financial Terms on how the funding of the Fan Parks is structured and the roles and responsibilities between the City as a Host City and FIFA / LOC. The Financial terms are divided into two categories namely budget dealing with venue specific costs e.g. Hospitality, Insurance, Safety and Security, cleaning, sanitation, stage programs as well as local PR. The other category deals with Operational Costs and Funding by FIFA/ LOC. The aforesaid is summarised as follows, LOC / FIFA Funded Projects Giant Screen, main stage, screen and stage construction, sound and light system, technical personnel, Global PR Branding Host City Funded projects Local event management company Additional screen, video directions, camera equipment, scaffolding etc Fencing, security, utilities, cleaning, toilets, etc. Local PR / Communication Additional branding Entertainment on match days and non- match days. The negotiations with regard to Financial responsibilities are on-going and will report on progress in the next quarterly report. Safety & Security Safety & Security
The Joburg City Safety Programme (JCSP) continues to works towards consolidating the gains made during the 07/08 financial year. A key activity for the first quarter focused on the joint development of the City of Johannesburg’s 2010 FIFA World Cup™ Safety and Security strategy. This was done in conjunction with the SAPS Provjoint and the LOC. In this regard, one of the key activities undertaken by the Joburg City Safety Programme for the first quarter of the 2008/2009 financial year involved facilitating the development, in cooperation with the SAPS Provjoint, of the Operational Plans for the 2009 FIFA Confederations Cup and 2010 FIFA World Cup Venues in the City of Johannesburg. This process was carried out through the newly established “COJ Integrated Public Health, Safety, and Security 2010 Working Committee”. In pursuance of its goal of ensuring the readiness of the City of Johannesburg to host the respective events, the above-mentioned Operational Plans had to be tested in a ‘live’ environment. As such, the safety and security Operational Plan for the 2009 FIFA Confederations Cup and 2010 FIFA World Cup for the Ellis Park Stadium was tested on the 30th August 2008 during the
192 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS Vodacom Tri-Nations rugby match between South Africa and Australia. In order to host “the best ever FIFA World Cup” it is necessary to test the city’s readiness. The aim of the rehearsals is to start the integration between the elements of the transportation system and the traffic control measures implemented by the South African Police Services (SAPS), Johannesburg Metro Police Department (JMPD), Emergency Management Services as well as functions from other role players. Coordination between these areas is essential in the successful delivery of transportation services at major special events. The rehearsals provided an opportunity to identify gaps and make recommendations for future events. The following City MEs, Departments, and external Organizations were involved in the rehearsal: South African Police Services (Various Units) JMPD COJ 2010 Office Ellis Park Stadium Johannesburg Roads Agency COJ Transportation Pikitup City Power Joburg Water City Parks Emergency Management Services - COJ Emergency Management Services – GPG Environmental Health COJ 2010 Marketing and Communication 2010 Local Organising Committee Diligence Security Knight Event Management NEMS Events Medical Services CCTV Control room The above-mentioned exercise was used by the 2010 Office, the Department of Transport, the SAPS and the JMPD as an opportunity to test the key operational areas noted above. This event represented a huge undertaking for all stakeholders, and was important in determining the necessary preparations for the 2009 FIFA Confederations Cup and 2010 FIFA World Cup. International cooperation A key focus area of the Programme during the first quarter was also to cement relationships which have been established so as to provide for regular interchange of ideas in terms of safety and security best practices, particularly as they relate to the
193 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS hosting of major sporting events. Some of the key agencies interacted with are the German Law Enforcement Agencies who were largely responsible for ensuring safety and security for Germany 2006 as well as with the United Nations Interregional Crime and Justice Institute. The aim is to develop the necessary capacities within the JMPD in order to ensure the successful management of the respective events. Supporting Infrastructure Existing infrastructure has been analysed against requirements for each of the facilities ie City Power, Water and Pikitup Deliver an outstanding fan Marketing Marketing experience (Leverage) A service provider o be appointed to undertake the marketing activities leading up to 2010 Ticketing Ticketing
The prices and categories for tickets for the 2010 FIFA World Cup™, as elaborated by the ticketing sub-committee set up jointly by FIFA and the South African Local Organising committee (LOC), were approved by the Organising Committee for the FIFA World Cup, under the chairmanship of FIFA vice-president Issa Hayatou. Overall, the ticket prices for the 2010 FIFA World Cup™ are comparable to 2006 prices with an average of USD 139 per ticket compared with USD 136 (adjusted for EUR to USD exchange rate conversion) in 2006. The ticketing proposal was elaborated jointly by FIFA and the South African LOC. The prices which range from USD 20 for a category 4 ticket for a group stage match to USD 900 for a category 1 ticket for the final reflect FIFA’s positioning of the FIFA World Cup™ as a premium international sporting event, yet also take account of the South African market. In 2006, the cheapest ticket cost EUR 35 (approximately USD 51). Category 4 tickets are to make up some 15% of the total inventory of an estimated 3 million purchasable tickets and will be sold exclusively to those living in South Africa. With these tickets, FIFA and the LOC intend to enable South African residents on low incomes to attend matches. As well as being a premiere in terms of its setting on the African continent, the 2010 FIFA World Cup™ will also mark a first with a FIFA-initiated ticket fund consisting of tickets that will be distributed on a complimentary basis. As part of the overall ticketing operation, 120,000 category 4 tickets will be allocated to this ticket fund, which will offer them on a complimentary basis to
194 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS fans in South Africa so that they can witness the world’s largest single-sport event at first hand. The ticket fund will consist of a certain number of tickets for all matches, from the opening game right up to the final. The tickets will be distributed free of charge by FIFA, the South African LOC and FIFA Partners adidas, Coca-Cola, Emirates, Hyundai/KIA, SONY and VISA to South African residents through a special programme that will form part of a social responsibility initiative and act as a “catalyst" for sustainable change. Tickets will go on sale in several phases, starting around the beginning of February 2009. As in the past, tickets that are not be bought by various stakeholders such as FIFA member associations will subsequently be put on sale to the general public. The 32 participating member associations will be offered 12% of the purchasable tickets for each of their matches (previously 8%) in the group phase and an average of 8% in the knockout phases. While category 4 tickets will be sold exclusively to South African residents, tickets in categories 1, 2 and 3 will be sold on a worldwide basis, both on the international and domestic South African market. The ticket distribution system will be finalised at a later stage, with the internet playing a major but not an exclusive role. All transactions involving tickets in categories 1-3 will be payable in US dollars, those in category 4 in South African rand.
Ticketing prices for the 2010 FIFA World Cup™ All prices below are in USD. Category 4 is reserved to South African residents and will be solved exclusively in ZAR.
Match Cat. 1 Cat. 2 Cat. 3 Cat. 4 1 450 300 200 70 2 - 48 160 120 80 20 49 - 56 200 150 100 50 57 - 60 300 200 150 75 61 - 62 600 400 250 100 63 300 200 150 75 64 900 600 400 150 Accommodation Accommodation
MATCH is confident that as a result of its partnership with the Department of Environment and Tourism and its agencies, the Tourism Enterprise Programme, South African Tourism, South African National Parks (SANParks) and the Tourism Grading Council of South Africa (TGCSA), coupled with the support and cooperation of the owners and operators of hotels, lodges, guests
195 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS houses, bed and breakfast establishments and accommodation facilities in national parks, MATCH will be able to offer a wide range of sufficient and suitable accommodation to visitors for the event. Accommodation is made up of a mixture of hotels, bed and breakfasts, lodges and guesthouses. A tent camp will be established through a private sector partnership to offer accommodation and entertainment facilities to the visitors at own cost. City beautification City beautification
Airport Branded Welcome/Info Kiosks Street Lighting Road/Tourism/Heritage Signage Branding of Airport Entrances & Exits Hoisting of National Flags along Routes leading to & away from Airport Branding of Airport (e.g.) Foyer with Spectacular Image Wrapping of Trees with Decorative Lighting (e.g. Major & Protocol Routes)
Major/Protocol Routes N1, N3, N12, N17, M1, M2, William Nicol, Grayston Oxford ,Soweto Highway, Old Potchefstroom, Nasrec road, Vilakazi Street, Mooki Street, Klipspruit valley etc. Landscaping (Flower Planting/Tree Wrapping,) Branding of Parks and Open Spaces Branding (e.g. Events Flags) Country/Events Flags Road/Tourism/Heritage Signage Refurbishment/Construction of Roads (e.g. Potholes, storm drains)
Match & Training Precintcs
Hoisting of Country Flags (NB. Exclusion Zones) Street Lighting Road/Tourism/Heritage Signage Landscaping Branding (NB. Exclusion Zones) Tidiness/Cleanliness Wrapping of Trees with Decorative Lighting Informal Traders Awareness Campaign on FIFA Regulations (e.g. Exclusion Zones, Ambush Marketing) Branding of Informal Traders Stalls/Trading Tents
Inner City/Fan Boulevard/Walkway
196 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS
Decoration of Mandela Bridge with electrical 2010 Signage Road/Tourism/Heritage Signage Street Lighting % Branding of CoJ Buildings Refurbishing of Dilapidated Buildings (e.g. Inner City) Landscaping Branding along the Major Streets (e.g. Small, Elloff, Bree, Jeppe, Rissik, Main, Market, Commissioner, Sauer, President etc) Branding of Carlton Center Branding of Taxi Ranks, Bus Terminals & Train Stations (e.g. Park Station) Branding of Inner City Parks (e.g. Joubert, Ghandi’s Square, Library Gardens, Mary Fitzgerald Metro Center Precinct Hoisting of Country Flags) Tidiness/Cleanliness Regulation & Maintenance of hygiene requirements in Inner City Buildings, Buildings along Major/Protocol Routes, Buildings next to Stadia & Training Precincts Informal Traders Awareness Campaign on FIFA Regulations (e.g. Exclusion Zones, Ambush Marketing) Branding of Informal Traders Stalls/Trading Tents
Places Of Interest Museums & Entertainment Zones: Hector Petersen, Africa Museum, Apartheid Museum Gold Reef ,Walter Sisulu Square
Parks: Bruma Lake,Bez Valley, Emmarentia, Zoo-Lake ,Golden Harvest ,Little Falls- Ruimsig ,Botanical Gardens ,Thokoza Dorothy Nyembe
Shopping Malls: Westgate, Sandton ,Jabulani ,Maponya ,Southgate ,Northgate ,Eastgate ,Fourways ,Cresta , Clearwater.
Road/Tourism/Heritage Signage Street Lighting Branding (e.g. Events Flags, Live Outdoor Advertising) Country Flags Landscaping Tree Wrapping with Decorative Lighting Branded Information Kiosks Fan Parks & Public Viewing Sites Branding (e.g. Event Flags, Live Outdoor
197 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS Advertising) Informal Traders Awareness Campaign on FIFA Regulations (e.g. Exclusion Zones, Ambush Marketing) Branding of Informal Traders Stalls/Trading Tents Tidiness/Cleanliness
Transportation: Branding of 10% Metro busses Availability of 2 Metro Busses (e.g. No Roof ) for 2010 Stakeholder Mobilization Roadshows Branding of all COJ Fleet Create long-term benefits for Bus Rapid Transit System the citizens (Legacy) Reported on above
Diepkloof Hostel Diepkloof Hostel development – 84 units have been completed and handed over Province is funding the entire project 138 units still in progress with estimated completion by November 2008
Greening of Soccer Fields 42 fields have been identified for development in Johannesburg. Received R10m in 07/08 FY which was used for 12 fields Allocated R8m in 08/09 FY to be used for 10 fields The balance of the fields to be funded through the engagement of the private sector and budget allocations in coming FYs
Soweto Theatre Soweto Theatre - To be developed as part Jabulani CBD project through a tender process. The successful bidder has indicated that they would build the Theatre at no cost to the City. Soweto Theatre - Construction to start in January 2009 for completion by March 2010
Indoor Sports Arena Indoor Olympic swimming pool and gymnastic area Conditional/provisional grant received from MIG
Street Furniture Inner City Street Furniture as part of the inner city rejuvenation programme. Includes dust bins, benches etc Litter bins, informal trading stalls, street lighting, benches Inner City Street Furniture – 761 bins funded by 2010 Project Office around Ellis Park and Inner City
198 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS
Klipspruit River Greening and cleaning of Klipspruit River & tributaries - R14.2 spent to date R30m and R50 approved for 08/09 and 09/10 FYs respectively Work to be done in 08/09 FY include Buntu Kraal, Mofolo Park,
199 Health Sector Plan
INTRODUCTION AND OVERVIEW
The business planning process is done annually as part of strategic planning and sets the agenda for the upcoming financial year. The 5-year sector plan and its strategic objectives remain the focal point as it incorporates the political imperatives as well as the GDS principles. The strategic objectives and deliverables thus become pivotal in the development of the departmental service delivery plan and identification of key priorities for all managers and units. The finalized business plan is then utilized for development of the departmental scorecard, which then becomes the framework for all scorecards of Senior managers in the department.
In the City of Johannesburg the challenges facing the health are similar to those facing the rest of the country and are made worse by historical factors such as fragmentation, inequity and lack of access to basic infrastructure such as health facilities, water, sanitation, etc. The Occupational Specific Dispensation (OSD) of the Public Service has negatively affected the Department’s attempts to recruit resulting in high staff turnover that tends to negate all the positive strides achieved.
Despite these challenges, the Health Department has improved the TB cure rate and immunization coverage, and has increased the core package of services being provided at its clinics. The Department has also started piloting extended service hours in some of its clinics. In addition, the Department has in conjunction with NGO`s established 3 ART (antiretroviral treatment) and plan to increase these by 2 more sites in the 2009/10 financial year.
The objectives within the health department are to increase access to services by making primary health care available to all citizens; ensure the availability of safe, good quality essential drugs in health facilities; and rationalise health financing through budget reprioritisation.
The following key deliverables have been identified as areas that will receive specific attention in 2009/10:
Strengthening primary health care through increasing service hours in selected regions, significantly reduce the number of mobile points clinics; facilitate functional integration and rationalisation of health facilities.
Intensifying efforts in respect of HIV and AIDS through programme implementation and co- ordination with other spheres of government and non-governmental organisations (including business and community-based organisations.
Improving access to antenatal care services, and improving the TB cure rates Strengthening the preventive and promotive health initiatives of the city through integrated health campaigns and outreach programmes.
Consolidating the city’s focus on Environmental Health Services (Municipal Health Services) through promotional, educational and enforcement programmes.
REVISION TO THE COJ 2006/11 IDP
There has been no major change to the 2006/11 IDP programme except for the targeted efforts towards the HIV/AIDS prevention programme. The key focal areas for this programme include Jozi Ihlomile; Home based care outreach project as well as the construction of a clinic in Lawley in Region G.
200 HEALTH SECTOR PLAN
5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS Environmental Health Plan Pollution, Prevention and Reduction Pollution, Prevention and Reduction to prevent and minimise programme programme environmental pollution Compliance monitoring of all 50 identified households in informal identified sources of air pollution on settlements / informal food traders an ongoing basis provided with smokeless imbawulas Air pollution emissions 7,786 diesel vehicles tested per annum measurement for emissions Imbawula project 95% compliance to sampling protocol / Noise contouring requirements for programmes for the city – water quality new developments management Noise compliance monitoring Statutory notices served on 100% of identified council-owned vacant Water pollution monitoring properties where illegal dumping Illegal dumping prevention regularly takes place programmes Statutory notices served on 100% of identified non- council owned vacant properties where illegal dumping regularly takes place 150 “No dumping” signs erected city- wide on properties where illegal dumping regularly takes place An integrated and well- Environmental Health Risk Environmental Health Risk Management resourced system in place Management programme programme for environmental health certification, monitoring and Develop a seamless approach to A seamless approach to health and enforcement health and safety surveillance so safety surveillance has been that there is a single point of implemented and operationalised. No certification (preferably one in each complaints or negative feedback has region) for buildings, food been received in this regards establishments, early childhood 100% implementation of a developed development facilities, other places plan of a single point of certification of care, etc 100% implementation of a system to Within this seamless approach, monitor compliance and enforcement for further develop and maintain well- all municipal health functions resourced and efficient systems of 20 Environmental Health Officers monitoring compliance and employed – subjective to availability of enforcement for food hygiene at funds food establishments; waste management at key points of waste 8 pest control staff employed – subject to generation; water quality; disposal availability of funds of the dead at funeral undertakers One visit per year to mortuary / funeral and cemeteries; chemical safety; undertaker and general public health at high- One public awareness programme risk buildings and premises conducted per region on measures to Increase the number of control vectors environmental health officers in the 100% of identified hotspots sites serviced field based on actual workloads by vector control personnel Reduce the risk of vector-borne 100% compliance of health and safety diseases through targeted vector guidelines for all new health control programmes in selected departments’ capital projects in the City hotspots (key targeted areas to include: Alexandra) Develop a clear set of health and safety guidelines for all new CoJ capital projects, and ensure 100% compliance with these (as assessed through CIMS)
201 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS At a consistent rate of Environmental Health promotion Environmental Health Promotion monitoring and programme programme enforcement, reduced incidence of non- Within a seamless approach, One blitz per region focusing on nuisance compliance with promote environmental health and buildings environmental health safety awareness and compliance 100% of identified ECD facilities inspected regulations and set in ‘nuisance’ buildings, ECD One Training workshop in conjunction with standards facilities, places of care, etc., to Community Development on ECD legal create environmental health requirements awareness and compliance to legislation One campaign per region on chemical safety and lead awareness Working across City departments and with a range of external 2335 identified informal food traders partners, assist proprietors and trained city-wide residents who have demonstrated need and limited financial capacity to upgrade to the applicable standards Run five city-wide campaigns to promote public awareness around the safe handling and storage of chemicals. Develop and run an ongoing health promotion and education campaign targeting food handlers To reduce the risks of Communicable Disease Outbreak Communicable Disease Outbreak potential outbreaks and Response Improvement programme Response Improvement programme effectively contain outbreaks when occurring Refine the health surveillance Health department’s surveillance system system, integrated with the City’s integrated into the CoJ Disaster own disaster management Management System response that is aligned with the Mopping up activities undertaken in provincial and national systems, identified areas of low routine with a focus on ensuring early immunization coverage warning on key risks and rapid 100 % functional Outbreak Response responsiveness teams in each region Identify areas of greatest risk in 100% of cases investigated and 85% each region and institute reported within three working days preventative measures to mitigate communicable diseases Review systems and procedures to ensure immediate investigation of selected notifiable conditions. Co-ordinate and monitor outbreak response where necessary
202 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS Improved awareness of HIV Women’s Health programme Women’s Health programme and AIDS risks, prevention methods and available With other City departments, Three peer education programmes services conduct a two yearly implemented in hostels Johannesburg-specific HIV and 180 peer educators trained (including AIDS and STI prevalence, traditional healers) awareness and impact Three peer education programmes investigation, and use the implemented in informal settlements information to assess the implications for (a) targeting of Two youth programme implemented prevention campaigns and care Three Commercial Sex Workers (CSW) services, (b) demand for household programmes implemented (1 new) infrastructure services, and (c) the 100% of identified hotels with CSW scale of the City’s social package supported as part of the outreach Expand an ongoing programme of campaign – information provision and 100% of identified hotels with CSW with community mobilisation, with a at least 1 peer educator each special focus on peer education campaigns in hostels, (including 50 new community-based condom males) informal settlements, distribution points established commercial sex workers and Two Additional sites per region amongst the youth distributing female condoms Reduce rate of HIV HIV Prevention programme HIV Prevention programme infections Increase access to and promote 100% of fixed facilities (87 clinics) acceptability of Voluntary providing rapid on site HIV testing Counselling and Testing (VCT), services and Prevention of Mother to Child 100% of fixed clinics (87 clinics) Transmission (PMTCT) conducting PCR testing in children Improve identification of and care 100% of fixed clinics implementing INH for infants at risk of HIV and AIDS preventive therapy in and through facilities Improve integration between TB screening and VCT services, by ensuring referral between services within and across facilities
203 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS City-wide access to Medical Care and ART Roll-out Medical Care and ART Roll-out Support comprehensive HIV and Support programme programme AIDS support services to ensure effective medical Develop and roll-out an integrated 100% of regions with access to care for people infected and package of support to promote comprehensive HIV and AIDS affected by HIV and AIDS adherence to ART protocols management treatment programme in the (through, for example, education, CoJ nutritional support, improved 100% of fixed facilities (87 clinics) transport access to ART providing rapid on site HIV testing dispensaries, etc.) services Ensure availability and marketing of 100% of fixed clinics that offer access to Post Exposure comprehensive ANC providing PMTCT Prophylaxis (PEP) at all clinics, services including traditional healers 100% of fixed clinics (87 clinics) Strengthen syndromic management conducting PCR testing in children of STIs, and treatment of or referral One new anti-retroviral (ART) site for opportunistic infections established in CoJ Strengthen integration with TB One community awareness campaign in control programme all regions to raise awareness on availability of PEP services 100% provision of comprehensive STI management at all fixed clinics 100% of fixed clinics implementing INH preventive therapy 50% newly diagnosed HIV positive patients tested for TB
City-wide access to HIV and AIDS Community Care and HIV and AIDS Community Care and comprehensive HIV and Capacity Development programme Capacity Development programme AIDS support services to ensure effective Expand Jozi Ihlomile and other community-based care for community outreach programmes Expand Jozi Ihlomile programme at two people infected and that identify people / households in new sites (existing=18 sites) affected by HIV and AIDS need, and provide HBC, referrals to Implement outreach programme in services, etc Poortjie (Region G) With other departments, scale up Maintain Jozi Ihlomile programme at 18 nutrition programme such as the sites Food Bank to support individuals One community HIV and AIDS forum living with AIDS established With other departments, introduce One new food garden per region in and roll-out targeted training community-based facilities established programmes and technical support for households affected with AIDS, 100% wards with access to PLHWA in order to enhance self-sufficiency support groups and HBC programmes in respect of nutrition through One HIV and AIDS community support community gardens, etc and information centre established With other departments, support Two PLWHA forums established in the orphans and child-headed City households, inter alia by providing psycho-social services, facilitating access to schooling, etc Ensure that AIDS affected households benefit from the revised social package. Scale up PWA support to ensure 100% access in all wards
204 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS Monitoring the rate of CoJ Workplace Wellness HIV and AIDS Workplace Wellness HIV and AIDS staff absenteeism and programme programme departure attributable to HIV and AIDS Through a two-yearly workplace specific 100% maintenance of workplace survey, establish the prevalence of HIV wellness, HIV and AIDS forums and AIDS amongst the City’s own staff; established (regions, departments and use this to assess the risk implications entities) for service delivery operations, and 100% access to EAP for employees undertake the necessary risk mitigation infected and affected by HIV and AIDS measures in response 100% compliance with minimum Expand prevention campaigns standards on HIV and AIDS in the specifically targeting City staff workplace Ensure 100% access to VCT 100% of COJ departments / entities / services for City staff regions conducting awareness Across all City departments and programme to reduce / prevent risk and municipal owned entities, facilitate new HIV infections staff access to comprehensive HIV 100% implementation of integrated and AIDS programme, including Workplace Wellness, HIV and AIDS ART programme by departments and regions Increase access to extended EAP 100% access to HIV and AIDS services for all employees counselling services for COJ employees 100% access to comprehensive HIV and AIDS Management Treatment (including ART) to COJ employees 70 managers trained on HIV and AIDS programme 400 Workplace Wellness and HIV and AIDS peer educators retrained Three city-wide workplace HIV and AIDS awareness campaigns conducted Quarterly monitoring of the rates of absenteeism and departures attributable to HIV and AIDS
205 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS Equitable distribution of Primary Health Care Strengthening Primary Health Care Strengthening and primary health care clinics and Expansion programme Expansion programme and more convenient operating hours in clinics Promote access and convenience Two additional clinics with extended by extending operating hours in service hours activated Improvement in perception clinics Two service points converted to fixed of PHC services as Extend satellite mobile points clinics measured by CoJ clinics into full five-day operating Customer Satisfaction 30% Implementation of the developed 3-5 facilities Surveys CAPEX Plan including 2010 priorities On the basis of a PHC audit, % Implementation of completed annual ensure functional integration in PHC training plan (HRD plan) services with provincial health 10% annual increment on PHC clinically facilities, and synchronise referral trained nurses from baseline systems One EMS training session per quarter Undertake a five-year health facilities capital development plan 100% completion of revised PHC facility Ensure adequate staffing in PHC based organograms facilities, and the multi-skilling of One staff satisfaction survey conducted to PHC staff develop interventions to improve staff morale Promote Patients' Rights Charter and Batho Pele principles through 50% Implementation of developed staff ongoing customer-care training recruitment and retention strategy Improve community involvement by 100% regions with functional cost centres facilitating the training and 100% service delivery points with monthly empowerment of community Laboratory control systems structures that liaise with clinics 100% service delivery points with monthly (including traditional healers) pharmaceutical stock control systems Assess waiting times in health Less than 5% drug stock-out in facilities and proactively address customized EDL per region causes wherever possible Not more than 5% shrinkage on Implement a complaints pharmaceuticals at the central pharmacy management system, and the clinics systematically monitor and assess the results, and take remedial Quarterly waiting times’ assessments action where necessary conducted at clinics Promote early identification and 85% of ward health sector representatives referral of people with mental trained illnesses Two information sharing workshops for community structures per annum, including traditional healers
Monthly monitoring of implementation of complaints management system: response time and resolution rate (targets) as per criterion 90% of PHC staff trained in customer-care training % Improvement in Customer Satisfaction levels in PHC facilities as measured by annual survey 20% of clinicians trained in early identification of people with mental illnesses including Alzheimer`s disease % Capacitation of training and research unit
206 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS Improved TB cure rates Tuberculosis Control programme Tuberculosis Control programme across the city Strengthen TB treatment programmes to improve detection, 75% cure rate of New Smear Positive TB reduce treatment interruption rates patients and improve cure rates 8% or less interruption rates Improve case holding through 85% of newly diagnosed (New Smear effective utilisation of Community Positive) placed on treatment Health Workers (CHW) 95% TB patients on Directly Observed Therapy (DOT) 90% of sputum results received within 48 hours (Turn around time) 1 TB awareness programme conducted in each region As measured by a five- Comprehensive and Integrated Health Comprehensive and Integrated Health yearly survey, improved Promotion programme Promotion programme community awareness of health risks, healthy Develop and run a proactive health lifestyle and the availability promotion outreach programme Two health professionals per region of services for chronic from all fixed clinics, especially in trained in health promotion conditions informal settlements and other Substance abuse awareness and vulnerable communities, with education programmes conducted at 3 specific targeted interventions for high & 3 primary schools per region males Establish partnerships and males screened for prostrate gland and inter-sectoral collaboration to testicular cancer per region extend reach and impact of health promotion activities Cervical and breast cancer awareness programmes conducted in each region Intensify health promotion interventions that encourage Awareness programmes on chronic healthy lifestyles, to raise conditions of lifestyles conducted in each awareness around chronic non- region communicable illnesses so as to One support group established and enable early recognition and timely maintained per facility health-seeking behaviour 100% of fixed facilities providing chronic Expand the provision of chronic care care services at all fixed facilities, One awareness programme on mental and effectively communicate the health conducted per region availability of these services Promote mental well-being through integrated and proactive health promotion campaigns
207 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS Five-yearly improvement Children and Youth Health Children and Youth Health programme across a selected set of programme national indicators of child- 100% of ECD centres visited to conduct health (viz, % immunisation Ensure provision of an expanded integrated awareness programmes (with coverage for children under community health outreach Environmental Health) 1 year; % measles programme from all clinics, One EPI awareness programme coverage under 1 year; 0 targeted at ECD facilities identified conducted per region cases of confirmed measles in the annual census, to promote 90% (full) immunisation coverage of and polio; % Vitamin A awareness and education around children under 1 year coverage in children under all child health issues 1 year; and incidence of 90% measles coverage of children under Develop and conduct community severe malnutrition per 1 1 year awareness programmes on the 000 uninsured children need for immunisation in each One awareness programme on under 5 years) region, and ensure the availability prevention of childhood accidents and of an EPI in all areas of the city injuries (including lead poisoning) conducted in each region Develop and conduct community awareness programmes to prevent 100% of severely malnourished children typical childhood health risks, monitored / followed up accidents and injuries 90% Vitamin A coverage in children under Implement growth monitoring of 1 year old children under 5-years for early 85% weighing rate of children under 5 identification of growth faltering years old Review and ensure effective 90% of facilities (with IMCI trained PNs) implementation of the IMC) strategy implementing IMCI strategy Ensure provision of Prevention of 100% provision of PMTCT at fixed clinics Mother to Child Transmission that provide comprehensive ANC (PMTCT) programme at all fixed 100% of fixed clinics (87 clinics) clinics that provide comprehensive conducting PCR testing in children antenatal (ANC) care One additional YFS site established per Establish at least one Youth region Friendly Health Service per region to encourage and facilitate youth access to health care 5-yearly improvement HIV Prevention programme HIV Prevention programme across a selected set of national indicators of Ensure provision of comprehensive 100% fixed facilities providing women’s health service antenatal and postnatal care at all comprehensive ANC in the city provision (viz, % of ANC fixed clinics in the city 90% of ANC patients offered HIV patients tested for HIV; % Provide family planning services at counselling Vitamin A coverage in post all clinics and facilitate referral in partum mothers; % 25% of Vitamin A coverage in post partum order to ensure access to Choice of coverage of cervical cancer mothers Termination of Pregnancy (CTOP) screening; and % 35% contraception coverage in women 15 services contraception coverage) – 45 years (uninsured) Strengthen breast and cervical 5% cervical cancer screening coverage of cancer screening in all clinics, and target group run awareness and education programmes on reproductive, One awareness programme on cervical maternal and women’s health in all cancer and breast self examination in regions each region Ensure promotion and referral to One awareness and education PEP services, including counselling programme on reproductive and maternal in the community health in each region, including postnatal depression Awareness programmes on teenage pregnancy conducted in 3 high & 3 primary schools per region
208 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS Reduce environmental 2010 Soccer World Cup programme 2010 Soccer World Cup programme health risks To ensure that the environmental One educational campaign per region Improve accessibility to and health requirements in terms of the conducted focusing on COJ by-laws and quality of service at primary environment, food control, including legislation health care clinics, and food establishments, and Statutory notices served on 100% of undertake comprehensive accommodation establishments, identified council-owned vacant properties and integrated health are addressed and complied with where illegal dumping regularly takes promotion Improve compliance to place environmental health by-laws and Statutory notices served on 100% of legislation identified non- council owned vacant Upgrade health facilities near properties where illegal dumping regularly stadiums / practice venues and takes place increase staffing for PHC services 100% of butcheries inspected for to operate for extended hours compliance with legislation (as per Implement integrated health database) promotion activities with focus on 95% of identified food premises issued environmental health, and HIV and with certificate of acceptability as per AIDS and STI's R918 Ensure compliance by health Two visits per year conducted at all public facilities to cope with emergencies conveniences and disasters, in collaboration with One public awareness programme EMS and Disaster Management conducted per region on measures to control vectors 100% of identified hotspot sites serviced by vector control personnel One blitz per region focusing on nuisance buildings Two additional clinics with extended service hours One satellite clinic and 2 mobile points operationalized to fixed clinics 30% of identified clinics upgraded and renovated Three peer education programmes implemented in hostels 150 peer educators trained (including traditional healers) Three peer education programmes implemented in informal settlements
Two youth programme implemented 100% of identified hotels with CSW supported as part of the outreach campaign 100% of identified hotels with CSW with at least 1 peer educator One EMS training session per quarter 100 % functional Outbreak Response teams in each region 100% of outbreak response cases investigated and 80% reported within 3 working days
209 Housing Sector Plan
INTRODUCTION AND OVERVIEW
The delivery of a 100 000 housing units is one of the key integrated development planning interventions for the City in this Mayoral term. To date approximately 46% of this delivery target has been achieved. In the first two years of the Mayoral term the focus has been on the identification and planning of new housing projects. The 2009/10 financial year will witness the delivery at scale of housing on large projects such as Lufhereng (Doornkop), Lehae Phase 2, Kanana Park, Kliptown and Princess amongst others.
Many of the housing political priorities for the 2009/10 financial year will remain the same and in line with the strategic objectives of the 5 year Integrated Development Plan. These areas of focus are strongly aligned to the City’s key programmes which are the Inner City, 2010 and the Formalisation and Regularisation of Informal Settlements. In addition it is also interesting to note that the issues that have been raised through the community feedback sessions are also aligned to the priorities and programmes that are reflected in the sector plan. Many of these issues are currently being addressed in the 2008/09 financial year.
Although much has been achieved to date with regard to the IDP programme for the mayoral term significant work and delivery is still required to be able to achieve on the targets that have been identified. Thus 2009/10 financial is considered a crucial year for delivery notwithstanding some of the challenges that have been highlighted in the sector plan.
Strategic objectives
The strategic objectives of Housing are: On a progressive basis, and over the longer term, all residents in inadequate housing to access affordable, safe and decent accommodation; Meet housing needs at all levels of the housing ladder through accelerated facilitation and supply, and effective management, of a diverse range of products for purchase or rental; A fully functional secondary housing / property market in all parts of the city, so that all households can realise economic value from investing in their residential assets; Quality of the City’s existing and future housing stock is enhanced and maintained; and Increased liveability and sustainability of all residential communities, with equitable access to green spaces, social and cultural differences, transportation and economic opportunities, and adoption of green housing practices and technologies.”
POLITICAL PRIORITIES
Many of the programmes that were identified in the City’s 5 year IDP and Housing Sector Plan remain a priority. The following areas continue to be a focus for the City in 2009/10:
Formalisation of informal settlements Together with the department of Development Planning and Urban Management (DPUM) as well as the Gauteng Department of Housing, CoJ Housing will increase its efforts to formalise informal settlements in the City. To this end, feasibility studies on all informal settlements have been undertaken and a programmatic approach to formalisation is currently being finalised.
210 The 180 settlements where feasibilities have been undertaken have been classified into the following categories: Upgrading projects (This comprises 65 settlements and are being implemented either by the City of Johannesburg Housing Department and the Gauteng Province) Relocation projects ( This comprises 16 settlements and are implemented either by the City of Johannesburg Housing Department or the Gauteng Province) Programme linked settlements (This comprises 28 settlements linked to programmes that will formalise housing for beneficiaries over the long time. This will be implemented by both CoJ Housing and the Gauteng Province) Regularisation Projects ( This includes 23 settlements and is managed by the Department of Development Planning and Urban Management) Settlements not linked to any of the aforementioned projects (48 settlements are currently not linked to any project or programme. The key challenge in addressing the development needs of these settlements is accessing and securing additional land).
Rejuvenation of the inner city and older centres The Inner City remains an area of priority for the City. Increased housing delivery for all levels of the housing ladder is required to cater for the demand; however the focus of the City is to ensure that the poor are catered for in the supply market. To date the City has been working with the Province, Social Housing Institutions, private developers, and other stakeholders to increase the scale of delivery as well as deepen the reach of affordability, so that the housing needs of lower income households are addressed.
One component of the Housing Action Plan is to develop temporary accommodation. The purpose of this accommodation is to provide interim shelter for households that are living in unsafe buildings. In the 2007/08 financial year approximately 1400 beds were developed in the Inner City as temporary accommodation.
In addition to temporary accommodation the focus will be on increasing the supply of medium to longer term rental accommodation, such as transitional housing, communal housing, and social housing. Already JOSHCO, the City’s social housing company has been proactive in acquiring buildings and planning the delivery of communal and social housing stock in the City. It is anticipated that 2 buildings will be refurbished in 2008/09 and a further 3 buildings will be completed by 2009/10. In addition some of the problems around the deteriorating inner city buildings will be considered as part of the framework of the Inner City Property Scheme as introduced by the Department of Economic Development.
Delivery of 100 000 units by 2011 As a key area of focus the City is mobilising its resources as well as engaging with other stakeholders to ensure that the delivery of 100 000 housing units in this mayoral term is achieved. The 100 000 units target includes the delivery of 15 000 rental housing units, 30 000 housing units through the Community Builder Programme and the Peoples Housing Process programme, 5 000 units through the redevelopment and conversion of hostels, and 50 000 mixed income housing units. As at the end of the second quarter of the 2008/2009 financial year a total of 46 463 housing units have been developed and facilitated within this programme in the current mayoral term.
The Pennyville project, near New Canada Station showcases some of the components that should be delivered as part of the mixed income housing programme and has set a standard to which all new housing in the City must achieve, reflecting a choice of tenure, typologies, affordability as well as the relevant social and educational facilities. In attempting to improve on the sustainability of these areas the COJ: Housing in consultation with Departments of Economic Development and Community Department, is exploring ways in which economic activities by communities are facilitated so that housing can be used as an economic asset by the residents.
211 Secondary Property Market The implementation of projects under the Neighbourhood Partnership Development Grant Programme, funded by National Treasury will also be a key area of focus in the 2009/10 financial year. The planning and design of the projects would have been completed in the 2008/09 year. Although some implementation is anticipated in 2008/09, majority of the delivery is programmed for the 2009/10 period. The Department of Housing has already structured partnerships with a number of other relevant City Departments, Provincial Departments as well as municipal owned entities to support the roll out of identified projects. By the end of 2009/10 the outcomes of stimulating the secondary property market as well as contributing to sustainable human settlements should become more realisable and evident.
Hostel redevelopment In the City of Johannesburg there are a number of staff and public hostels. In implementing the hostel redevelopment programme the focus of the City is on the redevelopment and conversion of staff hostels, while the Gauteng Department of Housing is addressing the redevelopment and conversion of public hostels.
Development on the following staff hostels are currently being implemented or planned by the City via Joshco: City Deep, Van Beek, Selby, Anthea and Klipspruit hostels. The critical component of the redevelopment is to ensure that these spaces that were previously sterile and unhealthy environments become mixed income rental accommodation and integrated spaces where the previous hostel residents are integrated with the communities.
The focus of the Provincial Government is the redevelopment of the public hostels in the City under the Community Residential Units (CRU) programme introduced by the National Department of Housing. The Province has already commenced with construction on Diepkloof Hostel, Dube Hostel, Meadowlands Hostel and the Orlando Women’s Hostel in the Soweto region. Planning work has been initiated on the hostels in the Inner City including Jeppe, Denver and George Gogh cluster. It is anticipated that during the 2009/10 financial year a minimum of 1600 units in hostels will be redeveloped. The target for the mayoral term is 5000 units and during the first two years of the mayoral term only 480 units were achieved. The extensive injection of funding through the CRU programme however will assist in upscaling the delivery of units under this programme.
Addressing the housing gap The strategic objective of this programme is to “address the housing ladder gap by facilitating private sector delivery of affordable rental and home ownership”. This strategic objective is currently being addressed through the implementation of the mixed income housing programme. The Pennyville project again demonstrates how this is being implemented together with the Private Sector (Diliculu) to provide rental accommodation in the gap market.
The City is facilitating the delivery of housing projects by the private sector so as to ensure that gap market products are available. In this regard the City has determined that the product mix in mixed income housing should include approximately 25% gap housing.
Proficient management of City stock The focus of this mayoral term is on the transfer of the public housing stock from the department to qualifying beneficiaries and to JOSHCO. As of the end of June 2008 three thousand three hundred and fifty units had already been transferred to JOSHCO.
The signing of lease agreements is a critical component of the management of the housing stock. In the 2007/08 financial year the City has focused on ensuring that with all new allocations, lease agreements are signed and where this has not happened in the past these instances are rectified. As at the end of June 2008, 90% of all lease agreements had been signed. The rental collection for this period has also increased to 65% of billed amount.
212 CHALLENGES AND OPPORTUNITIES
In developing new housing and managing current housing stock, a number of challenges arise. If not adequately addressed, these challenges can impact on housing delivery and the housing environment in the City. Some of the challenges include:
Demand for housing exceeding supply Like so many other cities across the world the demand for housing within Johannesburg far exceeds the supply. The existence and growth within informal settlements, over crowding in inner city buildings, back yard shacks, and the number of people that have registered on the previous housing waiting list and more recently the demand database reflect the increased demand for housing.
For many reasons such as capacity constraints, inadequate resources, lack of affordable land, unaffordable products, etc the supply of housing has been impacted. This has resulted in the limited supply of housing by both the private and public sector. In the current mayoral term, as previously articulated the City is targeting the delivery of 100 000 housing units through its own means or through the facilitation of other role players in the sector. Although the 100 000 units will make a significant delivery impact, it is recognised that the demand will still continue to exceed the supply.
Land There are a number of challenges that are experienced with regard to land. These include: Lack of availability of well located land The increased cost of land to undertake housing development Acquiring privately owned land where settlements already exists Limited funding for land acquisition Lengthy procurement processes that impact on the timeframes for acquisition and which in turn has a negative impact on the cost of land
Management of Housing Stock Majority of the housing stock that is owned by the City is very old. Over the years inadequate budgets have been allocated for the maintenance of the housing stock and this has impacted on the quality of the stock. In addition the unwillingness of people to pay for rentals, has also contributed to there being inadequate funding to service and maintain the housing units.
These problems are not limited to the City of Johannesburg and the experiences both nationally and internationally reflect that the management of housing stock by municipalities has been challenging.
As previously indicated some of the challenges are being addressed through the: transfer of stock where possible to individual households; transfer of stock to JOSHCO to manage under the social housing or community residential units programme; and regularisation of tenants and signing of lease agreements.
Managing internal growth within the informal settlements For many new migrants to the City informal settlements are generally the first areas in which they seek accommodation. In the past years although not many new settlements were established the increase in households in existing settlements has been significant.
Whilst it is much easier to identify and prevent new informal settlements from mushrooming, it is much more difficult to observe internal growth immediately when it occurs.
213 Although the City has an approved process to respond to the growth in settlements, the lack of capacity, especially in terms of enforcement compromises the process. In attempting to curb the internal growth, the Housing Department is currently numbering all the shacks in informal settlements, keeping a register of the households and undertaking regular visits and monitoring of the settlements.
Evictions and Court Judgements Addressing the phenomenon of bad buildings in the Inner City requires an increase in the delivery of housing, especially affordable rental accommodation. Through the Inner City Charter process an Inner City Housing Action plan has been developed reflecting the range of housing interventions that must be implemented.
The recent court judgements however are placing the City under increasing pressure to provide temporary or emergency accommodation in terms of the National Housing Programme for Housing in Emergency Circumstances. Even in the case of private evictions the City has to respond with possible emergency housing accommodation.
REVISION TO THE COJ 2006/11 IDP
The Housing Sector Plan in the whole has not fundamentally changed, save for the following amendments:
5-YEAR STRATEGIC 5-YEAR IDP REASON FOR CHANGE OBJECTIVE OBJECTIVE/PROGRAMME Create new housing opportunities Special needs housing programme Create new housing opportunities for people with special needs for people with special needs eg. (aged, child headed households, Disabled persons HIV and AIDS affected/ infected households, street children etc) Currently via National and provincial housing policies disabled persons are the only grouping of people that are able to access housing opportunities under the subsidy scheme
SECTOR RESPONSE TO COMMUNITY ISSUES
In the Regional Summits that were undertaken in 2008, the following issues were raised by communities: the formalisation and upgrading of informal settlements; the need for high density and social housing projects; upgrading and redevelopment of hostels; the maintenance and management of public housing stock; and poorly management and maintained buildings within the Inner City, leading to unsafe housing environments.
SECTOR CONTRIBUTION TO 2010 FIFA WORLD CUP
The following projects reflect how the Housing Department is contributing to 2010.
Diepkloof Hostel Redevelopment The redevelopment of the Diepkloof Hostel is considered a 2010 legacy project, as it is situated at the main entrance to Soweto in close proximity to the FNB stadium, the Soweto Empowerment Zone and the Klipspruit rehabilitation project.
214 An Urban Design Framework has been approved for the hostel redevelopment with emphasis also on the façade of the building. The redevelopment was initiated by the Housing Department of the City however the current redevelopment and conversion of 1 000 units is being implemented by the Gauteng Department of Housing.
International Broadcast Centre Accommodation Project The International Broadcast Centre accommodation facility will see the development of 200 residential units, each consisting of two bed room units, thus accommodating 400 journalists that would be covering the FIFA 2010 World Cup. The City has awarded a contract for the development of 200 flats. 100 of the flats to be developed will be transferred to JOSHCO. Funding from the City together with possible subsidies from Province will be utilised for the development of the 100 units for JOSHCO. The remainder of 100 units will be financed and owned by the selected developer.
215 HOUSING SECTOR PLAN
5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS
Formalise all settlements Informal settlement formalisation Informal settlement formalisation located on state land To date general plans have been 20 settlements have been targeted 50% of informal settlements approved in 51 settlements for general plan approval formalised or upgraded to a Feasibility studies have been Secure ownership or land minimum level of basic completed for 180 informal availability for projects on state and services settlements private land 2000 stands to be fenced Develop a set of interventions Backyard accommodation programme Backyard accommodation programme to improve the quality of backyard accommodation 750 units have been completed as a Support at least 5 small landlords in pilot project in Orlando township areas and new housing 520 units have been completed on projects the Alex Far East Bank project Facilitate the development of 100 Using alternative technology units to be managed by small methods 200 units have been landlords completed in Zola
Structure partnerships with Inner City and older centres residential Inner City and older centres residential stakeholders to promote an upgrade programme upgrade programme inner city and older centres residential accommodation In 2007/08 approximately 4000 programme rental units were developed by Delivery of the 3000 rental units, stakeholders in the Inner City and under the 100 000 units programme older centres will also be facilitated in the inner city and older centres Implement rental housing projects in line with Inner City spatial development framework currently being developed by DPUM Through a hostel upgrading Hostel conversions programme Hostel conversions programme programme that is sensitive to issues of affordability and 1 103 units have been redeveloped 1 600 hostel units will be developed quality living environments or converted in hostels in City Deep, Management and asset upgrade 5000 units Alexandra (M2), Diepkloof, Dube, management programme with Meadowlands, and Orlando Womens GDOH will be completed by June Hostel 2010 Finalise land rights development agreements with Province Create new housing Special Needs Housing programme Special Needs Housing programme opportunities for people with special needs Approximately 246 units for special Implement projects in line with the needs have been developed to date national and provincial policies once An open day for people with finalised( what projects and how disability to be convened during many) March 2009 At least 70 housing units to be developed for disabled persons (average of 10 per region) In partnership with Province Temporary/emergency housing Temporary/emergency housing and other stakeholders, programme programme develop and manage temporary/ emergency housing More than 1400 beds have been Develop and facilitate 500 beds for stock provided for temporary/ emergency temporary accommodation accommodation Through both the City’s own Housing programme Housing programme means and in partnership with other actors and stakeholders, CBP/PHP – 13 572 units developed Develop 10 000 units through deliver 100 000 well-located Rental – 8 916 units developed CBP/PHP and good quality housing units Develop 3 000 rental units over the next five years, which Mixed income – 22 872 units
216 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS includes the delivery of 15 000 developed Deliver 15 000 mixed-income rental housing units, 30 000 housing units housing units through the Community Builder Programme, and 50 000 mixed income housing units Address the housing ladder Housing ladder gaps delivery Housing ladder gaps delivery gap by facilitating private programme programme sector delivery of affordable rental and home ownership Pennyville project currently being Facilitate the implementation of implemented together with ABSA Fleurhof, Kanana Park, Lehae Phase bank to address rental 2 and Lufhereng projects to provide accommodation in the gap market at least 3 000 units for gap housing Complete the transfer of title Secondary Property Market Secondary Property Market deeds and ensure that new title-holders are informed of Secured R109 million in capital Identified projects in Braamfisherville the advantages of their new funding for stimulating the secondary and Vlakfontein eg roads and asset property market stormwater upgrading, construction Feasibility studies completed and of police stations, construction of projects identified for design and MPCC, street lighting, greening, implementation rehabilitation of parks, sports facilities etc will be implemented in partnership with the relevant departments and MEs Promote good management City public housing stock upgrade and City public housing stock upgrade and and maintenance of City transfer programme transfer programme housing stock and associated infrastructure 60% rental collection achieved Achieve 70% rental collection 90% of lease agreements have been Implement the asset management signed and maintenance plan for public 3 350 units have been transferred to housing Joshco Transfer public stock units to JOSHCO in line with the approved transfer programme
Introduce the Sustainable Sustainable Human settlements Sustainable Human settlements Human Settlements approach programme programme to all new housing developments Held workshop with various Construction of 2000 alternative departments and stakeholders to technology housing units communicate research on Implement 3 economic sustainable human settlements empowerment projects in new and Developed operational plans and established housing projects systems for achieving sustainable Implement infrastructure and human settlements in housing community facilities projects in Zola, projects Orlando- New Canada, Social facilities facilitated on housing Braamfisherville and Vlakfontein as projects e.g. Pennyville part of the NDPG programme Support at least 5 small landlords in township areas and new housing projects Facilitate the development of 100 units to be managed by small landlords
217 Infrastructure And Services Sector Plan
INTRODUCTION AND OVERVIEW
The sector’s primary responsibility as envisaged in the GDS is to ensure that the City’s services infrastructure (water, electricity and waste management) is maintained and its capacity is continually improved in order to provide safe, reliable and affordable services to all citizens and stakeholders. To deliver on this mandate, the Infrastructure and Services Department (ISD) has, through coordinated and integrated planning with Municipal Owned Entities (MEs) namely Joburg Water, City Power and Pikitup together with relevant City Departments, translated the vision into measurable objectives and programmes outlined in the five year sector plan, and serve as a service delivery framework for the entire sector. The role of the ISD in this regard, is to provide leadership and guidance in the delivery and implementation of key programmes by MEs towards the realisation of Growth and Development Strategy objectives.
Since the beginning of the term (2006/11), the Sector has progressively realised the objectives it had set out to achieve which focused mainly on improving the socio-economic conditions of the citizens. These areas include the following:
Increasing access to basic services and reduce service delivery backlog Develop Asset Management Plans to address Infrastructure upgrade and maintenance issues which will in turn improve service efficiencies and contribute towards the realisation of City’s Specials programmes i.e 2010, Inner City and EPWP Implement Demand Side Management to effectively conserve water, waste and energy resources and sustain services
Although the unprecedented population growth within the City has affected the roll out and the outcomes of certain programmes, the overall performance so far indicates a fair progression towards the achievements of the five year targets.
Access to water and sanitation as at end December 2008 was at approximately 85 %, whilst approximately 78% of households inclusive of Eskom supplied areas had access to electricity services. All areas within the City are provided with a standard waste management services and efforts to improve the level of cleanliness in those informal settlements with increased levels of waste generation were accelerated. In this regard approximately 61 settlements are provided with a daily cleaning service.
Inline with the approved City Social package, households listed in the indigent list are receiving Free Basic Services. A certain amount of maintenance related Ward priorities identified towards the end of 2007/08 financial year are currently being addressed and would be given priority in 2009/10.
Outages related to network malfunctioning have decreased by 4% from 81 to 78 compared to last financial year’s performance, due to the continuous investment on infrastructure upgrade. Approximately 37 750 megalitres of water with a rand value of R116 million have been saved through the implementation of Operation Gcinamanzi.
To reduce consumption levels of water and electricity, various Demand Side Management (DSM) consumer oriented initiatives were undertaken and these include the installation of prepaid meters, Geyser ripple control, Refurbishment of Gas /Diesel turbines, CFL and solar water heaters. The impact of the above initiatives, can however not be quantified at this stage as implementation is still at its initial phases.
218 To contribute towards the reduction of unemployment the sector created more than 24 000 job opportunities which benefited mainly the youth.
Whilst there has been some progress towards the achievement of set objectives, the following areas remain the Sector’s concerns
Inadequate resources to address both the condition of the City’s aging services infrastructure which continues to deteriorate and carryout key special programmes i.e. 2010 and Inner City Effective delivery of Basic Services inline with Formalisation of informal settlement programme
Since we are nearing the end of the five-year term, to accomplish the above the Sector has refined its strategies and programmes to focus on accelerating delivery through prioritisation. However, it is worth noting that for certain programmes this becomes a challenge particularly for Infrastructure upgrade & maintenance as it requires substantial investment to enhance its condition. Despite its increasing backlog, Capex funding has declined over time, and the indicatives for the 2009/10 FY show a further 17% and 30% decrease for City Power and Joburg Water. This has necessitated a change in approach for the planning period, the Sector will categorise its projects and prioritise implementation of those that are critical to service delivery requirements. Projects that cannot be funded for the 2009/10 will be implemented in the subsequent years subject to minimal disruptions to service delivery
In the delivery of Basic services the sector will continue to engage various and critical stakeholders to the programme and also prioritise community requirements, identified through Community Based Programme. The priorities include the following: Public lighting; Sewer and water upgrade; Electrification; and Recycling services and waste collection and illegal dumping.
The focus of the 2009/10 delivery agenda will generally be on the implementation of programmes that would prioritise communities needs thus ensuring accelerated access to services, increase infrastructure capacity and effective conservation of resources for the realisation of IDP, MDG and National objectives.
CHALLENGES AND OPPORTUNITIES
Basic Services Programme (BSP) The programme seeks to increase access to basic services to all households within the City. The national targets which envisaged water and sanitation provision to all households by 2008 & 2010 have recently been revised by National Department of Water and Forestry (DWAF) to year 2014. The electricity backlog is expected to be eradicated by December 2012.
BSP has four sub-programmes, namely Electrification, Waste, Water & Sanitation services designed around the core business areas. It is implemented in the context of the City’s overarching plan, which intends to formalise informal areas driven by Housing and Planning department. The plan prioritises areas and informs level of service required enabling other City programmes including BSP to initiate the delivery process. The City Community Ward priorities and the outcomes of the Customer Satisfaction surveys also form an integral part of the programme.
According to the 2007 Community Survey released by Statistics South Africa, the City has a total household population of 1 165 014 with more than 25% residing in informal dwellings. The Sector’s focus therefore is to reduce the Service delivery backlogs which are estimated to be growing at 7 % per annum in these informal areas.
219 Water and Sanitation services As at the end December 2008, the City’s water and sanitation coverage stood at approximately 85%. The percentage represents the number of households which have access to LOS 111and or 312. To address the backlog, the sector is providing rudimentary services to the remaining 15% through mobile and stationery water tanks and chemical toilets. The focus, however for the 2009/10 and remainder of the term will be to upgrade these households to a higher level of service inline with informal settlement formalisation and upgrade as well as housing development programme.
The rolling out of water and sanitation services to informal settlements effectively remains one of our most pressing challenges. This is due to a number of factors ranging from constraints posed by densification to settlements established on privately owned land. It is understood that the integrated formalisation plan of these areas will accelerate the delivery and realization of the City’s GDS and IDP targets. The sector is working closely with various City programmes i.e. Formalisation of settlement and Housing upgrades, in order to prioritise water and sanitation delivery in these areas.
Energy services (Electrification) The electricity coverage within the City’s area of jurisdiction (inclusive of Eskom serviced areas) is estimated to be 78%. As at end of December 2008 over 73 000 households had access to electricity through the implementation of the electrification programme. Although considerable progress has been made towards the reduction of the electricity backlog, the slow roll-out of the housing programme and the formalisation process have been a major constraint. The sector continues to provide services in areas which have been formalised.
Waste Management services Although formal and informal areas within the City currently receive a minimum (once a week) level of waste service, there is a general consensus among the stakeholders of the need to improve the quality in certain informal settlements. This is due to the high rate of waste generation in these areas, which result in daily cleaning services being required. . These services will be implemented through a community based cleaning programme, which has been already been rolled out in 61 informal settlements. The plan is to roll out the programme to all informal settlements that have more than 2000 households.
The growth of formal businesses, pedestrian traffic volumes and informal trading has resulted in a substantial increase in waste volumes in the Inner City. In general this has led to unacceptable low levels of cleanliness. Together with the Inner City office, Pikitup is implementing various cleaning initiatives to achieve acceptable levels of cleanliness in identified block precincts.
Formalisation of informal settlements Although the department is confident that many of the targets it has set for next year will be achieved, there remains a genuine concern about the pace at which the identified informal settlements are currently being formalised. The successful implementation of the basic services programme to these previously under-serviced areas (informal settlements) is dependent on the formalisation of informal settlement programme, which is the responsibility of both housing and development planning department. As part of this programme 182 settlements have already been identified and registered. However registration does not confer full legal recognition to these settlements. What is still required is for these settlements to be rezoned in terms of the City's Town Planning Scheme and the Development Facilitation Act (DFA) of 1995. Rezoning will give residents recognition through issuing occupation permits, while using the DFA will consolidate existing rights in land and allow for full ownership of property at a later stage, within the same process. Basically the two regulatory frameworks offer certain tenurial options for residents.
11 Water standpipe within 200meters radius and VIP toilets per household 12 Waterborne sewer system
220 According to studies by housing department, a large proportion of these 182 settlements can be developed "in situ", or where they stand. The studies found that a sizeable number of informal settlements were well situated in geo-technically stable environments. They were also in close proximity to established neighbourhoods and would be easily integrated within these existing communities.
Despite all this, the process of formalising these settlements is moving at a very slow pace with the result that we have been unable to roll out the basic services programme with the speed that is required if we are to achieve the national targets.
Demand Side Management Programme Energy
The shortage of electricity as evidenced by the consistent outages and load shedding in the beginning of this year has had an impact on how the Sector delivers electricity services to users within the City. In this regard, the department together with City Power has developed a demand side management programme which will assist in minimising the consumption of electricity and ultimately with the availability of electricity supply in the country.
Water South Africa falls under the category of countries amongst the world’s top 30, which are defined as water – scarce. It is further predicted that if the current consumer habits persist the country will become water stressed by 2025. Gauteng province will however experience water shortage by 2015. To prevent this situation, the sector will continue to implement demand side management programmes, which includes education and awareness campaigns, reducing water losses through the installation of pre-paid meter, refurbishing / rehabilitating infrastructure and removal of wasteful devices.
Waste On an annual basis, the City manages approximately 1.4 million tons of waste, which is deposited at four landfill sites. The substantial increase (10-14% per annum) in waste volumes has resulted in an accelerated reduction of landfill airspace. Various DSM initiatives such as waste re-use, recycling and minimization programmes are already at different stages of implementation. The department together with Pikitup will be introducing a waste treatment technology project, which will assist the City to meet the Polokwane Declaration of diverting waste from landfill by at least 70% by 2022.
Infrastructure Upgrade and Maintenance Programme
For the 2009/10 the sector will prioritise the implementation of infrastructure projects which will ensure successful delivery of the 2010 SWC, BRT, Inner City and other critical City projects. Operational plans are currently being developed in order to establish areas which require intervention and minimise the level of service interruption.
REVISION TO THE COJ 2006/11 IDP
The objectives and programmes highlighted in the 2008/09 sector plan have not been revised.
INITIATIVES TOWARDS MEETING THE GDS PRINCIPLES
Most programmes that the Sector implements would contribute towards the social upliftment of the poor within the City, job creation and ensuring sustainability of services. The alignment between these programmes and GDS principles is outlined below.
Proactive Absorption of the poor
221 Basic services Programme: According the latest data provided by the Planning Department, the City has an estimated total of 220 000 households in the informal areas and the implementation of this programme will facilitate access to basic services in these areas and by the poor in general in line with GDS and national government targets. For the 2009/10 financial year, informal settlement will be provided with access to basic services through Thonifho and Electrification programme.
Sustainability and environmental justice Demand Side Management programme: The implementation of programmes such as landfill gas to energy project, waste minimization projects, use of alternative sources of energy and approaches to minimize/optimize the use of electricity, will contribute to the achievement of the above strategic principles. The waste projects will minimise the negative impact on the environment as a result of waste management operations and energy projects will contribute towards the minimization of the use of scarce resources through the implementation of demand side management programme.
Balanced and shared growth The implementation of DSM projects will necessitate direct capital investment in the City, which will result in economic growth and job creation. INFRASTRUCTURE AND SERVICES SECTOR PLAN
5-YEAR STRATEGIC OBJECTIVES IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA ACHIEVEMENTS Extend access to basic services to all Implementation of Electrification Implementation of Electrification households Programme to 95% of formalised Programme to 95% of formalised households13 by 2011 households15 by 2011
Out of a total of 1 169 048 To extend the service to 90% of households, 78 %14 have access prioritised households to electricity services Provide street lighting to 95% of Provide street lighting to 95% of formal areas which include formal areas which include proclaimed informal settlements proclaimed informal settlements
62% coverage in formal areas To provide street lighting to 65% and 12% in informal areas has of formal areas including been achieved proclaimed informal and prioritised high crime areas
Implementation of waste collection Implementation of waste collection optimisation plan to ensure waste optimisation plan to ensure waste collection in all areas collection in all areas
Collection of waste once a week Provide daily cleaning to informal in all areas has been achieved, settlements with more than 1000 and quality and service standard households and provide has improved in most areas appropriate receptacles in targeted informal settlements Rollout 240l bins to formalised areas and underground receptacles in targeted areas
13 The electricity coverage here excludes Eskom serviced areas 14 The electricity coverage includes Eskom serviced areas 15 The electricity coverage here excludes Eskom serviced areas
222 5-YEAR STRATEGIC OBJECTIVES IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA ACHIEVEMENTS Improve cleanliness levels in the Improve cleanliness levels in the Inner City and street cleaning in all Inner City and street cleaning in all areas areas
Cleanliness levels within the City Maintain Inner City level 2 have improved cleanliness and extend the street cleaning service citywide Facilitate enforcement of by-laws Eradicate 100 illegal dumping spots Improve waste service delivery Improve waste service delivery standards in prioritised informal standards in prioritised informal areas areas
As of end December 2008, 61 Establish new depots in Orange Informal areas were provided Farm, Haylon Hill with a daily cleaning service Complete RCR collection by 17h00 and provide 100% coverage Implement community education and awareness campaigns Installation of water standpipes and Installation of water standpipes and the construction of VIPs to cover all the construction of VIPs to cover all households by 2011 households by 2011
85% of households have access Extend water services to 90% of to water and sanitation services households prioritised by Housing through formalisation of informal settlements programme
Allocation of Free Basic water , Allocation of Free Basic water , electricity electricity
All households registered in the Continue with FBW of 10kl plus City’s indigent list are provided 4kl to indigent with Free Basic Water, electricity Continue with FBE from 50 to 100 and waste (FBE & FBW) kWh per household and reduce FBE threshold from 802 to 500 kWh Provide free waste collection services for households with property value below the threshold of R150 000
223 5-YEAR STRATEGIC OBJECTIVES IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA ACHIEVEMENTS Upgrade infrastructure and reduce Design and implement long-term Design and implement long-term maintenance backlog to meet asset management strategy and asset management strategy and capacity requirements plan for waste, water and energy plan for waste, water and energy
Reduce electricity outages by Priority will be given to 50% in year 2010(bulk, medium infrastructure projects that will and low voltage) ensure delivery of City’s special programmes ie. 2010, Inner City , A total of R 117 million has been BRT invested on infrastructure Implement Asset management upgrade, refurbishment and plans maintenance Accelerate implementation of infrastructure refurbishment programmes Implement 3 landfill airspace optimization projects Integrate and maintain weighbridge system to SAP Design and implement alternative fleet models for yellow plant and operations Design and implement maintenance system for underground bins, composting plant, incinerator, depot and garden sites infrastructure
Reduce electricity outages by 50% Reduce electricity outages by 50% in year 2010(bulk, medium and low in year 2010(bulk, medium and low voltage) voltage)
Reduce network related bulk outages from 78 – 76 Reduce unaccounted for and non- Implement infrastructure Implement infrastructure revenue electricity and water losses refurbishment programme refurbishment programme and install pre-paid meters to and install pre-paid meters to reduce losses to 25% by 2011 for reduce losses to 25% by 2011 for water and from 3 to 1% by 2011 for water and from 3 to 1% by 2011 for energy energy
The amount of unaccounted for Implement a policy to reduce water losses was 33.6% and 3 % losses for energy Resume implementation of OGA and removal of illegal electricity connections and reduce losses to 25% for water
Implement DSM programmes and Develop and implement Develop and implement innovative technologies comprehensive demand side comprehensive demand side management programmes for management programmes for waste, water and energy services waste, water and energy services
Undertake a coherent and Continue with the implementation comprehensive research of all identified and funded DSM programme to provide accurate programmes information on users Commissioning and monitoring consumption needs and the implementation of the Landfill behaviours, especially among the Gas to Energy (LFG) project
224 5-YEAR STRATEGIC OBJECTIVES IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA ACHIEVEMENTS poor Implement at least five innovative new technologies in service delivery
Various DSM initiatives are currently being implemented by MEs. The projects include the following:
Waste Services composting facility, Garden sites, Material recycling facilities and rubble crushing plant Water: Installation of pre-paid meters in all new developments initiated by Housing Department and implementation of OGA Energy: Geyser control, Appointment of ESCOs for CFL replacement, Rueven site - electronic ballast, lighting management and replacement fittings Establish RED 4 Participate in activities that lead up Participate in activities that lead up to the establishment of RED 4 to the establishment of RED 4
The process of establishing RED Conduct a due diligence (sale of 4 has commenced and should be assets) on City Power business substantially complete by June and implement the Municipal 2009 Systems Act Section 78 process Minimise waste to landfill to inline Reduce, re-use and recycle at least Reduce, re-use and recycle at least with the Polokwane Declaration 15% waste by 2010 15% waste by 2010
50% green waste diverted to 50% green waste diverted to compost facilities by 2010 compost facilities by 2010
Develop and implement strategy to Develop and implement strategy to increase landfill capacity increase landfill capacity
About 38 756 tons has been Implement waste reduction and diverted away from landfill treatment project through recycling and Develop legislation that will composting activities enable minimization of waste generation Process 7% green waste and divert 10% dry waste to MRFs and private landfills Implement Builders rubble plant at Marie Louise and Goudkoppies Continue with the implement project waste separation at source Establish of two garden sites and a composting plant at permitted sites Develop landfill strategy
Improve waste management services Implement turn-around strategy for Implement turn-around strategy for business improvement through business improvement through cost cost management, revenue management, revenue generation generation by 2007 and improved by 2007 and improved service service delivery delivery
225 5-YEAR STRATEGIC OBJECTIVES IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA ACHIEVEMENTS Waste management turnaround Continued implementation of the strategy has been developed and turnaround of the waste management significant gains have been service which includes: realised on improving operational Activity Based Costing to reflect efficiencies the true costs of providing a service Business Process Reengineering and process documentation Performance management system to track corporate and individual performance Tariff and funding model for budgeting Human resource development to improve HR productivity through various initiatives Development of new and delisted cells Policy development and by-law Formulate policies and by-laws that Formulate policies and by-laws that review will facilitate effective service will facilitate effective service delivery delivery
The draft policy on energy DSM is Formulate and implement policy currently being developed on conventional and pre-paid meters for water and electricity Development of DSM policy and by-law on electricity and draft a by-law Formulate policies and by-laws that will facilitate effective service delivery & separation at source Service delivery monitoring and Introduce and maintain quality Introduce and maintain quality evaluation service monitoring system for at service monitoring system for at least three years that can inform least three years that can inform regular stakeholder engagement regular stakeholder engagement
Frequent service delivery Develop and implement a service inspections are conducted as delivery monitoring system means to improve and address the customer perception survey outcomes
226 Legislature Sector Plan
INTRODUCTION AND OVERVIEW
Local Government has a responsibility to actively promote and facilitate “Participatory Democracy”. The Constitution of the Republic of South Africa defines the role of local government in Section 152, Act 108 of 1996, as the custodian of “democratic and accountable government for local communities”.
The development of the “Johannesburg Model” as an integral part of developing participatory democracy within South Africa places significant responsibilities on the Legislature, Office of the Speaker and specific Legislative Departments to ensure that there is a clear model for other Councils that is realistically replicable in different environments, cost effective and easily understood and implemented. The implementation of clearly defined “participatory democracy” and the associated separation of powers, if successful, will inform legislative changes and will be replicated in other Councils in South Africa.
There is a very clear constitutional requirement to facilitate and actively encourage the involvement of communities and community based organisations in the planning and service delivery which is within the scope of the constitutional responsibilities of local government, as well as participation in implementation, where possible and appropriate, and oversight and scrutiny of service delivery and the targets set in the existing plans, in general, but specifically ward based planning and the Integrated Development Plan.
But community participation is not simply a matter of compliance with the legislation’s minimum requirements, participatory democracy is also informed by manifesto commitments, and the recognition that appropriate sustainable service delivery requires close cooperation by communities with elected representatives, and Councillors and the electorate experience participatory democracy that is ongoing and sustainable. This requires that Councillors work closely with the communities they represent and that there is effective oversight and scrutiny of both the Executive and the Administration to assist in the attainment of the City’s strategic agenda.
Effective engagement and the creation of “participatory opportunities” and the encouragement of their effective utilisation requires careful consideration of the minimum legal requirements for consultation and where possible their extension to ensure time frames that are not only realist from an Executive and Administrative point of view but also the needs of Communities, this is a focal point of this years work, building on the developments of the financial year 2008/09.
The “legislature” of the City of Johannesburg Metropolitan Municipality, by resolution of Council, has developed long term strategic objectives for this term of office, 2006 to 2011, to facilitate the separation of powers between the Legislature and the Executive, Executive Mayor and Members of the Mayoral Committee and the Administration, who are responsible for service delivery. 2009/10 is the final year for the implementation of new activities in this term of office and the “bedding down” of existing activities, as the final year, 2010/11, will be required for full operationalisation of all successful pilots. The 5-year strategic objectives of the Legislature, set out in its Strategic Plan are as follows (as per Sector Plan). The strategic objectives were critically evaluated in the financial year 2008/09 and significant changes were made.
Ensure that the local democratic process is recognised as legitimate by the communities of Johannesburg through their ongoing participation;
227 Build a viable and sustainable participatory process through the development of a citizenship culture and the capacitation of role players to participate effectively; Build an effective, efficient co-operative and transparent institution in order to fast track the implementation of the City’s Strategic Agenda; Ensure the accountability of government through effective oversight and scrutiny; Transform the government model to incorporate best practices with respect to separation of powers, public participation, accountability and transparency and protocol; and Strengthen the capability of the Office of the Speaker and its staff to deliver exceptional value to their internal and external customers.
The function and activities of Stakeholder Relationship Management include:
Community Dialogue, including ward based planning; Petitions and assisting in the development of a responsive Administration to the articulated needs of Community; Communications and Media Management for the Legislature; Civic Education; Citizenship for all communities and internally; Student Councils; Ceremonial and Protocol activities for the Legislature in general and the Private Office of the Speaker in particular; and Support for Ward Councillors in term of their responsibilities to their constituencies.
The functions of Strategic Support include:
Implementation Approach Formalises the identified areas that require immediate action as a project/programme that will adopt a transformational approach, together with an educative & participative change management approach; Management by project with a dedicated team to ensure governance, delivery against agreed timelines and reporting of progress and/or risks and issues; Management of resources from within Strategic Support and City of Johannesburg to ensure alignment and effectiveness as well as a skilled consultant to manage the overall administration of the local legislature; and Ensure integrated change management strategies that include stakeholder management, leadership involvement and communication.
Critical Success Factors for this approach The day-to-day operational work be separated from project work; Resources must be allocated to the project so that there will be sufficient focus on the task at hand; OOS members to be trained up to ensure a culture of delivery; Leadership commitment through sufficient Project Sponsoring; and The department has a specific identity, to maintain a high level of awareness among stakeholders.
Between 2006 and the present day the CoJ has initiated reforms aimed at the enhancement of participatory democracy through the development of participatory opportunities and democratic accountability, which seek to realise the following objectives:
Strengthen the role of the Council and Councillors, and enhance Council and the role of its Committees in the ongoing oversight and scrutiny of the Executive and Administration, with progressively increased participation by communities, organisation and individuals, to assist in the attainment of the City’s strategic agenda;
228 Ensure effective participation by communities and individuals in policy development, implementation and critical evaluation of the performance of the Administration; Ensure more meaningful debates on local issues within committees that affect the citizens and communities of the City of Johannesburg and the progressive development of plans that are clear, concise and meaningful to communities to facilitate effective engagement; Creating opportunities within Council meetings for critical, constructive debate that is relevant and meaningful to the constituencies that Councillors serve; and Progressively enhance and institutionalise sound governance and the Culture of Citizenship within all aspects of governance.
With respect to the Department of Stakeholder Relationship Management, the key features of the new governance model include the following:
Participatory democracy and participatory opportunities within the separation of powers between the executive and legislative functions of local government, with a view to strengthening the executive’s capacity for effective implementation of the strategic agenda and efficient service delivery, while at the same time strengthening the legislative and oversight role of Councillors, Council and Committees of Council and their ongoing engagement with communities, organisations and individuals; Strengthening the Council’s oversight role through the effective engagement by non- executive Portfolio and Standing Committees (“section 79 committees”), with the diverse communities and interested parties in Johannesburg, and where appropriate defined external persons or organisations ; Progressively increase the capacity and scope and scale of the activities of the Petitions and Public Participation Committee to evaluate the development of participatory democracy in Johannesburg, responsiveness of the administration to the identified and articulated needs of communities through the all needs and planning processes, including petitions, community based planning and other forms of participatory democratic engagement with communities, community based organisations and special interest organisations; The progressive development of effective two way ongoing communication with communities and associated civic education to enhance and increase participatory opportunities; and The development of a culture of citizenship within identified stakeholders and communities.
CHALLENGES AND OPPORTUNITIES
As previously stated in the “Governance Section” of the 2008/9 amendments to the Integrated Development Plan (2006 to 2011), change is always a challenge and the “Johannesburg Model” seeks to ensure there is increased accountability and responsiveness of the Administration and Executive to the elected representatives of Communities, within the Strategic Agenda as resolved by Council.
The objective is to not only ensure compliance with the requirements of the Constitution and existing legislation, which clearly articulates the need for participatory democracy and community involvement in governance, as well as manifesto commitments; but to ensure that the developed model informs improved legislation and the practical implementation of participatory democracy within Johannesburg and as a realistic replicatable model for use by other Councils, within a progressively aligned legislative framework.
The Johannesburg Model is not simply a pilot for local government as it is critical that there is awareness of the interrelationship of policy development, and service delivery between and within different spheres of Government.
However, the final development of the model faces genuine challenges given the differences within provincial and national legislation and the constitutional detail and attention to these two
229 spheres of government compared to that of the local government sphere. This cannot be resolved without changes to legislation.
The comparative constraints of local government legislation compared to other spheres of government has regrettably negatively impacted on the effectiveness of the pilot with respect to the separation of powers between the legislature and administration, and to a lesser degree between the legislature and executive, and the associated progressive development of oversight and scrutiny by the legislature, it is believed that what should have been a “creative tension’ has been partially resolved in 2008/9 and that legislative amendments will ensure a legislative framework that facilitates finalisation of the pilot and its replication.
INITIATIVES TOWARDS MEETING THE GDS PRINCIPLES
The vision contained in the Growth and Development Strategy (GDS) are long-term, City-wide and outcome-based. They have specific relevance to the changing role of the Legislature with specific reference to the development of sustainable “good governance”, through “innovative governance solutions”. However, improvements in the oversight and scrutiny through the new Portfolio and Standing Committees are also an important development in ensuring that the “vision statement”, what City we would like to see in the year 2030, and the “strategic agenda” of the City are attained.
Therefore, the focus of the “Johannesburg Model” on the building supportive critical oversight and scrutiny as an integral part of the institutional design will facilitate the strategic agenda, which is wider than the development of “good governance”. The “Johannesburg Model” is an important feature of the attainment of the long term strategic objectives within each of the 12 sector areas, as defined within this IDP revision. Each service delivery sector, and the responsible Executive Mayoral Committee Member cluster are vertically aligned to the scope of responsibility and the terms of reference of individual Portfolio Committee.
The question of “sustainability” is a critical underpinning factor of the GDS, in terms of the “Johannesburg Model” sustainability is not limited to Johannesburg, but the development within the innovative phase 2006 to 2010 of a clear replicatable best practice design that can be utilised by local government within South Africa in the new 2011 to 216 team of office.
The GDS requirement of sustainable indicators, which are clearly those of the City and show City wide performance, and not simply a top down articulation of the City manager’s performance indicators, has previously been identified as a challenge by the Auditor General. The ability of the Portfolio Committees to critically evaluate the quality and alignment of policy development to the intentions of the GDS, with the quarterly evaluation of performance against the stated targets within the IDP is an important dimension in assisting the Mayoral Committee Members to attain their specific stated outcomes.
SECTOR RESPONSE TO COMMUNITY ISSUES
The development of the identification of ward priorities has been driven by Councillors and Ward Committee members with the communities they represent. The Office of the Speaker is responsible for the coordination of community participation engagements within the City. This was initiated in 2007/08 with the focus on “ward priorities” and the roll out of ward based planning in 2008/09.
In the early part of this term of office Communities and Councillors had correctly critically commented on their inability to easily engage in participatory opportunities, identify local delivery targets within the Integrated Development Plans of the City, and in materials developed by the Administration on behalf of the Executive.
230 This articulation of the relationship between the City and communities also impacts on Councillors own relationships with constituencies, organised sections of communities, and ward committee members, and has been seen as a significant questioning to the legitimacy of the “Government” in general, given the closeness of local government to communities, and the Council in particular. This was and remains a threat as it raises significant questions within communities about the commitment of government to participatory democracy and negatively impacts on the potential involvement of communities in participatory opportunities in all their forms. It also created a self fulfilling prophecy, with lower identified active community ownership of community resources, and their involvement in specific aspects of service delivery within communities, as well as limiting the ability of communities to critically evaluate performance and delivery, against clearly defined targets within their local communities.
In addition Councillors have believed that there has been a relative lack of responsiveness by the administration to previously identified needs, which has lead to unnecessary tensions within communities. Councillors have also identified the lack of the provision of quality ongoing information on their wards as an activity that could be significantly improved and facilitate local planning.
In 2007/08, for the first time, the Integrated Development plan had a section on ward priorities and this was extended in 2008/09 with the development of “Ward Based Plans” for the majority of the 109 Wards in the City and their full implementation and integration into Department and Municipal Entities business plans for delivery in the financial year 2009/10 and in defined forthcoming years.
The progressive increase in the rate of roll out of local projects, and planning processes that are ward specific within each sector, requires the active participation of Councillors, Ward Committees and Communities, with the support of Provincial Community Development Workers and project specific Community Liaison Officers. The Office of the Speaker plays a coordinating role in ensuring there is alignment between and within community initiatives.
The Office of the Speaker is also responsible for the development of appropriate civic education programmes for communities, which are directly linked to the development of a culture of citizenship, awareness of rights and responsibilities, and the interrelationship of these activities with community participation, and the annual planning and implementation cycle.
SECTOR CONTRIBUTION TO 2010 FIFA WORLD CUP
The contribution made by the legislative arm of council is focused on assisting the local regulatory framework of by laws governing the 2010 to be streamlined and passed through council. This is done through public participation and hearings on how communities input and influence the drafting of such by laws. Furthermore the legislative arm of council exercises oversight and scrutiny on all aspects of governance of the City including 2010 FIFA Soccer world cup project.
PROGRAMMES PLANNED FOR 2009/10
IDP Programmes as per Departmental Objectives Delivery agenda/Detail
Ensure that communities are mobilised to participate and Completion of replicable public participation model for local engage in collective action with the City towards the government and national conference on participatory achievements of its goals and initiatives I.e. MRM, Anti- democracy to launch the said model: corruption, etc 1 Community mobilisation strategy document Approved community mobilisation plan Implemented community mobilisation programmes
231 IDP Programmes as per Departmental Objectives Delivery agenda/Detail
Ensure that communities experience that their voice is Evaluate scope and scale of stakeholder data against heard and heeded by Council and Government representatively targets and make recommendations on priorities 20011-2016 in terms of community participatory opportunities : annual publication and circulation of public participation framework Ensure that the legislature of the City is regarded as the Evaluate local government protocols and develop a manual benchmark in Local Government model development for use by local sphere of government: approved community feedback and dialogued component report published
Ensure an effective and efficient Legislative process Ensure that ward communities and councillors by evaluation resulting in efficient and aligned policy development and of project equity and decentralise: implementation approved councillor performance evaluation system
Ensure that the Legislative arm of Council and its role Develop proposals for improvements in the legal framework players are fully capacitated to ensure their effective and of councillors code of conduct to ensure high ethical qualitative participation in the legal legislative process standards aligned with citizenship culture: recorded community and councillor input agenda and information system Ensure an effective and efficient corporate systems to Develop and make recommendation for legislative changes enable accelerated delivery by the office and model policy of law making, oversight and scrutiny including sanding orders to enhance participatory democracy and management of annual cycles: approved legislative amendments and strategy , results published and circulated Ensure that the Legislative arm of Council and its role Implement at least 10 legacy programme that enhance the players are fully capacitated to ensure their effective and Johannesburg model: qualitative participation in the legal legislative process degree of compliance to code of conduct, published and circulated results Ensure an effective and efficient Legislative process Implement transparency framework guided by A Act and resulting in efficient and aligned policy development and PAIA: implementation results of circulated and published transparency information Ensure an effective and efficient Legislative process Undertake overseas study tours by committees of council resulting in efficient and aligned policy development and Implement transparency framework guided by A Act and implementation PAIA : evaluated framework results implemented and approved Ensure the accountability and transparency of the executive Publish and circulate best practice oversight, scrutiny to and by the Legislative arm of Council systems: evaluated best practice framework results implemented and approved Ensure the accountability and transparency of the executive Develop section 79 committee business plan: to and by the Legislative arm of Council report on benchmarks on oversight and scrutiny Ensure the accountability and transparency of the executive Conduct IDP Review and Budget Analysis: to and by the Legislative arm of Council developed terms of reference for CFFG Ensure that the legislature of the City is regarded as the Evaluate programmes performance of committees: benchmark in Local Government model development updated reported on protocol framework and improved baseline target
Ensure an effective and efficient corporate systems to Implement tracking system of council and committee enable accelerated delivery by the office resolutions: number of petitions and council resolutions published
Build a culture of high performance in the Office through the Undertake Research Seminar series: institutionalisation of the Batho Pele and Citizenship results of evaluated oversight and scrutiny framework principles
232 IDP Programmes as per Departmental Objectives Delivery agenda/Detail
Ensure that communities are mobilised to participate and Oversight of annual report of the City: engage in collective action with the City towards the oversight report analysis achievements of its goals and initiatives I.e MRM, Anti- corruption, etc Ensure that the Legislative arm of Council and its role Establish a Batho Pele principle forum and appoint players are fully capacitated to ensure their effective and champions: qualitative participation in the legal legislative process appointed Batho Pele champions and principles displayed at service points Ensure an effective and efficient Legislative process Build a culture of high performance and citizenship through resulting in efficient and aligned policy development and customer focus service charter and appoint champions: implementation approved and signed scorecards signed and approved performance agreements and quarterly evaluation framework of senior staff
Ensure an effective and efficient corporate systems to Ensure budget and business plan adequately reflect need of enable accelerated delivery by the office OOS: approved annual business plan and budget
Ensure an environment conducive to high performance Development of well resourced and supported human capital: approved service charter ad quality assurance system implemented Build a culture of high performance in the Office through the Undertake a safe working environment and compliance institutionalisation of the Batho Pele and Citizenship audit: principles compliance audit report Development, evaluation and enhancement of the Document the replicability of the model and proposed Johannesburg Government Model and supporting legislative changes to effect oversight and scrutiny: Legislative Framework research and publications of the model with concrete proposed legislation changes
233 LEGISLATURE SECTOR PLAN
5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS
To ensure that the local Ensure that communities are mobilised to Critically evaluate participation democratic process (LDP) is participate and engage in collective action opportunities and engagement recognised as legitimate by with the city towards the achievement of it between 2006 and 2009 the communities of goals and initiatives i.e. Izimbizos, MRM, Completion of a replicatable public Johannesburg through their Anti-Corruption etc. participation model for local ongoing participation government and national conference Brand and Communications Strategy on participatory democracy to launch including Community Mobilisation said model Strategy Programme and Plans Re-evaluation of the CoJ annual cycle implemented and evaluated against and local and legislative requirements the targets in said strategy for public consultations. Complete recommendations on legislative changes to deepen participatory Ensure that communities experience that democracy their voice is heard and heeded by Council and Government Evaluate the scope and scale of stakeholder data against representivity targets and make Participatory Democracy “Community recommendations on priorities for Dialogue” Strategy implemented 2011-2016 in terms of community against the representivity index and participatory opportunities evaluated against the targets in said strategy Completion of the Communication targets for 2009/10 as defined within Participation framework dialogue and the Communication Strategy of feedback component implemented. Council, critical evaluation of said strategy and development of generic model local government communication strategy for replication Build an effective, efficient Implementation of an electronic co-operative and transparent correspondence and archiving system institution in order to fast which facilitates transparency and track the implementation of Accessibility Framework is aligned the City’s Strategic Agenda with Promotion of Access to Information Act 2 of 2002 and the Ensure an effective and National Archives Act 1996 efficient Legislative Process resulting in efficient and aligned policy development and implementation
Ensure the transparency and the accessibility of information Ensure the accountability of Oversight & Scrutiny Framework Review the Implementation of vertical Government through implemented that informs and is and horizontal oversight and scrutiny effective oversight and vertically aligned with Oversight and by Portfolio Committees and set up scrutiny Scrutiny Legislation and Initiatives of model for replication other spheres of Government through Evaluation of critical friend focus Ensure the accountability joint portfolio committees and groups and recommendations for the and transparency of the stakeholder workshops future Executive to and by the Critical Friend Focus Groups for Legislative arm of Council media, public participation and citizenship, Terms of Reference and Enable the accountability Targets established and at least 3 and transparency of the meeting per group held Legislature to and by the public Transform the government Local Government Protocol Evaluation of local government model to incorporate best guidelines developed and published protocols and the development of practices with respect to in line with National Protocol review manual for use by local government separation of powers, public Corporate Identity for the Legislature Make recommendations for legislative participation, accountability completed and implemented for all changes and model and transparency and
234 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS protocol aspects of the legislatures work policy/bylaws/standing orders for the All local government legal enhancement of participatory Ensure that the Legislature participatory requirements reviewed democracy by extending participatory of the COJ is regarded as and local requirements developed opportunities through the the benchmark in Local and implemented that enhance management of the annual cycle Government Model participatory democracy plans development Johannesburg Government Model annual review undertaken, changes Ensure an inclusive and co- implemented, historical record kept operative approach to the and packaged for critical evaluation development of the Johannesburg Government Model to facilitate the ease of adoption
Development, evaluation and enhancement of the Johannesburg Government Model & supporting Legislative Framework Strengthen the capability of Conduct Needs Analysis Survey Establish and implement reviewed the Office of the Speaker and (implementation recommendation – organizational structure its staff to deliver exceptional combine with wellness needs analysis) Implement Human Resources Sub value to their internal and Directorate external customers Establish a Finance sub Directorate Establish Legal Sub Directorate Ensure Councillor Affairs and Support Services is optimally functional Allocate the financial and procurement requirements for existing/new positions
Ensure an environment Identify potential Learning Programmes Identify planned projects in IDP and conducive to high (ideally at NQF level 5) Business plan and implementation performance (quality of work plan drawn out life within a safe physical Seek agreement on a budget costing environment) model Implement the OOS budget process plan Inform and Train employees Identify information and records that are to be handed over from Corporate and Shared Services
235 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS
Develop and Nurture Human Conduct Skills Gap Analysis (includes Undertake High Level Design of Capital at all levels within the budget training) programme - Aspects will include: office Financial literacy & management Design Programme Balanced lifestyle Build a culture of high Health topics performance in the office Roll Out Training (incl. all administration) Computer Skills through the Conduct impact assessment on the institutionalisation of the current wellness centre and identify Batho Pele and Citizenship elements that can be leveraged on, principles and address the gaps appropriately
236 Public Safety Sector Plan
INTRODUCTION AND OVERVIEW
The vision of the Public Safety Sector is to build a city where life property and lifestyles are safe and secure so that the residents and businesses can live and operate free from crime, threats to public safety, personal emergencies and disasters. In an effort to ensure that the sector is still on the right course with regard to the achievement of this vision the Public Safety Sector plan was reviewed not only to assess the progress made but also to close the gaps that may have existed in the path to the achievement of the Vision. Largely the sector plan is aligned and seeks to achieve the ideals and strategic principles of the City’s Growth and Development Strategy, the Mayoral Priorities as well as the other feeding documents like the City Safety Strategy.
The review of this plan further takes into account the alignment issues with regard to other departments in the city, its entities as well as Provincial and other National Priorities relating to the core business of the sector. The other input that has been taken into account is the community inputs and feedback given on various instances and engagements.
The Johannesburg Metropolitan Police Department (JMPD) and the Emergency Management Services (EMS) are jointly responsible for rendering safety services to the people of Johannesburg.
Johannesburg Metropolitan Police Department (JMPD) The core services of the Johannesburg Metropolitan Police Department (JMPD) is defined on the basis of its legislated mandate and encompasses the following programs
Crime prevention The overall objective of the crime prevention program is to reduce crime and violence in Johannesburg by leveraging visible policing and technology, and addressing the underlying causes of crimes as well as the needs of vulnerable groups, such as women and children.
By-law enforcement The overall objective of By-law enforcement program is to address the urban decay, crime and grime, by enforcing City By-laws and leveraging visible policing and technology
Road traffic management The overall objective of Road Traffic Management program is to reduce road and pedestrian fatalities and to create greater compliance to road traffic regulations and road safety practices by enforcing road traffic regulations and leveraging visible policing and technology.
Emergency Management Services (EMS) The core business of Emergency Management Services (EMS) is to save lives and property through pro-active interventions, and prevention programmes, as a way to mitigate the costs of risk coverage for the City’s inhabitants whilst at the same time continually enhancing our ability to render a fast, reliable and highly skilled response to any kind of emergency situation (reactive).
Proactive Fire Safety: This directorate focuses on BY-LAW enforcement, Code Application, Flammable Liquids and Events Management.
237 Disaster Management: The directorate focuses Disaster Planning, Mitigation & Recovery, and Public Information, Education and Relations (Pier) and BESAFE centres.
Reactive (operations) Emergency Medical response; Fire Fighting; Command and Control Centre; and Search and Rescue, Hazmat and Diving Unit.
In fulfilling the above mandates, both departments are required to perform its functions in accordance with certain prescribed acts, regulations and by-laws, which guide and inform strategies, policies, procedures and practices. These obligations largely define the nature in which the departments need to conduct its business. The following are some of the key pieces of legislation that govern the core functions of the Public Safety sector.
Criminal Procedure Amendment Act [No. 42 of 2003] Disaster Management Act of 2002 Gauteng Ambulance Act, 2002 National Prosecuting Authority Amendment Act [No. 61 of 2000] National Road Traffic Amendment Act [No. 21 of 1999] White Paper on Safety and Security, 1998 Prevention of Organised Crime Act [No. 121 of 1998] Gauteng City Improvement Districts Act 12 of 1997 The Constitution of the Republic of South Africa, 1996 National Crime Prevention Strategy, 1996 South African Police Service Act 68 of 1995 Fire Brigade Services Act The City of Johannesburg By-Laws The Joburg City Safety Strategy Health Professions Council of South Africa SANS 10090 and NFPA Sports and Events Bill Sports and Events Bill
Strategic Direction The Sector identified the following long-term goals in terms of the IDP chapter on Public Safety.
An orderly and safe urban environment; City free of fear of crime and violence; Effective regulation of road traffic in the interest of road-safety across the city; and A proactive and effective emergency response and disaster management capability.
Further the following 5-year Strategic Objectives were identified aimed at contextualising the strategy of the sector: Improved citywide compliance with regulations designed to enforce a safer urban environment Reduce incident of crime by 7%-10% over a five-year period Reduce the incidents of crimes against women and children by 7%-10% over a five-year period Reduce road fatalities by 30% over a five-year period Reduce pedestrian fatalities by 30% over a five-year period Greater compliance to road traffic regulations and road safety practices Enhanced economic efficiencies through traffic mobility A proactive well-capacitated disaster management and emergency response maintained at 100% state of readiness
238 Communities aware of dangers and empowered to assist in mitigating disasters Efficient and effective response to emergency incidents Vigilant custodianship of safety prescripts
CHALLENGES AND OPPORTUNITIES
With the increasing demand for emergency services in the city it becomes necessary for both departments to engage in an even more proactive approach to achieving its mandate. The increasing demand is exacerbated by the rapid increase in the population figures due to in- migration, increase in crime, illegal trading, illegal occupation of buildings and open spaces, rapid increase in the number of major events held in the City, as well as the exponentially growing demand for the service.
Although it remains imperative to ensure that adequate capacity exists to respond to any emergencies and disasters that may emerge, it remains critical that proactive community empowerment is explored. This approach will significantly reduce emergency calls therefore creating safer communities. Through its volunteer programme, EMS continues to make this approach a reality and creating a safer city. This is also viewed as a mitigation mechanism which enhances Disaster Management preparedness for the city.
The Xenophobic Attacks experienced by the city remain vivid to the minds of many and has tested the city’s preparedness and resilience to various kinds of disasters. On the one hand it has fostered the need for world class communication and coordination on the other. This demonstrated clearly that disaster management, policing and emergency response is not a one department function but of the whole city and therefore call for coordination mechanisms.
The Funding for ambulance services emanates from Province in the form of subsidies, and additional revenue is generated from ambulance fees. The fire, disaster management and support services component is funded directly by the city by means of rates and taxes.
It is important to note that whilst the volumes in relation to emergency services, are increasing, the revenue collection is not improving at the same rate. This can be attributed to the profile of the customers that are categorised as indigent and are subsidised by the City in terms of the social package. This category includes:
Children that are six years and younger Maternity patients Uninsured patients that have been registered with the City as indigents
One of the emerging challenges that remain unclear and therefore unresolved is the provincialisation of ambulances. Although this issue has been on the table for more than four years there seems to be very minimal progress despite the takeover programme being defined. This negatively impacted on employee morale as well the resourcing of this critical component in terms of staffing and vehicles. The city’s decision to procure its own ambulances will assist the city in not only mitigating the risks regarding events but also close the gap with regard to response vehicles. It should be mentioned that EMS last got ambulances from GPG in late 2006.
Events, escorts (funerals and v.i.p.) and other major functions around the city further deplete already scarce emergency resources. The JMPD and EMS are required to ensure the safety of all people who attend these events and functions leaving other areas short of resources to attend to emergency situations that may arise. Ways to address the growing demand for these services are being explored such as charging organisers for the service and providing a supervisory role over private security and emergency personnel.
The shortage of skills continues to rare its ugly head in the sector particularly for the specialised skills like the ALS, fire engineering among other areas. This though is a national phenomenon
239 and is not limited to Joburg. Through the EMS Medical academy the organization is making strides to address the skills gap that exist in the country.
Response to emergencies remains a challenge for both departments. EMS in particular has been experiencing challenges around the turnaround times particularly for areas like Orange Farm and Diepsloot which affect the quality of service rendered. This is mainly due to the lack of health facilities in these areas resulting in prolonged mission times for EMS. This was further exacerbated by the by the hospital closures where ambulances are diverted to other hospitals.
REVISION TO THE COJ 2006/11 IDP
Most of the refinements are around the targets as this is the period where some of the interventions must be wrapped up due to the FIFA Confederations Cup and 2010 World Cup. It is for this reason that more work has been done around the programme contents particularly with the intensification of the Emergency Response Improvement, Disaster Management, Crime Prevention and Traffic Management.
SECTOR RESPONSE TO COMMUNITY ISSUES
In the course of service delivery and various scheduled interactions with the community like the regional/stakeholder summits among others the community raised various issues that need attention and therefore incorporation into the sector planning processes. The following are some of the key issues raised during the community engagement processes: Additional ambulances Stricter by-law enforcement Improvement in response times to medical, crime and traffic emergencies High levels of crime Improved participation in CPFs Improved traffic flow management More police visibility Installation of additional CCTV cameras Building of additional fire stations and police stations
In relation to the new fire stations EMS plans to complete the Protea and Cosmo City Fire stations during the 2009/10 financial year. This is to ensure that the access to the citizens of the city is improved to all communities. With regard to the reduction of fires and drownings the smoke detectors and swimming pool bylaws respectively will be very critical. The Karabo Gwala Safety campaign will also be imperative to strengthening community awareness particularly around emergency number and call prioritization.
The issue of health facilities particularly at areas like Orange Farm and Diepsloot, which affect the turnaround times, remain unresolved despite them having been addressed in various engagements.
The JMPD is in the process of revising its deployment strategies to ensure better police visibility, improved response to reported crime and traffic incidences and more active engagement with communities. A ward based deployment approach will be piloted and refined during the 2009/2010 financial year. It is envisaged that this approach will be beneficial in the following ways: High police visibility Reduced response time 24/7 availability of resources in wards Reduction in operating overheads Reduced overtime Reduced fuel costs (Smaller geographic area to cover)
240 Assigned Officials can be held accountable for a specific area (ward) Smoother traffic flow during peak hours JMPD Officials will be more in touch with communities Better informed around crime and traffic trends in designated area
Although the building of additional police stations is not a function of the City, the JMPD raised the matter with the Gauteng Department of Community Safety during a recent joint planning workshop. The department committed to pursue the matter with the SAPS as it is an issue that spans throughout the Province.
SECTOR CONTRIBUTION TO 2010 FIFA WORLD CUP
The sector will continue to prepare and equip itself to fulfill its safety and security responsibilities to the City while hosting of the FIFA 2010 Soccer World.
SECTOR CONTRIBUTION TO INNER CITY
The sector commits to continued focus on safety and security in the Inner City, and to meeting the commitments in the Inner City Charter, and to undertake enforcement activities as it relates to the Inner City Integrated Safety and Security Plan.
241 PUBLIC SAFETY SECTOR PLAN
5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS An Orderly and Safe Urban Safe and Secure Urban Environment Safe and Secure Urban Environment environment Roll out of Joburg City Safety Continue the roll out of the Joburg Program methodology through the City Safety Program methodology in development of the JCSP Toolkit the City of Joburg with CoJ role One set of safety design guidelines players and stake holders for developers and home-owners CPTED guidelines to be put in a (CPTED) CoJ regulatory framework External Management of the Built External Management of the Built Environment components Environment components
Focused Law enforcement Continue with focused law operations: enforcement as it relates to; (Municipal court cases prosecuted – - Illegal street trading 18212) - Illegal dumping and littering By-Law Citations issued: - Illegal postage and signage - Illegal street trading – 6144 Citations, - Illegal connections (water and - Illegal posters and signage - 2222, electricity) - Waste management – 2652 - Parks patrol - Illegal Connections – 2578 Assign dedicated resources to Dedicated Law Enforcement respond to infringements identified Teams established to address Park through CCTV Safety, Illegal Connections (Water Assign dedicated resources to and Electricity) implement deliverables of the Inner Introduce a communication City Charter and Integrated Inner campaign to raise the level of City Safety and Security Plan public awareness of the existing City By-Laws • Dedicated park safety unit has been established and 27 park safety profiles and safety plans were developed • CPTED interventions at parks for parks safety plans Development of an Integrated Inner City Safety and Security Plan Community Outreach programme Community Outreach programme
Continue to conduct awareness Develop and implement schools programs relating to: safety plans Road safety, To enhance and sensitize Social crime prevention and communities awareness levels with City By-Laws to all multi-cultural regard to social crime prevention groups, NGO’s, business issues and facilitate access to stakeholders, taxi industries, services schools, churches To encourage reporting of cases Provision of funeral escort services To assist with the establishment, Improved participation with strengthen and sustain Community Community Policing Forums Safety Forums Implement Social Crime Prevention activities at ward level To support the establishment of Youth Desks to implement Social Crime Prevention programmes affecting young people To reform the outlook of youth about drugs, and create safer and drug free communities
242 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS To ensure that the business and Crime Prevention programme Crime Prevention programme residential citizens of the City conduct their everyday life free An Integrated Inner City Safety and Revise deployment plan to ensure of the fear of crime and violence Security Plan has been developed increased police visibility and which creates a structured and improved response to reported To Reduce the incidence of targeted approach to enforcement crime Crimes against women and Lighting master plan developed for Increase the number of undercover children Joubert Park operations, joint strategic Youth at Risk project implemented. roadblocks, and building searches New CCTV footprint developed and Step up efforts to address the implementation plan. underlying causes of crime (Alcohol, drugs and firearms) through focused Increased the CCTV Cameras to joint interventions: 216 Roadside check points Dedicated rapid response team (48 Stop and search operations MPOs and 5 Vehicles) Undercover operations Foot patrollers in CCTV coverage Closure of illegal liquor outlets area Compliance inspections to 2nd hand Increased Metro Police Officers dealers, scrap metal dealers and with an additional 450 panel beating shops Conducted focused crime Recruit and train an additional 1 000 prevention interventions: MPOs (500 in January 2009 and 102 Major crime 500 in June 2009) to meet the target intervention with the of 4 000 MPOs by the December SAPS 2009 Continue to strengthen response Successes capacity in CCTV coverage area Additional MPOs to conduct rapid 14 263 - Arrest across the City response and foot patrols Arrest driving under the Engage with SANRAL, JRA and influence of private sector to link existing CCTV Alcohol, infrastructure to central control room Arrest for illegal Firearms – (priority police precincts) 1508 Arrest for possession of drugs(priority police precincts) Conducted 7 formal safety awareness campaigns Women and Child Safety programme Women and Child Safety programme
2 Women and Child safety audits Conduct additional Women and conducted (Rabie Ridge and Child safety audits Protea South) Address safety threats raised in Introduced Interventions at parks, Women and Child safety audits transport nodes, bad buildings and Provide training and support for the public open spaces establishment of networks of men to Trained Metro Police Officers in act as advocates of women and Victim Support child safety through a range of Conducted Safety Awareness community engagements Campaigns targeted at vulnerable Continue to ensure high visibility at groups (Women, School going pension pay points, transport nodes, Children and the Elderly) in schools, shopping malls and other collaboration with department of places of entertainment Community Safety Train additional MPOs in victim Increased visibility of Metro Police support Officers at places where vulnerable Continue to conduct safety groups conduct there business or awareness campaigns targeted at places of entertainment (e.g. vulnerable groups (Women, school Perimeter of Pension Pay Points, going children and the elderly) Shopping Malls)
243 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS Reduce incidence of road Traffic Safety Enforcement and Traffic Traffic Safety Enforcement and Traffic accidents and pedestrian Flow Management Flow Management fatalities Reduced road fatalities and Further reduce road fatalities by Greater compliance to road accidents by 11% between 17% and 20% traffic regulations and road Conducted targeted roadblocks in Identify and target hazardous safety practices order to reduce the number of locations to reduce accidents and accidents in which driver fatalities at these locations Enhance economic efficiency impairment is a factor through traffic mobility Intensify interventions to apprehend Continued with electronic speed offenders for driving under the enforcement operations influence of alcohol Increased ‘smart roadblocks’ to Increase in the number of arrest apprehend offenders with Increase in the number of outstanding fines and warrants of successful prosecutions and arrest convictions Conducted roadside check points Intensify speed enforcement to check driver and vehicle fitness interventions Participated in road safety Stricter enforcement around vehicle awareness campaigns with the roadworthiness and driver Road Traffic Management responsibilities Corporation Revise deployment plan to ensure Enforcement outputs: improved response to accidents and 3 974 794 Fines issued for traffic flow speeding violation Plan and execute more roadblocks 95 416 fines issued for vehicle and roadside checkpoints defects 97 974 fines issued for driver duties 10 183 unroadworthy vehicles discontinued A proactive well-capacitated Disaster Management programme Disaster Management programme disaster management and emergency response maintained Comprehensive City’s risk Continue with testing the state of at 100% state of readiness assessment completed and high readiness for the top 10 identified profile threats identified risks Multidisciplinary simulation Conduct simulation exercises in exercises for the Top 10 risks 85% of the completed match conducted throughout the City and venues and training venues to continue assess the state of readiness Disaster Management Centre 100% implementation of the Project Manager and Project Plan Volunteer Database done through JRA 100% implementation of the mutual Tender process on track aid response team Volunteer Database established 85% completion of the Disaster and has 1600 (600 already trained) Management Centre volunteers currently Achieve 100% operational Procedure manual developed and readiness of the Disaster information streams identified Management Centre 100% implementation of the Emergency Communication Network
244 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS Communities aware of dangers Community Disaster Mitigation Community Disaster Mitigation and empowered to assist in Information programme Information programme mitigating disasters Karabo Gwala safety campaign defined and will be relaunched soon Roll-out of Karabo Gwala a Safe paraffin, stoves and candle community safety campaign campaigns continue in hotspots like Promoting Safer Sources of Energy Mangolongolo, George Goch, for cooking, heating and lighting Denver, Alexandra and Orange Implementation of the City’s injury Farm prevention programme The Early warning systems in place Partnerships with institutions like with the weather services and other the CSIR and the weather service relevant institutions will be important for the early Although the bylaws with regard to warning systems swimming pools and smoke Implementation of 70% of detectors are in the fourth draft their Waste/veld fire reduction marketing continues programme The risk watch curriculum was rolled Implementation of the fire out in all public schools the City prevention and energy use More than 11% decline in management programme in High pedestrian accidents was realised risk informal settlements’ through joint interventions with organizations like JMPD, Dept of Transport and JRA.
Efficient and effective response Emergency Response Improvement Emergency Response Improvement to emergency incidents (100%) programme programme
150 FF/EMT’s Ensure 100% operational status of (Firefighter/Emergency medical the Professional reservist technicians) have been appointed association 16 new ambulances were delivered Procure ambulance system (18 and specifications for the other 25 Ambulances) to address the risks ambulances are being finalised associated with response times, 6 Stations identified, specifications events in the city drawn and EPWP Quantity 85% implementation of the twinning Surveyor appointed agreement programme of action Equipment Committee appointed (3year programme) and currently working or 8 fire station renovations as part of requirements the facilities revitalization Tender process being followed for programme, which will include the new equipment replacement/revitalization of equipment and facilities. Implement the final 3 year Equipment replacement programme Appoint 150 FF/EMT’s to further improve response capacity Rollout the home finder programme to other hotspots as identified Vigilant Custodianship of Safety Improve Compliance to Bylaws Improve Compliance to Bylaws Prescripts Bylaws in the fourth draft currently Promote awareness and compliance and should be finalized during the to swimming pool bylaws course of the year Ensure 100% establishment and Station Commander for the Fire Capacitating of the fire Investigations unit appointed and is investigations unit in Fire Safety working closely with SAPS 100% compliance of the strategic Forensic buildings to the City’s bylaws Strategic (Corporate) Buildings in 100% Compliance of all 2010 match the City identified and training venues to Safety Inspections conducted and disaster Prescripts plans developed Ensure 100% prosecutions of the
245 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS All Hazardous material in the city repeat building safety offenders are being inspected for compliance Conduct an audit of the extent of with the code and the Act exposure by the City to hazardous Accredited accommodation materials (extent of unlicensed identified and will be inspected for operations) compliance Dangerous Goods unit has been capacitated with the champions identified
246 Spatial Form And Urban Management Sector Plan
INTRODUCTION AND OVERVIEW
The Department renders strategic spatial planning for the City, producing documents such as the City’s Spatial Development Framework (SDF) and the seven Regional Spatial Development Frameworks (RSDF), as well as precinct plans and Urban Development Frameworks (UDFs) for key development nodes such as the Gautrain precincts. Through the Corporate Geo-Informatics (CGIS) function, the Department is the custodian of the City’s cadastral data, which has applications and impacts in non-spatial areas such as billing and revenue. The Department also has a legislated regulatory responsibility for processing town-planning applications, outdoor advertising applications and building plans, and for enforcing town planning and building controls. Through its seven regional offices, DP&UM renders an urban management and service delivery monitoring function, whose primary concern is to ensure the maintenance of acceptable service levels across the City.
The Department has an oversight responsibility over the Johannesburg Development Agency (JDA) and plays a key role in the Alexandra Renewal Programme (ARP), the Inner City Regeneration Programme and the Cosmo City development.
The Department is the custodian of the City’s Capital Investment Management System (CIMS), and thus plays a critical role in guiding and directing the City’s capital budget, through the Capital Investment Framework and Service Delivery and Budget Implementation Plan (SDBIP).
Long Term Objectives and Strategic Policy Directions
The Department is the City’s lead department in spatial and settlement transformation; and by implication, it is the responsibility of the Department to ensure that the spatial and other decisions taken now will contribute to the best possible pro-poor outcome for the future of Joburg, i.e. what decisions do we take now to place the City on a growth trajectory towards equality, sustainability, efficiency and accessibility?
The first decade of the new century may be seen as a transitional one in which powerful new trends emerged16, but existing or traditional trends still persisted. There are many uncertainties into the future but a number of trends – some very positive – can be identified and collated into a long term urban view for the City, which may inform our policy choices and investment decisions. The Department acknowledges that a new City is in the making, as developments in the latter part of the decade suggest that we may be on the cusp of a more fundamental shift in development patterns, the effects of which are likely to become strongly apparent in the next five to ten years. There are at least five major interrelated reasons for this, and it is from these development trends and events that the Department is determining its strategic policy direction.
Firstly, we have a responsibility to work towards a more just and equitable City of Joburg. The Department is aware of the need to confront the duality, which continues to characterise the City. As such, there is renewed focus on finding a practicable solution to existing informal settlements as well as the need to demonstrate progress against the Millennium Development Goal of formalising informal settlements by 2014.
This, together with the need to bring all parts of the City into appropriate planning and regulatory frameworks has resulted in the Department (in partnership with Housing) developing a bold
16 The proliferation of decentralised shopping malls, the growth of informal settlements, strip development along major arterials, the rapid decline of the inner city, development on the edge of the City and mass roll-out of RDP housing.
247 programme towards the legal regularisation of informal settlements and the development of regulatory tools and capacities to ensure that health and safety standards and the protection offered by the state is extended to these areas, while formal township establishment processes are underway. The Department will in the 2008/09 financial year establish a dedicated Regularisation Unit, and commence with the regularisation of identified informal settlements. In 2009/10, the Department will, inter alia, continue to initiate rezonings (where feasible), pursue the ownership of settlements on privately owned land, and prepare budgets for the provision of basic levels of service.
Closely linked to the regularisation of informal settlements is the establishment of sustainable human settlements in which design guidelines and the measurement of the quality of life through sustainability indices are paramount.
We also have a responsibility to work towards a well-governed and managed City in terms of service delivery. The Department will continue to focus on its Urban Management function through the Regional Urban Management Plans and Operational Plans. Specific attention will be paid to the Regional Urban Management Monitoring System in the 2008/09 and 2009/10 financial years.
Secondly decision-makers, spurred by events such as the FIFA World Cup in 2010, have realised how poor public transport is in South African cities. In 2006, the City responded to the challenge by announcing the construction of a Bus Rapid Transit system – modelled on the TransMilenio in Bogota, Colombia – and construction began in 2007. The Department is responding by accepting public transit systems as the backbone for future growth in the City, and has prioritised Transit- Oriented Development (TOD), which promotes mixed-use, walkable neighbourhoods within a 400-metre radius of transit-stopping points.
An equal emphasis is being placed on non-motorised transport (NMT), and the Department will in the 2008/09 financial year conclude an NMT concept plan for the City, with phased implementation of the plan scheduled to commence in 2009/10.
Thirdly, the property boom has left in its wake serious deficits in bulk infrastructure, which has prompted the Department to introduce a Growth Management Strategy (GMS) that will shape spatial patterns into the future, by addressing the current disjuncture between growth patterns and infrastructure provision. The infrastructure capacity deficits include bulk electricity, bulk water, sewer, road space, and landfill space. The areas most affected are also the areas where development has been most rapid, including along the northern and north-western edge of the City. The GMS responds to this challenge by ensuring that future capital investment is prioritised in areas where growth is desired and expected. Over the next five years, capital investment by the City will be strongly focussed around public transit systems, including traditional rail, the Gautrain, and the BRT, and developers will receive incentives to locate in these areas. In the next five to fifteen years, however, some expansion will happen in the northern parts of the City between the built-up areas of Johannesburg and Tshwane. Hence the Department will continue to engage with neighbouring municipalities and metros not only in terms of growth management, but also in the context of the evolving Global City-Region, so as to negate unhealthy competition, and foster an ethos of cooperation and coherence.
A key component of the GMS is the Land Strategy, which aims to guide the acquisition and disposal of City-owned and other land in support of the Growth and Development Strategy and the GMS. In 2008/09, the Department will focus on the assessment of 10 growth areas identified in the GMS. In 2009/10, the Department will continue to assess growth targets and development trends through a GIS-based Trend Analysis System, and refine the development conditions relating to resource management.
Fourth, the electricity crisis that dominated the headlines early in 2008, focused attention on the energy-efficiency of development. This has reinforced the shift towards public transport but it has
248 also brought about a hugely increased awareness of the environmental performance of buildings – of issues such as orientation, materials, solar cells, roof gardens, water conservation systems, low energy alternatives to air conditioning, and the use of natural lighting and ventilation. It is likely that national government will introduce regulations to support energy efficient development but the Department is, in the interim, concluding detailed guidelines for energy efficiency and has introduced energy efficiency as a criterion for evaluating all new developments. Fears of water stress by 2014, and of rapidly depleted landfill space, has added to the new awareness of resource limitations, and will impact on development patterns.
Fifth, and most profoundly, oil prices have increased nearly six times during the past decade, ending an era of cheap fossil fuels in which car-oriented expansion was the dominant trend in urban development. In this context, urgent questions are being asked about the sustainability of traditional (twentieth century) forms of urban development.
Our current response to the oil crisis may have enormous implications for our future ability to sustain urban life. There are, however, fortunately, indications that City governments and citizens in some parts of the world, at least, are responding to the economic (and moral) imperative to shift patterns of consumption. These responses include the growing use of hybrid-electric combustion engines, increasing ridership on public transport systems, the use of non-motorised transport such as bicycles, and a new interest in development within the traditional Inner City, and along transit routes.
In Johannesburg, as in other South African cities, it is too early to speak of the death of sprawl or the end of car-oriented suburbanisation, but it is clear that patterns of development, and of property value, are shifting.
As a result of the five factors outlined above, we are likely to see:
The continued strengthening in the relative position of the Inner City, the City’s major transit- related hub (although there may be continued pressures in the Inner City in terms of housing, servicing, and social support, and even turbulence as the mix of population continues to provoke tensions); Massive targeted investment around the Gautrain stations, beginning in Rosebank and Sandton, and then continuing in Midrand and Marlboro; A refocusing of investment, and also a re-orientation of property value, towards other transit related areas – along the BRT and traditional rail; The emergence of new mobility systems such as bikeways; The shift away from the enclosed mall near the freeway interchange towards the (resuscitated or newly created) ‘high street’ along a public transit network; The increased resource-efficiency of buildings and other development; New areas of foci for development such as, for example, the currently severely underutilised mining belt, and the area around Lanseria Airport on the Johannesburg, Mogale City, and Tshwane border. The in-situ regularisation of informal settlements and the establishment of sustainable human settlements on appropriately located land
Throughout our planning, there is a need to ensure that planning processes are participatory and that the outcomes of planning are more equitable. This year, the Department will continue its active participation in the Ward Based Planning process that is driven by the Office of the Speaker and the Central Strategy Unit. The Department will extend assistance to communities in poorer parts of the City to ensure that they are able to compile their own precinct plans to guide developments in their areas. This is currently the case in wealthier parts of the City. Capacity will also be secured to drive the implementation of the upgrading of marginalised areas programme.
249 The congruent IDP programmes that frame the Department’s sector plan to address the above trends are contained in the Table 1 below: IDP PROGRAMME DESCRIPTION RESPONSIBLE DIRECTORATE/ AGENCY 1 Nodal Programme Compilation of detailed precinct plans and development Development planning frameworks, promoting high density, mixed use, mixed and facilitation income developments in strategic nodes such as the BRT routes and train stations in the marginalized areas. This is premised on an appreciation of the integrative opportunities offered by public transportation systems and termini 2 Density Programme Compilation of detailed precinct plans and development Development planning frameworks, promoting high density, mixed use, mixed and facilitation income developments in strategic nodes such as the BRT routes and train stations in the marginalized areas. This is premised on an appreciation of the integrative opportunities offered by public transportation systems and termini 3 Economic Area The department will, through the JDA and in close Johannesburg Regeneration collaboration with departments such as economic Development Agency Programme development, intensify the work currently being undertaken (JDA) in the key economic areas in the city. In the year ahead, focus will be on strengthening the role played by decentralised nodes in promoting growth and job creation. Developments in nodes such as Stretford will move to implementation while urban management will be a priority, in nodes such as Roodepoort, Florida, Lenasia, Midrand, to halt decline in these areas 4 Integrated Public Implementation of all public sector infrastructure investment Development Planning Investment Programme to support priority nodal development, movement, urban and Facilitation renewal and other city priorities 5 Upgrading Of The planning for the redevelopment of Diepsloot, Ivory Park Development Planning Marginalised Areas and Greater Orange Farm has been finalised and the focus and Facilitation Programme is now on gearing the requisite resources for implementation
6 Informal Settlements A new approach to the formalisation of informal settlements Development Regularisation has been finalised and adopted by the city. During the 2008/ Management & Programme 2009 financial year, the institutional capacity to deliver on Regional Offices in this will be in place and work will commence on the collaboration with the progressive in situ formalisation of settlements where it is Departments of deemed feasible to do so Housing and Infrastructure Services 7 Inner City Regeneration The Department will continue to play the coordinating role to Inner City Office Programme make sure that various Core Departments and MEs meet their Charter obligations. In addition, the urban upgrades currently underway in Hillbrow, Berea and Yeoville will be extended into the City. The focus of this is to: complete projects in the Hillbrow, Berea and Yeoville areas; to start upgrade work in the Doornfontein and New Doornfontein areas (as aligned to the Greater Ellis Park project of the JDA); and to begin to create a meaningful open space system that links in a west/east direction across the inner city. The urban management function will also be enhanced to include support for the establishment of CIDS, in those parts of the Inner City where it is deemed most appropriate to do so 8 Growth Management GMS 1 was completed in 2007/2008. GMS 2 will focus on Development Planning Programme finer grained analysis, the introduction of incentives to give and Facilitation effect to GMS, as well as embedding GMS into the city’s resource allocation logic and processes 9 Sustainable Human This programme is aimed at increasing investment in Development Planning Settlements (SHS) affordable housing, in close proximity to public transportation and Facilitation Programme (Spatial and designated nodes, and to design and implement codes Development to create safer communities, legibility, functionality and Component, Including aesthetics of the urban environment Urban Design)
250 10 (NEW) Single Land Use In the year ahead, the consolidated town planning scheme Development Management System will be promulgated, and this should result in significant Management Programme qualitative and quantitative improvements in land use management processes 11 (NEW) Land Use To process all town planning applications to conclusion while Development Management maintaining turn around times. Focus will be shifted from Management Application Programme turn around time improvements to quality decisions 12 (NEW) Building Control To process all building plans and outdoor advertising Development Application Programme applications to conclusion while maintaining turn around Management times. Focus will be shifted from turn around time improvements to quality decisions and quality control 13 (NEW) Electronic To implement the electronic archiving system for building Development Archiving System For plans Management Building Plans Programme 14 (NEW) GIS For Outdoor To develop a system that will operate on the City’s GIS to Development Advertising Programme record all approved outdoor advertising applications spatially Management 15 (NEW) Land Use And To investigate all alleged contraventions towards resolving Development Building Control Law them while improving on turnaround times. To adjust the Management Enforcement current law enforcement system to respond to urban Programme management in the regions 16 Urban Management The intensity, which characterises urban management in the Urban Management Programme Inner City, will be spread to at least 3 priority areas per Coordination and region. The Regional Urban Management Plans (RUMPS) Special Projects and the extent to which the process of the community based plans unfolds in each of the seven regions will in the main inform this 17 GIS System Automate, enhance and integrate prioritised spatial Corporate Geo- Development information processes and systems Informatics (CGIS) Programme 18 Spatial Information Development And Maintenance Of Core Spatial Datasets, Corporate Geo- Maintenance According To Service Level Agreements Informatics (CGIS) Programme 19 Spatial Information The focus will be on increasing the numbers of people who Corporate Geo- Dissemination Service access the City’s cadastral information via corporate geo- Informatics (CGIS) Programme informatics and on implementing the new land information system (LIS) and Property Value Chain (PVC) 20 Geo-Science Skills Plans for innovative spatial information service solutions Corporate Geo- Development And implemented Informatics (CGIS) Research And Development Programme
REVISION TO THE COJ 2006/2011 IDP
This year, new IDP programmes, which address the quality dimension of development management decision-making in the City, have been added, as have programmes to initiate the changeover from hard copy to electronic archiving and record keeping. The development application management improvement programme, for example, has evolved into the single land use management system programme. The corridor development and mobility routes programmes have been incorporated into the nodal and density programmes. The urban design programme has been incorporated into the sustainable human settlements programme.
The Department now has twenty IDP programmes, as described in the Table 1 above.
The programmes have been developed in response to the Department’s core mandate however, due to current stringent fiscal constraints, not all of these IDP programmes will receive funding. The unfortunate implication is that while the Department will retain the twenty programmes in the 2006/11 IDP, not all of the programmes may be implemented, particularly those that have not historically received funding.
251 Table 2 below gives a clear indication of the programmes or aspects of programmes that will be either funded or unfunded. However, priority programmes such as the regularisation of informal settlements and the inner city regeneration programme will remain funded to ensure their successful implementation during the current Mayoral term of office.
Further, if a programme is unfunded, this does not imply that work will not continue. Where feasible, the Department will endeavour to implement alternative strategies for funding programmes, including cutting back on selected internal operational expenditure categories, without impacting on service delivery to the citizens of the City.
Table 2 Funded and Unfunded IDP Programmes
IDP PROGRAMME FUNDED OR UNFUNDED RESPONSIBLE DIRECTORATE/AGENCY 1 Nodal Programme Funded. Development Planning and Facilitation 2 Density Programme Funded. Development Planning and Facilitation 3 Economic Area Funded. Johannesburg Regeneration Development Agency Programme (JDA) 4 Integrated Public Funded. Development Planning Investment and Facilitation Programme 5 Upgrading Of Funded. Funding to allocate dedicated capacity to these Development Planning Marginalised Areas programmes at the regional level was not granted. and Facilitation Programme 6 Informal Settlements Funded. Development Regularisation Management & Regional Programme Offices in collaboration with the Departments of Housing and Infrastructure Services 7 Inner City Funded. Inner City Office Regeneration Programme 8 Growth Management Funded. Development Planning Programme and Facilitation 9 Sustainable Human Partially funded. Specific funds for a dedicated urban Development Planning Settlements (SHS) design unit have not been granted. Urban design input will and Facilitation Programme (Spatial be facilitated within existing capacity and/or via consultants Development on a project-by-project basis. Component, Including Urban Design) 10 (NEW) Single Land Partially funded. The process of re-classifying all properties Development Use Management within the City in terms of the consolidated scheme is Management System Programme unfunded. 11 (NEW) Land Use Partially funded. Processes to improve the quality of Development Management decision-making while maintaining the current turnaround Management Application time are already being undertaken within existing capacity. Programme 12 (NEW) Building Partially funded. Processes to improve the quality of Development Control Application decision-making while maintaining the current turnaround Management Programme time are already being undertaken within existing capacity. 13 (NEW) Electronic Unfunded. Alternative funding mechanisms will be Development Archiving System For investigated. Management Building Plans Programme 14 (NEW) GIS For Unfunded. Alternative funding mechanisms will be Development Outdoor Advertising investigated. Management Programme 15 (NEW) Land Use And Limited funding available. Service delivery to continue within Development Building Control Law existing resource allocations. Management Enforcement Programme
252 16 Urban Management Partially funded. Funding for additional capacity in the Urban Management Programme Regions to roll out urban management on a block-by-block Coordination and Special basis was not granted. Urban management initiatives will Projects continue within current human resource allocations. 17 GIS System Limited funding available to complete acquisition of latest Corporate Geo- Development aerial photography. Informatics (CGIS) Programme 18 Spatial Information Limited funding available. Corporate Geo- Maintenance Informatics (CGIS) Programme 19 Spatial Information Limited funding available. Corporate Geo- Dissemination Service Informatics (CGIS) Programme 20 Geo-Science Skills Funded. Corporate Geo- Development And Informatics (CGIS) Research And Development Programme
INTEGRATED DEVELOPMENT PLANNING AND PUBLIC INVESTMENT
Metropolitan and Provincial Alignment An initial round of meetings with our neighbouring metros and municipalities took place as follows:
Ekurhuleni / Sedibeng on 22 August 2008; Tshwane 26 August 2008; Mogale / West Rand on 10 September 2008; and A meeting with Provincial DED is scheduled for 18 September 2008.
Discussions have centered on spatial planning alignment and information sharing relating to projects / processes and regulated Spatial Plans (e.g. SDF). Concepts such as corridors, nodes, urban boundaries have been the focus of the discussion. The synthesis of these first round discussions will be collated into a draft Mayoral Committee report and/or presentation that will be presented to all the neighbouring municipalities prior to submission into the committee cycle. A draft internal discussion document is presently being prepared.
A meeting with SARCC / Intersite took place on 9 September 2008. The Department presented the plans it has completed in previous financial years that relate to rail based initiatives, and those it is currently working on. The discussions focused on the current priorities of SARCC / Intersite, and which of the two parties projects were deemed priority (e.g. Stretford came out as being a priority for both). A further meeting in September is scheduled to consider their plans in more detail and to consider a ‘hit-list’ of 10 projects for closer cooperation / planning between the parties.
SECTOR RESPONSE TO COMMUNITY ISSUES
In 2008/09, the City continued to roll-out citywide outreach sessions, which enabled communities to raise and prioritise development issues, per Ward. The following two issues dominated community responses:
The first issue is informal settlements. It was stated that the Department, through its dedicated ‘Formalisation of Informal Settlements’ IDP Programme, had commenced the regularisation of those informal settlements that were suitable for in-situ upgrade. The regularisation process gives legal recognition to the informal settlements to allow basic levels of service to be implemented, as an interim measure, while the formal township process is being undertaken. The City is aiming to regularise 23 informal settlements in this manner.
253 The second issue is urban management, and related functions such as by-law enforcement. The Regional Offices have developed Operational Plans as a key component to their Regional Urban Management Plans. The operational plans list regional ‘hot-spots’ and address areas where multi-disciplinary urban management blitzes are to take place for the financial year.
The third issue is the subsidisation of City Improvement Districts. The City has undergone a process of approving the subsidisation of certain CIDs in the Inner City, however this has been done strictly within the ambit of the Inner City Charter deliverables. The Department is in the process of developing a comprehensive citywide policy to address CIDs, and the issue of the subsidisation of CIDs will be addressed in the City’s policy. The policy is due to be approved by the City in April 2009.
Other issues that are not within the core competence of the Department were referred to the relevant City Departments.
SECTOR CONTRIBUTION TO 2010 FIFA WORLD CUP
The Department will provide support to the 2010 FIFA World Cup Soccer Event by way of urban management and by-law enforcement.
It is intended that the Regions will ensure that transport routes and areas around stadiums and fan parks are clean and maintained throughout the event. This relates specifically to Region D (Soweto), Region F (Inner City, NASREC) and Region E (Innes Free Park). All Regions are affected in terms of transport routes, hospitality establishments, tourist attractions etc.
By-laws will also be enforced, specifically within and immediately around the stadium perimeters.
SECTOR CONTRIBUTION TO INNER CITY
A comprehensive mapping of by-law contraventions, including illegal uses of public spaces and identification of buildings that indicate deterioration, illegal occupation and by-law contravention have been completed. Service breakdowns mapping have also been complete but need to be redone at the cost of R500 000. The illegal occupation of public spaces is being reviewed.
An ongoing assessment of the systems and procedures for logging and responding timeously to citizen and stakeholder complaints of service breakdowns and by-law infringements has been undergone. However, there are a few problems experienced with the system and a tailored device is required. The Region F Nerve Centre has been created and its systems are under review. The sustainability of the Nerve Centre and strategic value add components do require ongoing operating funding.
An operational plan for continuous, integrated block-by-block operations / blitzes by multi- disciplinary teams of by-law enforcement and service delivery specialists will be completed. The operational plan has divided the Inner City into four quadrants and, within each quadrant, a number of zones. In each zone, the multidisciplinary law-enforcement and service delivery teams has successively identified key by-law infringement and service breakdowns and work to eliminate these. Once key by-law infringements and service breakdowns are addressed the blocks will are ‘handed over’ to area managers and teams of urban inspectors for regular re- inspections and further interventions as required. Each of the four quadrants has one area manager and a team of roving urban inspectors. Operational plans for the block operations are annually reviewed. The Region F Offices has exceeded their 2008 target by doing 22 per year in all 4 quadrants. Urban management structures and systems will include:
254 Sustainability and value add demands ongoing operating funding Capacity to detect, record and analyze all occurrences of urban management problems in the Inner City. An electronic system of data gathering, recording and communication of service breakdowns and by-law contraventions piloted Capacity to report urban management problems to the relevant City departments and / or municipal entity, and then oversee the satisfactory response to the problem Specialist capacity to respond to unique urban management challenges in the Inner City such as bad buildings. Capacity to more effectively liaise with stakeholders in efforts to detect and respond to urban management challenges. The capacity to more effectively interface with the existing City Improvement District system is still under way.
The Region has personnel on CID Boards and seeking grant funding as dedicated capacity is required for the CIDS.
The operational plan for block-by-block interventions and re-inspections will be refined over time, with the form of operational interventions being adjusted to take account of the unique circumstances presenting in different zones. Research and development will be undertaken to address specific problems. Safer and better prototype manhole covers able to resist theft and vandalism still have to be found.
Specific popular media and signage that clearly communicates key by-laws have been implemented. The City of Johannesburg, together with a range of stakeholders, will roll-out a comprehensive by-law education programme across the Inner City. This will be followed up with targeted measures to alert people to the law in key locations, and smaller campaigns on an annual basis. Together with other stakeholders the City will develop a range of creative alternative mechanisms to punish by-law infringements. This may include the introduction of satellite courts. A finalized by-law enforcement capacity development plan with specific attention paid to the requirements in the Inner City will be rolled out over the three year period. By December 2010, the City will have fully capacitated all its by-law enforcement functions in various departments. In the interim, the City will immediately augment by-law enforcement capacity in key departments. The enlargement of the JMPD by-law enforcement team dedicated to the Inner City, and the leasing of additional vehicles. The development of systems in Emergency Management Services to monitor fire-safety risks in bad buildings is in place.
Capacity and systems will be established in the City to ensure that relevant departments and the SAPS are able to provide input on all liquor licence applications, to ensure that licences are not granted in places where there are already too many outlets or liquor-related problems. The Urban Management operational plan zone-by-zone interventions and re-inspections target illegal liquor outlets. The City recognizes the negative impact that poor urban management and by-law enforcement has on the ability of developers to secure finance for development, and maintain their properties in a manner that secures regular payment. This has effect on the pace of residential development. Residential developers are given comfort that these issues are being given a high-priority. Day and night blitzes are undertaken by Region F. Arrests and confiscations are made but the system does prove unsustainable. Street patrollers, CDWs and community liaison officers are working well.
The City has allocated R500m to DPUM for the public environment upgrade.
255 SPATIAL FORM AND URBAN MANAGEMENT SECTOR PLAN
5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS Enhancement of the intensity of Nodal programme Nodal programme existing well-functioning nodes and transformation of declining Urban Development Frameworks Assessment and determination of nodes, to enable mixed-use, were completed in 2007/08 for all new spatial form for dysfunctional mixed-income, high-density the Gautrain, and some traditional industrial nodes development rail stations, throughout the City Further rail based studies / Inner City Regeneration Charter development frameworks Planned development of three new economic nodes in selected marginalised areas
Increase in densities in nodes, Density programme Density programme along public transportation routes in support of defined spatial Inner City Regeneration Charter Further rail based studies / structure Density standards for informal development frameworks settlements BRT – Continue construction of sections of the BRT Identification of future phases of the BRT system Continued implementation of the BRT trunk routes, NASREC BRT and ICDS Implementation of all public Integrated Public Investment Integrated Public Investment sector infrastructure investment to programme programme support priority nodal development, movement Inner City Regeneration Charter Global City-Region cross-border networks, urban renewal and alignment plan other City priorities Continued focus on aligning CAPEX investment tools between City and Province Continued coordination and management of the grant funding received from the Neighbourhood Development Partnership Grant (NDPG)
Minimised demand for investment Growth management programme Growth management programme and services on the urban periphery. Optimal utilisation of Completion of GMS 1 Assessment and implementation investment within the urban core Completion of the Land Strategy strategy for one GMS growth area (land, infrastructure and capital Re-alignment of Capital Investment expenditure) Management System (CIMS) to include central tenets of the GMS Optimal utilisation of investment within the urban core (land, Ongoing assessment of growth infrastructure and capital targets and development trends, expenditure) i.e., monitoring the outcomes of the GMS Refinement of development conditions relating to resource management
256 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS Increased investor confidence in Economic area regeneration Economic area regeneration declining and under-performing programme programme areas Greater Newtown Development – Public investment in marginalised structural repair of Kippies Building areas to facilitate crowding in of and Worker’s Library private sector spending Greater Ellis Park – Completion of Sports Precinct, Bertrams Regeneration Proejct completion of SAHRA process on Bertram’s priority block Fashion District – urban upgrade along Pritchard and President Park Station Precinct – creation of a new holding space for long distance buses and taxis Yeoville regeneration – upgrade of Yeoville Recreation Centre and completion of Yeoville library Diagonal Street – public environment upgrade Nasrec – Completion of Stadium Avenue and FIFA overlay as per 2010 office: Phase 1 Upgrading of marginalized areas Upgrading of marginalized areas programme programme
All marginalised areas programmes Continued implementation of the captured and prioritised on CIMS Vilakazi Street Precinct upgrades according to Lekgotla outcomes Continued implementation of the Greater Kliptown Precinct upgrades Implementation of multi-year Soweto Urban Growth Programme Continued implementation of Urban Development Frameworks for Diepsloot Activity Street, Diepsloot Government Precinct, Bambanani Industrial Node, Stretford Node Implementation of Diepsloot District Node UDF Integrated spatial development framework for Region G Continued implementation of the Alexandra Renewal Programme Continued implementation of the Cosmo City Programme Formulation of three community driven precinct plans in marginalised areas
257 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS Informal settlements upgrading Informal settlements upgrading programme (with Housing programme department) Finalisation of township establishment applications that are currently in progress Pursue ownership of settlements situated on government and private land, where feasible Initiate land use regularisation, where feasible Develop layout plans for each settlement in conjunction with relevant MEs and Core Departments Prepare budgets for basic level of services (LOS), including soft services (mobile clinics, libraries, etc) Where necessary to relocate, link with approved Housing programmes Inner city regeneration programme Inner city regeneration programme
NB: Timeframes for implementation Economic Development – are being reviewed. Deliverables relating to informal trading and the roll out of linear markets; Business Process Outsourcing and Broadband telecommunication; Economic Development Programme and targeted support to economic sectors; package of incentives targeted support to key economic anchors; critical information package Arts Culture Heritage and Public Spaces –new public spaces developed; public events and public art rolled out; profiling of inner city as cultural capital; supporting the advancement of arts and culture production; key iconic spaces identified ; key priority streets and precinct areas identified; Inner City Urban Design Implementation Plan; rollout of public environment upgrade plan to Fordsburg/Pageview, Doornfontein, open spaces; and continued programme in Hillbrow Berea via R200m Capital Budget
258 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS Urban Management & Safety and Security – Capacitation and sustainability of Regional Urban Management Plan; Expanded by law enforcement and education; Waste management improvements; increased visible policing; continued roll out of CCTV creative approaches to eradication of bad buildings; Priority disaster prevention, management and mitigation plans; rolled out targeting of illegal liquor outlets Community Development – Continued support to NGOs; expanded support ot vulnerable groups; roll out emergency shelters; rollout of extended Social Package; expanded support to Early Childhood Development; enhanced support for Migrants and Refugees; rehabilitated and expanded sport and recreational facilities; continued support to Hillbrow Health precinct and assistance to community based health outreach programmes; expansion of Library programmes; continue to build participatory processes and community involvement
Residential Development- Roll out of Inner City Housing Action Plan; further action to ensure ‘Getting the Basics Right’; further rates and tariff issues resolved; roll out of further transitional accommodation; incentives for inclusionary housing progressed; further package of incentives; extend access to benefits of the social package; launch and progress the new Inner City Property Scheme (Old Better buildings Programme); Joshco provided with buildings for development of Social Housing (10 to 15 in total in next two years); Sectional Title interventions rolled out; 5 further Residential Improvements Districts supported; continued upgrade of informal settlements and hostels Transportation –Roll out of Bus Rapid Transit System; implementation of International Transit and Shopping Centre advanced; integrated off and on street parking programmes implemented; new/refurbished taxi facilities rolled out; traffic and pedestrian safety programmes rolled out; further mobility and alleviation of congestion programmes
259 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS Pageview, Vrededorp and Fordsburg - Urban upgrade of major gateways and streets in Pageview and Fordsburg Hillbrow, Berea - Upgrade of Pullinger Kop and Ekhaya Neighbourhood Park Doornfontein - Urban upgrade of major streets in Doornfontein and New Doornfontein Retail Improvement District - Complete detailed design and phase 1 construction for Retail Improvement District Urban Management – continued implementation of the 5-year urban management plan
Increase in investment of Sustainable human settlements Sustainable human settlements affordable housing in close programme programme proximity to public transportation and designated nodes (spatial development component, Implementation of SHS including urban design) development indices Increased accessibility to social, Publication of Transit Oriented economic and environmental Development (TOD) Guidelines for infrastructure (thresholds to be the City determined) Incorporation of Energy Efficiency Increase in the % (or number) of Guidelines, norms and standards areas that have achieved a into spatial plans and consolidated minimum acceptable level of SHS town planning scheme
Design and implement codes to create safer communities, legibility, functionality and aesthetics of the urban environment New Land Use Management Single Land Use Management System Single Land Use Management System System implemented programme programme
Package of mechanisms and Consolidated Town Planning instruments to facilitate Scheme to be in operation (in regeneration implemented accordance with promulgation of provincial regulations) Creative rezoning for mixed use Implement regulatory mechanisms development to give effect to inclusionary housing
Compliance with City’s legal Land Use Management Application Land Use Management Application obligations in terms of the various programme programme town planning and building control legislations that relate to Processing of all town planning the regulation and management applications to conclusion while of land use and building maintaining turn around times. construction Focus will be shifted from turn around time improvements to quality decisions
260 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS Building Control Application Building Control Application programme programme
Processing of all building plans and outdoor advertising applications to conclusion while maintaining turn around times. Focus will be shifted from turn around time improvements to quality decisions and quality control Electronic Archiving System for Electronic Archiving System for Building Plans programme Building Plans programme
Implementation of an electronic archiving system for building plans GIS for Outdoor Advertising GIS for Outdoor Advertising programme programme
Development of a system that will operate on the City’s GIS to record all approved outdoor advertising applications spatially Land Use and Building Control Law Land Use and Building Control Law Enforcement programme Enforcement programme
Investigation of all alleged contraventions towards resolving them, while improving on turnaround times Adjustment of the current Law Enforcement System to respond to urban management in the regions Standards and guidelines for Urban management programme Urban management programme urban management developed and instituted Ongoing identification of regional priority areas and ‘hot-spots’ Quality improvements in the Implementation of urban urban environment and management monitoring system in improvements in citizen all regions satisfaction with quality of life Public environment upgrades in 2010 sports precincts and around stadia By-law enforcement for 2010 stadium perimeters Implementation of the Inner City model to all regions with specific focus in CBDs (Soweto, Randburg, Roodepoort and Alexandra) Automate, enhance and integrate GIS system development programme GIS system development programme prioritised spatial information processes and systems Spatial analysis to support Planning Spatial Growth Management decisions application development Renew COJ aerial imagery Completion of Phase 2 (final Incorporate property related phase) of COJ aerial imagery processes (that are currently update excluded) into the Land Information Inclusion of the Housing process in System (LIS) the Property Value Chain and LIS Enhance the Internet Mapping Implementation of IMS Service (IMS) enhancements to property text, Inner City and Planning Themes Develop and maintain core spatial Spatial information maintenance Spatial information maintenance datasets according to service programme programme level agreements (SLAs)
261 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS Implement street addresses for CoJ Increase in Internet and IMS hits Verify zoning data. Development of internet-based Create the Sectional Title dataset training (e-learning) for IMS Capture of metadata for all new datasets Provide accessible spatial Spatial information dissemination Spatial information dissemination information dissemination service programme service programme services for the COJ community Improve the usage of spatial Completion of street address information verification, allocation and Train clients (internal and external) implementation project for the City to expand use of GIS. Phase 1 of electronic zoning Comply with Spatial Data certificates Infrastructure Act in terms of data Capture of Sectional Titles for the dissemination requirements City Ensure innovative, world Geo-science skills development, Geo-science skills development, class spatial information research and development research and development service solutions programme programme
Provide integrated access to spatial Develop solution for integrated information (within COJ and access to spatial information including MEs) Undertake research and user- Include an additional IMS theme requirement analysis for additional related to 2010 IMS theme, e.g. related to 2010
262 Transportation Sector Plan
INTRODUCTION AND OVERVIEW
The Transportation Department continues to deliver on its mandate in terms of the 2003/08 Integrated Transport Plan (ITP) which was updated in 2004 and has been approved by Council, the Gauteng MEC for Public Transport, Roads & Works and the Minister of Transport.
This Department, together with the Johannesburg Roads Agency (JRA) and Metrobus form the “Transportation Cluster”, with the Transportation Department providing a strategic leadership, oversight and contract management function on behalf of the City over the JRA and Metrobus.
CHALLENGES AND OPPORTUNITIES
In the current climate and context, the key external challenges facing the transport sector include: Traffic congestion and increased private car use Providing accessible, affordable and safe public transport Aging road infrastructure and aging public transport vehicles (buses and taxis) Delivering a successful 2010 transport experience Unstable transport industry Global Economic crisis
The key internal challenges facing the transport department include: Funding for road infrastructure and public transport provision Capacity especially in respect of engineers and running new public transport systems such as the Rea Vaya Bus Rapid Transit System. Poor information management
However, there are also significant opportunities for the transport sector, the primary one being the opportunity to significantly transform public transport in the City making it safe, affordable and accessible, thus increasing the number of public transport users, leading to reduced congestion, improved quality of life for all residents and the economic development potential of the city.
Other opportunities that the Rea Vaya BRT system offers is changing the spatial form of the city and moving away from its apartheid origins and enabling one of the biggest broad based black economic empowerment initiatives in our country if the taxi industry become the operators of this system.
LEGISLATIVE FRAMEWORK
The Transportation Department draws its mandate from the following legislation: -
(a) The Constitution (No 108 of 1996)
(b) National Transport Legislation
National Land Transport Transition Act (No 22 of 2000) Urban Transport Act (No 78 of 1977) SA National Roads Agency Ltd and National Roads Act (No 7 of 1998) National Road Traffic Act (No 93 of 1996) National Roads Act (No 54 of 1971).
263 (c) Gauteng Transport Legislation
Gauteng Public Passenger Road Transport Act (No 7 of 2001) Gauteng Transport Infrastructure Act (No 8 of 2001) Gauteng Transport Framework Revision Act (No 8 of 2002) Gauteng Provincial Road Traffic Act (No 10 of 1997) Gauteng Rationalisation of Local Government Affairs Act (No 10 of 1998)
FIVE-YEAR PERSPECTIVE
Vision
The vision for the Transportation sector is as follows, namely;
“A city with a safe and efficient world class transportation system, with a public transport focus, and a well-developed and well-maintained roads and storm water infrastructure, able to connect businesses, people and places in a sustainable and cost effective manner, thereby enhancing the standard of living and quality of life for all inhabitants as well as the overall competitiveness and growth of the local economy”
Goals and Five Year Strategic Objectives
In order to achieve the above, seven long-term goals were developed which have been amended to take into account the current conjuncture. These are:
1. A community aware of and committed to a core set of values so that all road and public transport users can travel and be safe. 2. Improved access and reduced traveling time for residents to employment, education, recreation and markets, through implementing an innovative public transport which is well aligned with the City’s Spatial Development Framework and is safe, affordable, accessible, convenient and comfortable. 3. Development and maintenance of a quality and environmentally friendly road, traffic-signaling and storm water infrastructure network across the city 4. Environmentally sustainable transport infrastructure and systems including through the promotion of public transport and non-motorised transport choices 5. A transformed transport industry which is customer focused and maximizes broad based black economic empowerment 6. An efficient freight-transport and logistics infrastructure to position Johannesburg as a ‘gateway city’ in relation to national and international markets. 7. Well resourced and skilled Transportation Department and related Municipal Owned Entities able to implement the mandate of the City of Joburg.
Flowing from the above goals, below we set out the five year strategic objectives:
Goal Strategic Objective 1. Values and Safety To improve the safety of road and public transport users through: Contributing to reducing number of traffic accidents Introducing traffic safety measures in all wards including signage, traffic calming Improving the safety of our facilities and infrastructure and looking at measures to reduce the possibilities of crime and vandalism in our facilities and on our infrastructure Running safety awareness programmes
To improve awareness in our communities of Johannesburg’s transport history
264 Goal Strategic Objective
To improve awareness of transport services including public transport offered in the City of Joburg 2. Systems To ensure integration of public transport across modes and providers so as to offer highest quality of service, maximize ease of public shift to public transport and maximize efficiencies that can be achieved
To improve public transport in the City of Joburg and reduce traveling times of the public through: Introduction of a new Public Transport System (BRT Rea Vaya) Improve levels of service of Metrobus Ensuring that Gautrain infrastructure and services is well integrated with other transport modes and services To meet bid book commitments in respect of transport services in respect of the Fifa 2010 World Cup and ensure that World Cup 2010 transport infrastructure is designed so as to ensure lasting value for the City.
To improve the mobility of people with disabilities through: specific public transport programmes improved accessibility in the design and construction of sidewalks, traffic signaling etc 3. Infrastructure To implement a city wide gravel roads surfacing programme
To resurface roads so that the Visual Conditions Index improves at 2% per annum
To construct new roads to improve mobility and in newly developed areas
To maintain our road network including traffic signaling, storm water and road markings to meet the following targets: Reduction in traffic signal outages to less than 1% of all signals out on a given day 100% of all major intersections provided with adequate road signs
To improve storm water infrastructure and management 4. Environmental To reduce congestion and emission levels by improving the modal split between commuter sustainability public vs. private transport through: Introduction of travel demand programmes Improved off street and on street parking provision, pricing and management Awareness campaigns of the impact of private car use on air quality, climate change etc
To increase the percentage of residents who can use non-motorised transport (walking or cycling) to work shops and schools.
To implement energy efficient measures, use or recyclable energy and cleaner production technologies in all aspects of transport including: More energy efficient buses Solar traffic signals
To look at new ways of managing storm water taking into consideration the increased built up nature of the city, changes in climate and the opportunities of new technology. 5. Industry Transformation To increase the formalization, productivity, sustainability and profitability of the taxi industry (mini bus and metered) through: Supporting taxi recapitalization Supporting and enabling the taxi industry to become part of the Bus Rapid Transit System Rea Vaya Improving and regulating public transport facilities including depots, ranks, lay byes and stops.
To modernize the Metrobus operations including in respect of fare collection.
To support and enable BBBEE and EPWP in all aspects of the transport sector. 6. Freight To facilitate the speedy movement of freight around as well as in and out of the City so as to enable economic development 7. Well- resourced To ensure skills development, mentorship and retention strategies to develop and retain
265 Goal Strategic Objective department staff
To provide a working environment which is conducive to high levels of productivity
It should be noted that many of the goals and strategic objectives are interrelated and are categorized in the above way to facilitate planning and public consultation.
IDP PROGRAMMES
Within each goal and to delivery on each strategic objective, programmes have been developed together with a one-year delivery agenda. These are described in detail on the Transportation Sector Plan below.
It is also important to note that since the introduction of the Rea Vaya Bus Rapid Transit System it has become a major intervention with an impact beyond the transport sector. It aims to introduce efficient and quality public transport in the city, transform the taxi industry and also contribute to turning around the spatial form of the city.
The Transport Department also has a major responsibility in terms of the upcoming 2010 Fifa World Cup where ensuring that all visitors and spectators are safely and speedily transported is a critical determinant for a successful tournament.
The key programmes of both the Transportation Department and the two Municipal Owned Entities (Metrobus and JRA) are spelt out below include:
Goal Programme Values and Safety Travel values programme Safety programme including awareness and implementation of ward based traffic safety measures Transport information and awareness Systems Integration and promotion of public transport Bus Rapid Transport Rea Vaya Metrobus modernization and improvement Support to Gautrain Accessibility for people with disabilities 2010 transport management plan Infrastructure 2010 transport infrastructure (N17 Road link, Nasrec and Ellis Park precincts) Gravel Roads Surfacing Programme Road Infrastructure Development Programme Road Resurfacing Programme Road Maintenance Programme Traffic signal upgrade and maintenance programme Signage Storm Water Management Programme Public transport facilities programme Sustainability Travel demand management Non motorized transport Carbon credits programme Introduction of more energy efficient infrastructure and vehicles including buses, traffic signals, etc Industry transformation Incorporation of taxi industry into BRT Taxi recapitalization and regularization Contractor development EPWP
266 Freight Freight management Well -resourced department Skills development and retention strategy Wellness programme
267 TRANSPORTATION SECTOR PLAN
5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS To improve the safety of road and Implementation of travel-values Implementation of travel-values public transport users through: programme programme
Contributing to reducing number of External communication has begun Partnerships with other parts of traffic accidents in public transport facilities in each government, private sector and Introducing traffic safety measures region civil society in all wards including signage, A train-the-trainer programme was Distribution and production of traffic calming implanted during the October media (billboards, pamphlets, Improving the safety of our facilities Transport Month 2008 etc) and infrastructure and looking at measures to reduce the Travel Values have been Outreach to communities and possibilities of crime and vandalism incorporated into the Mascot and schools including through in our facilities and on our Mobile Education programme mascot, mobile unit, and infrastructure Values inscribed at Head Office industrial theatre Running safety awareness building and to be extended at the Promotion of fraud and programmes Bara, Midrand Ivory Park, vandalism hot line numbers Randburg taxi ranks The focus will shift to those Safety education including the use aspects of safety not covered by of the Mascot and Mobile Education other programmes (e.g. Unit at schools in Ivory Park, implications of blocking storm Soweto, Inner City, Orange Farm water drains) and the need for and Alexandra as well as traffic community responsibility training at the BE SAFE centres Extending engineering, located in these areas education and enforcement An extensive ward based process interventions to Rabie Ridge, in partnership with CSIR identified Tshepiso, Orange Farm, two traffic safety interventions per Tembisa, Braamfischerville, ward, one of which will be Durban Deep, and Diepsloot implemented by JRA by June 2009 with 175 awareness Industrial Theatre based on safety programmes issues and values is being Continue with the developed implementation of the public sector law enforcement strategy in partnership with JMPD and other MEs Implementation of priority number two for each of the 109 wards as detailed in the community road safety plan To improve awareness in our Transport information and Transport information and communities of Johannesburg’s awareness programme awareness programme transport history Book on history of Transport, called Continue to implement the To improve awareness of transport “The people shall move” published October Transport Month services including public transport Successful implementation of the Print more transport history offered in the City of Joburg 2008 October Transport Month books for school libraries in Metrobus and JRA call centre staff disadvantaged communities have moved to Operation Phakama Ensure that the Joburg Connect facility service operates effectively in Ongoing information on traffic respect of JRA, Metrobus, and interruptions as a result of Rea Vaya services implementation of BRT Together with JRA provide traffic tips to road users Ensure that all road users are aware of traffic disruptions as a result of upgrading and maintenance of roads (JRA) and introduction of the BRT Consider Park and Ride desk as part of transport information services
268 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS To ensure integration of public Integrated transport plan programme Integrated transport plan transport across modes and programme providers so as to offer highest Participated in provincial bus quality of service, enable shift to contract re-structuring and Gautrain Review of Integrated Transport Plan public transport, maximize bus service rationalization with a specific focus on: efficiencies and sustainability and Terms of Reference for the review reduce congestion of ITP 2009-2013 have been Ensuring that City of Joburg’s completed but not implemented due public transport network is to shortage of funds appropriately integrated into Gauteng and nation wide transport networks Seeking sustainable funding solutions for public transport including through possible congestion pricing Implementing relevant sections of the new National Land Transport Act Developing a toll revenue sharing model with the Gautrain Freeway Improvement Scheme Managing the division of road space between private and public car use including freight
Seek practical ways of maximizing integration of public transport networks e.g. ticketing by working together with all public transport providers
Ensure harmonization of fares as much as possible across modes including Gautrain, BRT, provincial subsidized buses, and taxis To improve public transport in the Bus Rapid Transit – Rea Vaya Bus Rapid Transit – Rea Vaya City of Joburg and reduce traveling programme programme times of the public through: Completion of Phase 1A of Rea Phase 1B of Rea Vaya by mid- (a) Introduction of a new Public Vaya BRT by mid-June 2009 for May 2010 for Soccer World Cup Transport System (BRT Rea Vaya) Confederations Cup incorporating: incorporating the following 25 km of dedicated lanes extensions: including from Regina Mundi Remainder of ICDS to Ellis Park and Inner City Sections 3, 4 & 5 Distribution System Parktown to Sandton 20 stations constructed section 143 buses purchased and Martindale Control Centre funding for them secured More bus operator BRT Control Centre upgraded companies contracted Probity Advisor overseeing Rea Vaya Agency fully risk management functional Revised institutional structure Negotiations with taxi industry to be part of Bus Operating Contract In respect of Phase 1B: 2 km of dedicated lanes implemented 38 additional kms planned 58 additional stations planned EIA in progress To improve public transport in the Metrobus-specific programme Metrobus-specific programme City of Joburg and reduce traveling times of the public through: Values programme taken to The Values Programme will be Metrobus employees and continuously entrenched by
269 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS Modernisation and improved levels passengers means of regular of service of Metrobus Continuous communication with communications with staff and Passenger Forum and Satisfaction passengers Surveys Implement fare evasion strategy Improved fleet management Implement Enterprise Asset through replacing the existing Fleet Management Module Anywhere with the Enterprise Asset Reschedule service timetable for Management System of Oracle 2010 Thirty-three of forty learners offered An effective functioning employment at Metrobus Commuter Forum with a formal Wellness training of 15 Supervisors constitution representing on HIV/Aids in August 2008 Metrobus passengers will be in Safety and security at Metrobus place upgraded including the installation Customers will be able to access of electric fencing and CCTV Metrobus routes on the City’s systems at depots GIS 10 old ERF buses refurbished in Training of (40) drivers on order to enhance the condition of articulated buses. Training of the fleet Peer Group Educators on The conversion of operating HIV/Aids licenses commenced More CCTV cameras and Metrobus involvement in the BRT security towers will be concluded implemented in order to curb pilfering of spares, etc in depots Provision will be made in respect of 60 buses for internal refurbishments and 30 double deck buses for external refurbishments. To fit all Metrobus buses with anti- siphoning devises on the fuel tanks Participation in BRT phase 1b as agreed To improve public transport in the Gautrain support programme Gautrain support programme City of Joburg and reduce traveling times of the public through: Infrastructure integration committee Construct Park, Rosebank and has been set up and a common Sandton BRT stations with full Ensuring that Gautrain understanding has been reached integration infrastructure and services is well Good integration achieved so far at Continue with the Gautrain integrated with other transport Park, Rosebank and Sandton BRT integration forum to ensure modes and services stations integration and/or harmonization of: Ticketing; Fares; Feeder and distribution routes; and Public transport promotion To meet bid book commitments in 2010 World Cup programme 2010 World Cup programme respect of transport services in respect of the FIFA 2010 World The N17 in vicinity of NASREC in N17 by December 2009 Cup and ensure that World Cup partnership with SANRAL which is Nasrec and Ellis Park Precincts 2010 transport infrastructure is progressing well ahead of schedule designed so as to ensure lasting Implementing the 2010 Completion of pedestrian walkways value for the City Operational Plan by: at Orlando, Dobsonville and Rand Providing Park and Ride Stadium are 100% complete services to all 33 World Cup Completion of Beit Street precinct venues New Doornfontein Transport Accrediting public transport Square and taxi facility will be including metered taxis completed by June 2009 Implement all signage Pedestrian promenade and public requirements including street transport hub to be completed by name signs for 2010 June 2009
270 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS Unable to appoint a service Two Park and Ride simulations provider for the accreditation of 500 to be done in preparation for the metered taxis due to budgetary 2010 FIFA World Cup constraints Arranging additional public Signage audit for the 2009 transport in terms of projected Confederations Cup and the 2010 travel demand figures FIFA World Cup was completed in Deployment of roads January 2008 and signs are being ambassadors/points men at key manufactured intersections Four Park and Ride simulations have been done including the Orlando Stadium launch Completion of 2010 High Level Transport Plan in November 2008 To improve the mobility of people Transport access improvement Transport access improvement with disabilities through: programme programme Specific public transport programmes Both BRT station and bus In respect of the BRT, build BRT Improved accessibility in the design specifications incorporate provision stations and procure BRT buses and construction of sidewalks, for people with disabilities (PWD) according to PWD specification traffic signaling etc All gravel road upgrading includes sidewalks To implement a city wide gravel Gravel roads surfacing programme Gravel roads surfacing programme roads surfacing programmes Orange Farm (13.3km) Proceed with the gravel roads Ivory Park (3.3km) upgrade programme on the basis of the Mayoral priority list Diepsloot (3.3km) and in accordance with the Braamfisherville (3.3 km) allocated budget The following areas will be prioritized: Orange Farm, Ivory Park, Diepsloot and Braamfisherville To construct new roads to improve Roads Infrastructure development Roads Infrastructure development mobility and in newly developed programme programme areas K43 has been stopped due to illegal Completion of Koma Road informal settlement Investigation into possible Bolani Road it’s on the planning construction of Crownwood phase with outstanding work to be Road in partnership with private completed sector Investigations have been conducted for Odendaal road and other access roads To resurface roads so that the Road infrastructure maintenance and Road infrastructure maintenance and Visual Conditions Index improves upgrading programme upgrading programme by 20% per annum The VCI study completed and Based on the survey on the visual presented to Mayoral Committee. condition index conducted in 2008- To manage other organs of state The VCI across the network has 2009, implement the resurfacing and private sector that works on dropped from 74% (2003) to 68% programme on 10 km of road. This our network so that they (2008) programme is dependant on funds reinstatements enhance and not 110 km to be resurfaced by end of available lead to further deterioration of the financial year Monitor the impact of the Gautrain road network In respect of Gautrain, a full visual on our road network and ensure inspection was conducted of all that reinstatement takes place haulage routes prior to construction according to agreed upon to be repeated after construction of standard. A technical expert will be Gautrain. Province will re-instate appointed to assist with the the routes to their original condition monitoring of the Gautrain project with a 7-year functional life Management of way leaves and enforcement of way leave infringement
271 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS To maintain our road network Traffic signal upgrade and Traffic signal upgrade and including traffic signaling storm maintenance programme maintenance programme water and road markings to meet the target of: All 5 designs completed for the new Complete upgrade of traffic signal installations to comply with 2010 requirements Reduction in traffic signal outages Upgraded 141 intersections by end Continue with the roll out of remote to less than 1% of all signals out on of December 2008 to comply with monitoring solutions any given day SARTSM standards Continue installing UPS along Complete 101 revised phases to major routes reduce congestion at intersections Pilot of solar in traffic signals % Signalized intersections out at any give (excl power) for July 2008 to December 2008 Undertaken 3965 proactive inspections at signalised intersections by end of December 2008 Connected 130 intersections to the remote monitoring station by end of December 2008 To maintain our road network Road signage upgrade programme Road signage upgrade programme including traffic signaling storm water and road markings to meet Road Signage Audit for 2009/10 Continue with the rollout of new the target of: World Cup done and road signs will approved street names in 100% of all major intersections be implemented in time for the proclaimed townships provided with adequate road signs 2009 Confederations Cup and 2010 Installation of permanent and 2010 signs in place World Cup temporary signs for 2010 FIFA 250 Street names signs Soccer World Cup implemented in Diepsloot for the 1800 lane km road markings period July to August 2008 Completed 267 lane km of lane markings for the period July to end of December 2008 To improve storm water Stormwater development and Stormwater development and infrastructure and management management programme management programme
To look at new ways of managing Investigating all open storm water Continue with the implementation storm water taking into channels in order to cost them in of the storm water management consideration the increased built up Orange Farm, Diepsloot and Ivory plan nature of the city, changes in Park climate and the opportunities of Audit of Major storm water drain new technology. (from goal on (15%) sustainability) Major drain capacity analysis (20%) Infill Master-planning in Midrand and Ruimsig To improve public transport Public Transport facilities and Public Transport facilities and facilities (ranks, depots, lay byes infrastructure programme infrastructure programme and stops) 20 semi-formal ranks, 150 BRT Additional 12 semi-formal ranks, Stations and 150 Stops and Lay- 200 stops and lay-bys to be bys were designated designated Consultation with the Legal Continue with the implementation Department, Department of of 50 shelters on non-BRT routes Economic Development and JPC MTC to manage additional 5 formal on the preparation for the new ranks Shelter Contract is ongoing. Will Midrand Taxi Rank to be upgraded involve funding from advertisers for 600 bus shelters Together with the JDA identify and procure land for cross boarder buses Revisit proposal and funding model for International Transit and Shopping Centre ( ITSC)
272 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS To reduce congestion and emission Travel Demand Management Travel Demand Management levels by improving the modal split programme programme between commuter public vs. private transport through: The Department initiated an e- To accelerate studies and the Introduction of travel demand mail response from the public implementation of: programmes highlighting their suggestions for Travel demand management Improved off street and on street the reduction via the Joburg measures parking provision, pricing and website in respect of TDM management Park and Rides as part of legacy Parking Policy approved by the Awareness campaigns of the strategy to reduce congestion Mayoral Committee to guide the impact of private car use on air Form of congestion and/or process of defining the quality, climate change etc parking pricing management strategy Revised City’s parking policy to Variable Working Hours (VWH) accommodate new Public and telecommuting being Transport developments investigated To increase the percentage of Environmental Management Environmental Management residents who can use non- programme programme motorised transport (walking or cycling) to work shops and schools Extensive NMT measures Implementation of NMT: introduced at Ellis Park and Framework within budget Nasrec Precincts as part of 2010 constraints plan but which will also leave a legacy and be a flagship for NMT Council has approved Non- Motorised Transport Framework To implement energy efficient Sustainable transport programme Sustainable Transport programme measures, use or recyclable energy and cleaner production CDM application process has BRT to continue to procure Euro 4 technologies in all aspects of been mapped out and Project buses with low emission standards transport including: Idea Note (PIM) has been Develop full CDM application report More energy efficient buses approved by DME as the first and submit it Solar traffic signals step in the CDM application Conduct emissions measurements Asphalt plant process Roll out of Metrobus pilot in respect Project within Metrobus to pilot of CNG and/or other ways of CNG on buses as well as reducing CO2 emissions through retrofitting buses to be able to bus propulsion systems use CNG Upgrade Asphalt plant including in Study completed on JRA Asphalt ways which will improve air quality Plant and upgrading approved by and reduce harmful emissions Board
To increase the formalization, Taxi industry normalization Taxi Industry normalization productivity, sustainability and programme programme profitability of the taxi industry (mini bus and metered) through: Ongoing taxi and bus operator Enabling the taxi industry to form Supporting taxi recapitalization negotiations in respect of BRT bus operating companies to Supporting and enabling the taxi including the signing of an MOU manage BRT as well as to benefit industry to become part of the Bus Resurrection of Public Transport from the BRT value chain Rapid Transit System Rea Vaya fora and Commuter structures Metered taxi accreditation strategy Improving and regulating public implemented in time for 2010 but transport facilities including depots, All 1013 non-conflicted routes also to leave a legacy ranks, lay byes and stops have been aligned in preparation for Conversion of permits to Support opportunities for the taxi Operating Licenses industry to benefit from the 2010 transport plan A Transport Forum with all relevant Public Transport Stakeholders will be established to meet monthly Ongoing support to National and the Gauteng Province with taxi recapitalization and conversion of Operating Licenses Public transport law enforcement
273 5-YEAR STRATEGIC IDP PROGRAMME AND KEY 2009/10 DELIVERY AGENDA OBJECTIVES ACHIEVEMENTS To support and enable BBBEE and BBBEE and EPWP programme BBBEE and EPWP programme EPWP in all aspects of the transport sector ±120 emerging contractors Increase the number of BBEE supported in JRA to date contractors supported 597 jobs created on JRA’s Increase BBEE spend in capital programmes Transport Department BRT will deliver approx 800 by Increase number of jobs May 2009 created on CAPEX spend by Transport and MEs To facilitate the speedy movement Freight and logistics programme Freight and logistics of freight around as well as in and programme out of the City so as to enable Commissioned study on economic development improving freight management Together with JMPD monitor at City Deep overloading at City Deep Implement with other stakeholders, City Deep freight management strategy Through the Johannesburg Business Forum, set up a working group with industry to look at ways of working together to improve mobility in the City To ensure skills development, Mentorship and skills Mentorship and skills mentorship and retention strategies development programme development programme to develop and retain staff Introduce formal mentorship To provide a working environment for professionals in which is conducive to high levels of partnership with Metorbus productivity and JRA
274 CHAPTER 9: KEY IDP STRATEGIC INTERVENTIONS
INTRODUCTION
The well-being of its residents is paramount to the City of Johannesburg (the City). Improved health, safety, livelihoods and quality of life for citizens lie at the heart of the set of strategic objectives that will determine the service priorities for the City over the medium term.
As part of preparing for the September 2008 Mayoral Budget Lekgotla, the City undertook a mid term strategic sector assessment where in key IDP interventions were assessed. The key IDP interventions, identified two years ago at the City’s 2007/08 Mayoral Budget Lekgotla, include the following: HIV and Aids awareness and support; Measuring of poverty and implementation of the revise social package; Growth management strategy; Basic services programme; Formalisation of informal settlements; Rea Vaya Bus Rapid Transit (BRT) Project; Inner City upgrading and regeneration through the Inner City Charter; Economic development initiatives towards achieving 9% growth per annum; Stimulating a functioning secondary property market; Accelerating Housing delivery and leveraging the private sector in mixed development; Revised rates, tariff and metering framework to ensure equity and affordability in service charges; Energy, water and waste demand side management; Greening of the City Shared services delivery model Targeted crime prevention safety initiatives 2010 FIFA Soccer World Cup facilities, compliance requirements, fan experience, and legacy projects. Gender Mainstreaming
This exercise was undertaken to assist in assessing and report on implementation of each intervention annually so as to see concrete progress. An on the basis of this assessment define the programme for the remainder of the electoral term. Emerging from this evaluation was that, in general we have made progress in some of these interventions (namely BRT, 2010 and Inner City) and others still seem quite abstract as of these interventions. Many of these key interventions involve responsibilities that cut across departments, MEs, and other spheres of government while making contribution to a number of GDS principles but are most closely aligned with one principle. The aforementioned assessment has framed the manner in which departments and MEs have reviewed the IDP Sector Plans for 2009/10 and also their programme for the remainder of the electoral term.
HIV and Aids awareness and support HIV and AIDS awareness and support is one of the six mayoral priorities. It aims to improve face-to-face education and access to antiretrovirals. The City has applied a community-based model to address the challenges faced by those affected by the disease through its HIV/AIDS Community Care and Capacity Development Programme. As part of this process the City has implemented the Jozi Ihlomile campaign to train community volunteers in prevention; care and support; voluntary counseling and testing (VCT); Anti-retrovirals (ARV) efficacy training; Prevention of Mother to Child Transmission awareness; and tuberculosis treatment. To date, the
275 Jozi Ihlomile project has been extended to four additional sites and home-based care has been initiated. During the remainder of this electoral term, the focus on HIV/AIDS will be intensified through a vigorous, holistic approach to the pandemic. The City’s participation in the National HIV Sero Prevalence survey in 2006 revealed an emerging downward trend in new infection rates. Johannesburg’s current prevalence rate at 30, 6% is less than the Gauteng average. The City’s long-term goal is to significantly reduce HIV/AIDS prevalence and incidence rates and reduce the impact of HIV/AIDS on communities. The scale of prevention and treatment measures will be increased and targeted awareness campaigns will take place. For the remainder of the term the City will escalate the door-to-door education and expand community support programmes and also roll out support of home-based care providers with an emphasis on training and education.
Measuring of poverty and implementation of the revise social package Delivery of services is critical for the citizens of Johannesburg. Closely tied to this is the implementation of the revised social package that will provide a single-window approach to social assistance delivery and also alters the targeting mechanism to an individually tied poverty index. In this regard, the indigent households, currently standing at 119 000, receive a package of 10 kilolitres of free water per household per month and a 100 kilowatts hour of free basic electricity. To date, this programme has been tested and will be fully rolled out in the beginning of this year. The Job Pathways programme has been launched and the first Special Water Needs desk has been opened. The remainder of this electoral term will see the full roll out of this system for access to water, power, sanitation and rates subsidies. The housing and transportation subsidy schemes will be piloted and rolled out and additional social package components will be piloted. The CoJ seek to roll out a social support programme to every deserving citizen and ensure that it does not leave its people in destitute situations.
Growth management strategy Economic growth cannot be divorced from spatial development. The Growth Management Strategy is an innovative approach to spatial decision-making and is key to the City’s role in steering future settlement patterns away from segregation. It will examine current trends in the provision of bulk infrastructure across the city and will prioritise capital investment in bulk infrastructure by designating high priority, medium priority and low priority growth management areas. This aims to address the current disjuncture between infrastructure provision and development growth. To date, the Land Strategy has been completed, as has a preliminary cut of areas. With regard to development planning and urban management, the CoJ implemented the Development Application Improvement Programme. This has seen a substantial improvement in turnaround times: Complex township establishment applications which formerly took an average of three years now take only nine months; The time taken for a rezoning has been reduced from 10 months to 7,5 months; Average time for the post-approval process has been reduced from six months to 2,2 months; and Turnaround time for simple building plan applications is a remarkable 24 hours.
The remainder of this electoral term will continue to assess growth targets and development trends and in 2010/11, a review of the first three years of GMS implementation will be completed.
Formalisation of informal settlements The formalisation of informal settlements is a critical project aimed at addressing the Millennium Development Goal of eradicating informal settlements by 2014. The Informal Settlements Programme aims to formalise existing informal settlements. The approach to formalisation of informal settlements includes the following: Proper layout and demarcation of stands in the area;
276 Delineating each stand in the area through fencing Registration of residents Allocating of stands to deserving and registered families Providing street names and numbering each structure in the area Providing basic lifeline services; and Providing a development framework for the upgrade of the area through local participation.
A feasibility study has been completed which indicates the status of each informal settlement. Action plans for each category of formalisation are currently being completed and the remainder of this term will see the finalisation of township establishment applications, the preparation of budgets for the provision of basic services and the conclusion of all rezonings. The rolling out of this programme and the associated upgrading of informal settlements is a challenge that will be pursued with vigour in the remainder of the electoral term. The City will prioritise extending public infrastructure to informal settlements so that residents have access to basic services.
Basic services programme The Basic services programme aims to eliminate all backlogs and extend access to water and sanitation services to all residents by 2011, and electricity by 2012. At the end of 2007/08 about 84% of the 1 169 048 households in the City had access to water, and 76,7% had access to adequate sanitation. A total of 78, 4% of all houses have electricity (inclusive of Eskom supplied areas). A number of programmes are linked to this IDP intervention. These include the Service Delivery Improvement Programme that set out to reduce electricity billing losses from 3% to 1% and reduce electricity outages by 50% in 2010. In the first three quarters of 2007/08, 52 unplanned electricity outages were recorded, representing almost a 50% reduction in the number of outages for the year. The City is also working on ensuring that infrastructural networks function optimally. This requires day-to-day maintenance as well as proactive measures to address leakages and infrastructural inefficiencies.
City Power has worked closely with Eskom to implement a load shedding management plan and develop demand-side management plans to respond to the electricity shortages experienced in early 2008.
In order to reduce unaccounted for water, the City continued to roll out Operation Gcin’amanzi. This involved a programme to introduce pre-paid water meters in Soweto, saving 38 billion litres in just over two years. Unfortunately water savings have slowed down because Operation Gcin’amanzi has been halted in response to a court ruling that deemed the pre-payment meters unconstitutional. The judgment is being appealed. The annual target of 60% cleanliness levels 3 within the City has been exceeded as a result of the introduction of 3 shifts in high density areas and additional capacity brought into cleaning the inner city through private contractors.
During the remainder of this electoral term an additional 20 000 households will receive water connections, 40 000 households in informal settlements will be provided with new water and sanitation connections, the Thonifho project will provide LOS 1 for water and sanitation to an additional 38 000 households and 34 000 households will be have electricity.
Rea Vaya Bus Rapid Transit (BRT) Project The City’s commitment to improved public transport is making great strides through the Rea Vaya Bus Rapid Transit (BRT) Project. BRT extends work that had already been started on developing a Strategic Public Transport Network (SPTN) for the city. The network was designed to link major nodes with high-activity public transport routes. Our all-inclusive public transport system that integrates not just different modes but different operators and patron in the transport sector has been developed through participatory and consultative process. In preparing for the Confederations Cup, the City intend to complete Phase 1A of Rea Vaya BRT by mid-May 2009, incorporating 30 kilometres of trunk routes, 18 stations, One BRT Operating Company, Control Centre and fare system, AVL, VMS and CCTV. The implementation of the phase 1C of the BRT
277 which includes the construction of routes from Sandton to Sunninghill; Sandton to Alexandra; Orlando to Dobsonville; Nancefield to Jabulani; and Regina Mundi to Lanasia will be completed by the end of the mayoral term.
Inner City upgrading and regeneration through the Inner City Charter Work in the inner city has grown tremendously with the implementation of the Inner City Charter. The first part of the Inner City Charter speaks of the future of the Johannesburg’s Inner City. It engenders all stakeholders to envisage the future Inner City as a place: That will be developed in a balanced way in order to accommodate all people and interests; That remains as the vibrant business heart of Johannesburg as a whole, with an increased emphasis on residential density; That works, as many other cities do elsewhere in the world; as a key residential node. Our Inner City will not be a dormitory for the poor, nor an exclusive enclave of loft-apartments, galleries and coffee shops.
Upgrading of the environment is ongoing, housing development and additional safety measures (through increased CCTV cameras and dedicated response teams), and a disaster management programme have been implemented. The success of these initiatives is evident in the billions of Rand of investment that have poured into the inner city from both public and private sector. The remainder of this term will see continued and increased development initiatives, implementation Deep South Economic Development Plans and the escalation of housing delivery in the form of both temporary accommodation and city-led social housing and also implementing our plans towards improving public transport infrastructure.
Economic development initiatives towards achieving 9% growth per annum Economic development is one of the six mayoral priorities and aims to create sustainable jobs at scale focus on labour intensive sectors and create an enabling environment for SMME’s. Programmes targeted towards the second economy and economic stimulation of previously marginalised areas. In 2007, the City of Johannesburg hosted the then State President in the first ever Presidential Imbizo in our City and the key outcomes of the Imbizo was the consensus that the economic growth rate we should strive for should be 9% if the country is to realise a 6% economic growth by year 2014.
However, given the recent economic meltdown it is likely that the economic growth may slow down and as a result the City may not escape unscathed but we remain committed to our economic growth targets. Therefore, our economic development initiatives are vital and require concerted efforts to ensuring that we continue to provide employment opportunities. Planning in a number of areas such as support of the ICT sector, skills development programme, the beneficiation programme, BEE and emerging industries support programme, and the informal and community sector support programme is underway. However, there is now an urgent need to focus on implementation and delivery of these programmes to ensure that by the end of this term we can be confident that our commitment to economic growth and job creation has been realized.
In broad terms, for the medium term the City will intervene to: Create sustainable jobs at scale through its capital program (e.g. EPWP); Focus on labour intensive sectors; Create an enabling environment (easy access to finance opportunities) for SMME’s; Facilitate the provision of technical skills required by the economy to grow; Focus on safety security; Target programs towards the 2nd economy, the growing middle class, the 3rd economy, the poorest of the poor; and Economic stimulation of previously marginalized areas.
278 Stimulating a functioning secondary property market The City is committed to stimulating the secondary property market in historically disadvantaged areas. This will be done through investment in infrastructure by both the public and private sectors. To date, feasibility studies have been completed and the next two financial years will see the completion of a number of critical projects in Braamfischerville including, amongst others, the construction of a taxi rank, greening of the area, the construction of a library and the construction of a satellite police station. Construction of bulk bridge to link Braamfischerville and Tshepisong as well as construction of sports complex in Vlakfontein, taxi rank and Multi Purpose Complex Centre.
Accelerating Housing delivery and leveraging the private sector in mixed development The acceleration of housing delivery is both a key IDP intervention and a commitment of the ANC to bettering the lives of South Africans. The City has set itself a target to deliver 100 000 well- located and good quality housing opportunities over the five year term. This includes the delivery of 15 000 rental housing units, 30 000 housing opportunities through the Community Builder Programme; 50 000 mixed income housing units and the upgrading of hostels to accommodate 5 000 residents. The Rental Programme is well on target. Over 30 000 units have been delivered to date and work will be stepped up in the remainder of this term to ensure that we meet our commitments.
Revised rates, tariff and metering framework to ensure equity and affordability in service charges The revised rates, tariff and metering framework will ensure equity and affordability in service charges. The new rates policy was successfully implemented in July 2008 after we announced the release of the draft Rates Policy for the City and invited people to comment on it in July 2007. At the time, comments we received related mainly to the affordability of rates as well as the fears of the public of how this could affect our vulnerable residents – like pensioners. We also received requests for special rating areas and special tariffs for Sectional Title properties. In all we received approximately 755 written comments and held more than 26 public meetings around the City. In the remainder of the term the City will focus on monitoring and reviewing the rates policy and valuation roll, together with the tariff policy in line with legislation.
Energy, water and waste demand side management Linked to this are the critical energy, water and waste demand side management interventions by the City. The City has embarked on a number of technologically innovative programmes that allow consumers to regulate – and ultimately reduce – their own demand for municipal services. Demand-side management has advantages for the City, for residents and for the environment. To date, over 4% of waste has been diverted from landfills through recycling and compost initiatives. Energy and water demand side management projects have been implemented and in the next two financial years we will see further gains being made. Energy efficient requirements in building plans will be implemented, as will waste to energy projects and the gas fired energy regeneration project.
Greening of the city Another one of the mayoral priorities for this term, and a project that has received numerous accolades and recognition is that of greening of the city. Almost 100 000 trees have been planted, with another 100 000 planned for the remainder of this term. Nine new parks have been developed, and eleven parks and seven cemeteries were upgraded. By 2011, six new regional parks and two new cemeteries will be developed and garden competitions will be introduced, clear evidence that the goal of a green city is being realized.
279 Shared Services Delivery model The City’s Shared Services Delivery model will combine resources, systems, operations and activities into a single centre that can be utilized by a variety of people. The Sector concluded the first phase of the programme and ensured the successful implementation of the Human Resources Transactional Shared Services Centre for all Core departments which is now fully operational. During the initial phase the necessity to determine mechanisms to quantify costs savings was specifically noted and measures are being implemented to quantify costs during follow-up phases.
The rest of this term will see the implementation and consolidation of all shared services projects that are currently in process for both core departments and municipal entities. Furthermore, assistance will also be given to municipal entities in implementing such the City’s governance models in line with the City’s approach to enhance integration.
Targeted crime prevention and safety initiatives Crime prevention is critical to ensuring the safety and security of our citizens and visitors. Crime remains a deterrent to investment and a threat to the safety and well-being of all users of the city. The 2010 FIFA World Cup brings an added emphasis to this priority with the safety of the thousands of expected visitors an essential requirement to ensure the success of this event. JMPD has assigned dedicated police officers to priority police stations such as Booysens, Hillbrow, Johannesburg Central, Honeydew and Moroka, to strengthen the crime-fighting services.
The visibility of policing has also been increased through an operational plan that focuses JMPD patrols at transport nodes, parks, and areas with high incidents of crime. In the area of social crime prevention, metro police officers have been trained in victim support skills. The community outreach unit in the JMPD has visited over 300 schools to raise awareness about substance abuse and dangerous weapons, and more than 190 businesses to educate women on domestic violence and abuse.
Currently the Karabo Gwala Safety campaign has been implemented, and a disaster management centre has been set up. Work on the safety strategy for the 2010 World Cup is ongoing. The City has also worked hard at tackling the underlying causes of crime and addressing the needs of vulnerable groups. Work in these areas will continue and 100% visibility of police at pension pay-points and transport nodes will be in place by the end of this term. Improved surveillance technology will be implemented as will improved traffic control and management in order to give effect to the City’s commitment to road safety. Furthermore, the City has committed itself in rooting out crime of any kind in the streets of the city, through the breaking of City bylaws, or within the City’s own administration. The focus on clean and ethical government will be unequivocal.
Targeted crime prevention and safety initiatives Crime prevention is critical to ensuring the safety and security of our citizens and visitors. Crime remains a deterrent to investment and a threat to the safety and well-being of all users of the city. The 2010 FIFA World Cup brings an added emphasis to this priority with the safety of the thousands of expected visitors an essential requirement to ensure the success of this event. JMPD has assigned dedicated police officers to priority police stations such as Booysens, Hillbrow, Johannesburg Central, Honeydew and Moroka, to strengthen the crime-fighting services.
280 2010 FIFA Soccer World Cup facilities, compliance requirements, fan experience, and legacy projects The strategic vision for Joburg 2010 is to “Host the Best World Cup Ever”. This vision means that means the CoJ must surpass the rigorous standards of excellence set by all predecessors, and combine it with the warmth, generosity and welcome of an African experience. In order to achieve this vision, a framework has been developed that identifies the three levels - and imperatives - of delivery.
Fulfil FIFA’s contractual requirements (Compliance): this is what is required in terms of the various contractual commitments and obligations to FIFA, as specified in the Government Guarantees and the Host City Agreement to meet the obligations to FIFA - stadia, training venues, safety and security, city by-law implementation, accommodation, ICT, marketing and branding, etc.
Deliver an outstanding fan experience (Leverage): this means planning for and optimising all the leveraging that can be gained off the infrastructure and services required for the event to guarantee the fans a superb experience. This means focusing on the needs of the fans and media that will be in the City for the WC2010 and extending the investment in the event to ensure their experience is above and beyond expectation in terms of the resources and services available.
Create long-term benefits for the citizens (Legacy): given that this event is a unique opportunity for the City, the energy it generates should be mobilised to ensure long-term and sustainable benefit to the citizens long after the event is over. It can only do this by ensuring that the actions taken to comply with the FIFA contract and to leverage off that to provide an outstanding fan and media experience directly benefit the city and its citizens over the long-term.
The City is conscious of the obligation the event places on the CoJ, as the host of the opening match and final; as host to FIFA International Broadcasting Centre and Local Organising Committee headquarters. Furthermore, the City will be hosting the Confederations Cup in June 2009 and this event will assist us in highlighting gaps and areas for increased attention, so that we can deliver an exceptional Soccer World Cup. The aforementioned means that there can be no excuses for poor fan mobility, inadequate infrastructure capacity, inadequate safety and security and inadequate accommodation and poor service culture. In general terms, the City’s preparations for 2010 remain on track, on schedule and within budget. A number of local and international inspection teams, observers and media representatives have expressed satisfaction about the progress that has been made. The details regarding this intervention are discussed in Chapter 9.
This chapter has highlighted the city’s mid-term achievements in terms of the tremendous work that has been completed so far and key areas of work remaining in order to meet the commitments. The City remains committed in focusing on measures geared towards the acceleration of the economic growth, addressing spatial imbalances, reducing poverty and ensuring social inclusion in order exceeding the commitments to the City’s citizens in 2006.
Gender Mainstreaming The City of Johannesburg is committed in ensuring that gender mainstreaming remains a priority in all its work. This is a response to both the Beijing Platform for Action and Gender Policy Framework for Local Government adopted in 2008 by the Department of Provincial and Local Government (DPLG) and South African Local Government Association (SALGA).
Gender mainstreaming needs provide a gender perspective in all projects, so as to address past gender based discrimination and inequality. For example, mainstreaming a gender perspective for engagement in the planning and implementation of projects so as to ensure that women also benefit and that gender awareness is prioritized.
281 The City is aware that the involvement of senior leadership and executive management is critical to the initiative of gender mainstreaming and as a result has ensured that political leaders including the Speaker of Council, Councillor Ntingane, Member of Mayoral Committee for Community Development, Councillor Mayathula-Khoza and Member of Mayoral Committee for Corporate and Shared Services and also the Leader of Executive Business, Councillor Walters champion this initiative. Their involvement is an affirmation of the City’s commitment to gender mainstreaming as an institutional responsibility and to provide political guidance in the implementation.
In 2009/10, the City will ensure that gender mainstreaming is included in all new programme and that departments and municipal entities are aware of this strategy and the effect it in their work. In addition, the City will undertake gender awareness training for councillors and members of the executive management.
In 2010/11 we will see the inclusion of a gender equity focus in the performance management contracts for the first three levels of management, as well as the development of a monitoring and evaluation system. Furthermore, departments and municipal entities will be required to collect, analyse and disseminate gender-related statistics, and roll-out gender mainstreaming in all of their projects.
The City of Johannesburg, through these initiatives will ensure that the prioritization gender equity forms part of our policy and strategic documents such the Growth and Development Strategy (GDS), the Integrated Development Plan (IDP) and the Budget.
282 CHAPTER 10: 2010 FIFA WORLD CUP
INTRODUCTION AND OVERVIEW
The FIFA 2010 Football World Cup represents both the most significant challenge and the most important opportunity facing the City of Johannesburg. The scope and scale of the event is enormous – over R9 billion public sector and R6 billion private sector investment, an expected 300,000 visitors to the city, massive investments in stadia, infrastructure, transport and accommodation – and the benefits of delivering a successful event are incalculable.
Early on the City identified the need to capitalise on the energy associated with the World Cup to fast-track service delivery in key areas that would impact on the World Cup experience. From the beginning therefore, the City sought to place the event in the context of better service delivery for its citizens. The event itself is important, but will come and go. What is more important to the city is to achieve a long term improvement in the lives of its citizens, especially in relation to its overall strategic goal of overcoming and redressing the inequalities of the past. Hence there has been a focus throughout the planning for the delivery of this event on how the imbalances in service delivery, spatial distribution, and other forms of apartheid legacy are addressed and overcome. The Mayoral Legacy projects that were identified in relation to 2010, therefore, all sought to address this issue, as will become clear in the report below.
The City is contractually obligated as a FIFA 2010 Host City to deliver on a number of commitments to ensuring the successful hosting of this global event. These contractual obligations are significant, and have taken up an enormous amount of resources and time.
But the City, in its 2010 Strategic Framework, realised that in order to deliver on its vision of hosting the ‘Best World Cup Ever’ it was necessary to go beyond simply meeting its contractual obligations to FIFA. It realised that the international exposure that the event would bring to the City via international fans and media, would have a massive impact on the image of the city, for good or ill, in the decades to come. Consequently the second focus of the Strategy is to create a superb fan experience that will create a positive positioning of the city as a tourism and investment destination for the years to come.
Finally, the City realised that the ultimate judge of whether this would be a successful event would not be FIFA nor the international fans and media, but the citizens of the city itself. They would be the ones who would ultimately benefit or lose from the event. The City therefore committed itself to ensuring the legacy of the event for its citizens would be a positive one.
These three strategic thrusts were encapsulated in what became known as the ‘Circles of Success’.
283 Compliance The things we must do to fulfill our contractual obligations
Leverage Each FIFA project The things we must do should also add to to make this the best the fan experience fan experience ever and create a legacy for the
Legacy Things we must do to leave a positive legacy for the citizens
In order to ensure delivery on this strategic framework, the Joburg 2010 Office was given the full support of the managerial and political leadership of the City to help departments and MEs deliver the 2010 FIFA Soccer World Cup by implementing a range of identified projects within the agreed threefold strategic framework: plan, finance and deliver the 19 projects that would ensure full compliance with FIFA requirements for staging World Cup 2010; leverage each of these projects to optimise the experience of fans (18 of the FIFA-required projects directly influence or add to the potential of a positive fan experience); and Maximise the long-term benefit to the City and its citizens from the public sector investment (over R9 billion) and private sector investment (anticipated at over R6 billion) in these projects (17 of the projects can be leveraged to add to the socio-economic development and to the potential of a better City for all).
In addition, a 20th project was added - the Mayoral Legacy Projects which leverage off the energy released by the investment in new infrastructure. This project includes four sub-projects to change the face of Soweto and one to increase the overall friendliness of the city through improved lighting, street art and furniture in key places.
Two other projects are included in the activities required to deliver the 2010 World Cup: Parallel events which will run during the World Cup to showcase the City and enhance the fans’ experience; and The funding model required to finance and manage the actual staging of the two events that make up the total World Cup experience - the Confederations Cup in June 2009 and the World Cup in June 2010.
284 Cluster Specific Projects Cluster one
Match venues Soccer City Stadium Ellis Park Stadium Training venues Orlando Stadium Dobsonville Stadium Rand Stadium Match venue precincts Ruimsig Stadium
Soccer City, Nasrec Training venue precincts Ellis Park
Orlando Dobsonville Rand Ruimsig Cluster two Electricity, water, waste management Support infrastructure Transport high-level and operations plan Transport Nasrec Hub Rea Vaya Bus Rapid Transit (BRT) System Intelligent Transport System Park and Rides
IT&T ICT International Broadcast Centre, including accommodation
Waste management and recycling Mine dump rehabilitation Environment Tree planting
Cluster three Health Services Health Disaster Management Services Disaster Management
Safety and Security Safety and Security
Cluster four
Marketing Fan parks Public viewing sites Accommodation Tourism Marketing City beautification FIFA events Volunteers Business closure
Cluster five Greening soccer fields Mayoral Legacy Projects Indoor Sports Hall Soweto Theatre Diepkloof hostel upgrade
285 Cluster Specific Projects Street furniture Klipspruit River rehabilitation Cluster six Africa Under One Roof Parallel events Boys in the Photograph Football For Hope Soccer Legends Stakeholder mobilisation Cluster seven
Operational budgets Confederations Cup World Cup
Meeting the requirements of the FIFA Bid Book - delivering the 19 projects in the first four clusters timeously (and within the allocated budgets) - is a demanding challenge which the City is meeting. But the intention is to achieve success beyond the event itself - namely, to stimulate the African Renaissance, showcase the city as Africa’s leading tourist and commercial destination, to give fans a World Cup experience that whets their appetite for a return to the city, and to ignite the pride of the citizens.
A driver of this success will be the fan experience-how the fans are welcomed, looked after, accommodated, transported and entertained during their stay.
The WC 2010 Office is focusing on ensuring that a world-class fan experience is leveraged through the implementation of the 19 projects. Achieving this will translate into long-term commercial benefits for the city through increased tourism and investment.
CHALLENGES AND OPPORTUNITIES
The 2010 World Cup is the biggest programme the City of Joburg has ever undertaken. The total estimated funding required is R11,46 billion. The total amount funded, from the City’s own funding sources and the National Treasury, is R8,45 billion. This leaves a funding gap of about R3,016 billion.
This is a significant challenge but the City has made applications to several funding sources for additional funds to fill the gap. This also needs to be balanced with the estimated R6,1 billion investment from the private sector that has been unlocked within the City by the World Cup programme.
But the real measure of the impact of the World Cup is the stimulus it has given to a wide range of development opportunities:
Two world-class stadiums - one, an iconic stadium refurbished (Ellis Park); the other, a new stadium destined to become a landmark venue for international sporting and entertainment events in the future (Soccer City); Four training venues - Orlando, Rand, Dobsonville and Ruimsig stadiums - that will also provide a range of world-class facilities for sports and entertainment well into the future; Public fan and viewing sites that will give people the security of safe venues and the unique feel of sharing in the World Cup experience; The precincts around each of these venues being upgraded with new infrastructure, creating new opportunities for citizens and for future development; The upgrading of basic infrastructure - water and electricity - in areas that will support present and future economic growth; The opportunity to develop new waste management strategies and practices through public education and implementation of new technologies;
286 A new transport infrastructure - Bus Rapid Transport and the opportunity to replan and integrate all transport modes (including Gautrain) through an Intelligent Transport System and shared responsibilities and rewards; Leapfrogging the City into an era of electronic connectivity through the world-class Information and Communication Technology network being installed at Nasrec; The opportunity to review and accelerate further greening of particularly disadvantaged areas and rehabilitation of environmentally damaged parts of the City; Strengthening the Safety and Security department with new manpower to secure visitors and citizens through improved policing; Upgrading primary healthcare facilities with new and additional equipment Energising the marketing thrust by leveraging off the Confederations Cup and World Cup to re-brand the City and project it on the world stage; Facilitating a rapid and extensive growth of new accommodation that will serve the City well into the future as a tourism and investment destination; The chance to develop the human infrastructure required for making the two events memorable for all the visiting fans - city volunteers to meet-greet-and-guide visitors, a city culture of service that will make tourists welcome and not exploited at commercial and accommodation venues; The ongoing beautification of the City that will match the warmth of the people with the comfort and attractiveness of its facilities; The events that will showcase the City and its culture and entertain fans during the World Cup; and The initiatives taken to change the face of Soweto through new sports and cultural precincts and the rehabilitation of the river that encircles the area.
There are other challenges besides funding shortfalls to overcome in realising these opportunities:
A greater measure of creativity has been needed in the thinking, planning and implementation of World Cup projects. Financial constraints mean that often strained resources have to be maximised and stretched in new ways to meet the needs; Balancing competing interests without neglecting one of them is a continual necessity. Ongoing delivery of day-to-day services and their extension and improvement cannot be compromised in pursuit of staging “the best World Cup ever”. At the same time, the unique opportunity offered by the event - using it as a catalyst for unleashing new development initiatives across the city and its sectors - should not be missed. This has required good planning, prioritisation and project management within each project and department; Growing coordination across all City departments and Municipal owned Entities involved in World Cup projects must be a continual endeavour. While each project has its own team and strategy to plan and deliver it, the inter-relationships and integration between the projects and their execution are where the success will be achieved during the staging of the Confederations Cup and World Cup; A profound education initiative has begun to influence citizens to open up to new attitudes towards service and towards waste management and reduction, recycling, energy usage and environmental practices that align with global better practices. The focus of the world will be on the City for at least six weeks over June and July of 2010. It is the greatest opportunity Joburg is likely to have to project itself as a world-class city and set the platform for future tourism and investment. The City will optimise this opportunity if it showcases best practices in how it “greens” the World Cup, uses resources and gives fans an outstanding experience through warm, good and affordable service; and The City’s stakeholders - CoJ employees and political leadership, citizens, business and labour - need to be engaged consistently over the coming months to stimulate and build a sense of anticipation and excitement for the two events and what they will bring. Preparation for both events, particularly the World Cup, involves all stakeholders in preparing to host, accommodate and entertain hundreds of thousands of fans from across the world for a month
287 or more. To do this well will take a high level of enthusiasm, interest and awareness of all that is involved in this event. The building of this awareness can only happen through a variety of channels that will inform and enthuse. The City is determined to achieve these and ensure they are properly managed.
Joburg United – Partnerships for Delivery Delivering successfully on this challenge is a task that goes way beyond the City’s own resources. It requires that all city stakeholders – community groups, business, labour, youth and women’s formations, sporting bodies and the citizens in general – are mobilised in partnership with the City to ensure the achievement of the vision.
To this end the City has launched the Joburg United campaign, whose goal is to unite the City and all its citizens in a massive effort to deliver on the ‘Best World Cup Ever’. A series of stakeholder workshops were held in 2008, culminating in a mass launch of the campaign at the Joburg Expo Centre during the Rand Show. At this event, the City committed itself to working in partnership with its citizens and stakeholder groups to deliver its strategic vision.
Follow up meetings have been held throughout the City, and the process will accelerate as the event draws closer.
2009 FIFA CONFEDERATIONS CUP The Confederations Cup in June 2009 is a critical testing ground for 2010. Not only must the City ensure a successful tournament for 2009, it will also have the opportunity to undertake a live practice run for the much greater World Cup 2010. But the City cannot treat this as a rehearsal. It is a major event in and of itself, and the City plans to ensure that it is treated as such.
The delivery of a successful Confederations Cup Event, which will see 8 teams competing for the trophy, will therefore be a key focus for 2009/10. Ellis Park Stadium will host the final of the event, and the eyes of the world will focus on the City from this point on until the completion of the World Cup in 2010. Not only will the City be able to test the infrastructure that it has put in place for the World Cup, more significantly will be its ability to test its operational capacities for the event. This will bring into play the full spectrum of the City’s resources – from transport, safety and security, marketing and communications, ITC, accommodation, health and EMS, volunteers etc. All of these elements are being fully integrated into an operational plan under the direction of the Joburg 2010 Office.
288 KEY ACHIEVEMENTS AND 2009/10 DELIVERY AGENDA
The following report highlights the projects that are associated with each of the major clusters; tracking what has already been accomplished, showing what is planned for the coming year, and identifying some of the challenges that lie ahead. Cluster one: Venues and Precincts
Strategic goal: The strategic goal for this cluster is to ensure that all facilities required by FIFA for match and practice venues are developed in full compliance with FIFA requirements, will provide an outstanding fan experience for local and international visitors, and will be able to be utilised to the long-term advantage of the citizens of Johannesburg.
The City is alone among the FIFA host cities in having two match venues – Soccer City and Ellis Park. These venues have the added prestige of being the venues for the opening match and final of both the Confederations Cup 2009 and the World Cup 2010.
This prestige comes with its own challenges – the stadia have to be iconic venues that will reflect positively on the city and the country, and having two match venues doubles the number of required FIFA approved training grounds.
Match Venues: Soccer City We are pleased to report the following progress: The stadium is scheduled for completion by 31 July 2009, almost a year before the start of the World Cup in June 2010; Construction in therefore on schedule with FIFA requirements - overall 76% complete; Roof construction is 71% complete against programmed milestone of 76%; Cladding is 25% complete against programmed milestone of 42%; Brickwork and plumbing are at 86% completion; and Electrical and mechanical is 42% complete against programmed milestone of 50%.
Overall, progress is on track but some areas of both stadium and precinct construction are behind schedule. However, the schedule aspect is not critical at this stage, and will not affect anticipated completion to meet Fifa contractual requirements.
But there are two other specific challenges the City faces on this project: The budget escalations on Soccer City Stadium; and Additional technical requirements from Fifa for stadiums, stadium precincts, ticketing and ITC that could have financial implications for the host cities. These remain to be finally negotiated and settled.
The key outcome for this financial year is therefore the full completion and operational hand over of the stadium to FIFA and the Local Organising Committee.
289 Stadium Precinct The development of the stadium precinct is a critical element of readiness, and much has been done at the Soccer City precinct to date. The Nasrec Urban Design Framework, when completed in April 2010, will project the region as a world-class sports, tourism and exhibition hub that will accelerate economic development and link Soweto to the City heartland through an integrated, rapid and affordable transport system and a commercial precinct. This is a critical legacy component of the Stadium development, as it begins to address the historical segregation of the City from its south western suburbs. Work started or completed at the precinct to date includes: The new transport hub and promenade linkage to the Stadium is 55% completed; Work started in February 2009 on both the International Broadcast Centre (IBC) and the media village apartments which are part of the precinct; The Rea Vaya Bus Rapid Transport links (phases 1a and 1b) are completed or under construction; and The N17 and feeder roads - Stadium Drive and Golden Highway - are at design finalisation stage or under construction but will be completed in time for the World Cup.
In the coming year, the following projects will be started and mostly completed: Transport hub and promenade will be completed in July 2009; The IBC is scheduled for completion by December 2009; The apartment complex that is part of the precinct and will be used for the media during the World Cup, will be completed by March 2010; The BRT links are on track for completion and operation well ahead of the World Cup; The feeder roads are scheduled for completion in the second half of 2009 and The N17 will be completed by March 2010. This means that we are fully on track to achieve full completion of Soccer City and its precinct development well before kick-off 2010. As indicated, the long term benefits of the stadium and precinct development are enormous. Not only will the city boast a world-class sporting facility, but the development of the precinct in terms of transport, visual appeal, infrastructure and housing will go a long way to bridging the development gap from the City centre to the South West.
Match Venue Ellis Park Ellis Park is critical for the World Cup, not only as an important venue for 2010, but as the stadium that will host the final of the 2009 FIFA Confederations Cup. Getting the stadium to full FIFA compliance has been completed during the course of 2008, and all works on the stadium were finalised in January 2009. During February 2009 the stadium has had its final inspection and hand-over to FIFA. This is a significant mile-stone for the City in its 2010 readiness. It will be further tested in the Confederations Cup and other sporting events that it will host during the next year.
290 The Ellis Park Precinct The upgrading of the Ellis Park Precinct is a major strategic priority of the City. The WC 2010 programme has fast-tracked delivery of a number of the elements of the overall precinct plan. About 80% of the plan has been completed in the past year. This includes: The upgrade of the main access roads (about 82% complete)’ Doornfontein Square (completed); The Sports Precinct (82%); Doornfontein Station (47%); Parks upgrade (31%); and Surrounding roads upgrade (15%). The full upgrade will be completed by April 2009, in time for the Confederations Cup.
Training Venues and Precincts Hosting two match venues requires the City to have four FIFA standard training facilities available for use by teams. The City has developed four stadia for this purpose: Orlando Stadium; Rand Stadium; Dobsonville Stadium; and Ruimsig Stadium. Work on the first three of these is complete, and the new 40,000 seater Orlando Stadium hosted its successful inaugural event with a PSL match between Soweto clubs Orlando Pirates and Moroka Swallows. This stadium, standing as it does on the historic site of the original Orlando Stadium, will provide a massive boost to football in the city in general, and in Soweto in particular. There has already been significant interest in the stadium by PSL teams, and its full use in the future is well-assured. The renovated Rand and Dobsonville Stadia provide further legacy benefits to football in South Africa. Both of these stadia are ideally sized for the PSL and the National First Division clubs to use, and it is expected that there will be significant demand for them in the years to come. Ruimsig stadium is the only stadium that is not yet complete, but planning and funding is being finalised to ensure that this is done well within the required FIFA time-lines. The stadium precincts are also being upgraded in terms of the FIFA requirements, and in terms of our long term strategy for urban renewal. These include parking, transport and general landscape enhancements to the precincts. All work on the precincts will be completed by December 2009.
291 Cluster Two: Infrastructure Strategic goal: Infrastructure across the City that is planned, funded, rehabilitated or built anew to support the successful hosting of the Confederations Cup and the World Cup and to provide a long-lasting legacy for the citizens through the new opportunities provided by transport, water, power and waste management. The Infrastructure cluster of projects includes projects in support infrastructure (water, waste, power); transport; ICT; and Environment.
Support Infrastructure Given last years crisis in Power delivery, this has been a major risk area. The City’s 2010 Power plan is designed to ensure that they secure power distribution throughout the city for the duration of the events. Certain priority upgrades were identified and funded in relation to this. Most of the projects are well underway, and will be completed in time for the Confederations Cup in June.
Projects for completion this year include: Installation of new electrical distributors in the Nasrec precinct; New street lighting at Nasrec and Ellis Park precincts; Electrical supply for the Bus Rapid Transit system and to the Northern Gateways; Ensuring a reliable supply of electricity to all traffic lights and the Intelligent Transport System; Upgrade of Doornfontein/Fort standby generators’ Upgrade of Siemert Road sub-station’ Installing stable temporary connections for fan parks; New distributors from Siemert Road sub-station to proposed new hotel and other developments; Rationalisation of electrical supply in Aeroton to provide standby facilities to stadiums; 132kV/11kV Crown sub-station; and Upgrade of lighting on routes to Nasrec.
In terms of Water, again, all the projects critical to the events are on schedule and within the requirements of FIFA. Projects to be completed this year include: Upgrade of Yeoville, Crown Gardens reservoirs; Upgrade of Yeoville supply line; Parktown and Dunkeld upgrades; and Water and sewer condition audit around match and training venues.
292 Waste management is critical for a successful event, and again projects in this sector have been prioritised in terms of their impact on a successful event, and have been fully funded and undertaken in terms of this. All are on track for completion in time for the events of 2009 and 2010.
Transport The area of transport is where the three circles of success intersect most completely. In terms of FIFA Compliance there are a host of transport requirements to achieve; in terms of the Fan Experience, the ease, safety and accessibility of transport will be a key determiner; and in terms of Legacy, the investment being undertaken in transport infrastructure will re-shape the face of transport for the City for years to come. It is no surprise, therefore, that transport planning and execution has taken high priority for the City. The transport strategy is based on a pro-public modal split - a target of 70% public transport usage and 30% private. This strategy is also based on integrating use of the following components: the existing freeway system; Bus Rapid Transport, in particular the north-south corridor that links Soweto, through Parktown to Sunninghill with extensions to the match venues; Inner City Distribution System; Gautrain Rapid Rail Link from the Airport to Sandton link; and Upgraded Metrorail links (Park Station, Nasrec, Ellis Park and Orlando). The following are some of the specific elements of the Transport plan that the City has undertaken.
Nasrec Hub This is a critical node for Soccer City, the IBC and precinct. It will provide an aesthetically appealing, ease of use and access, central hub for all transport to the venue. It links with Soccer City via a new pedestrian bridge and promenade. It is 55% complete, and will be completed in the coming year. Bus Rapid Transit System While the need for the BRT is independent of the transport needs for the World Cup, its implementation has been fast-tracked in order to meet the latter needs. Phase 1, which will provide linkages between the City and Nasrec and Ellis Park precincts is currently being built and will be completed for the World Cup.
This new transport system has three main aims: to channel public transport into focused, high frequency corridors; to provide improved access between residential areas and economic nodes; and to allow for better law enforcement for public transport.
The system will consist of:
293 exclusive median bus lanes along key routes; separate, closed median stations every half kilometre or so; complementary and feeder routes using smaller buses; high-peak frequencies of three to five minutes; 18-hour daily operations - 05:00 to 24:00; GIS-based BRT control centre; and a business model that incorporates bus and taxi operators.
Orders for the 143 buses required for the Confederations Cup were placed in December 2008.
Inner City Distribution System Linking in the BRT is the Inner City Distribution System (ICDS), which is also currently under construction, with work in Hillbrow and Joubert Park currently underway. When completed and integrated with the BRT, the ICDS will ensure ease of public transport access through the inner city.
Intelligent Transport System A further critical element of the Transport plan is the Intelligent Transport System (ITS). This system gives transport authorities the tools to make better informed transport decisions that improve the overall operations of the whole system. advanced traveller information systems advanced traffic management systems incident management systems signage upgrades to ease mobility between the city, the stadiums and the airport. The ITS control room at Martindale, the automatic fare system, CCTV and passenger and route information systems are all at various stages of planning and implementation, and will be completed in time for the World Cup in 2010.
Park and Ride A final leg of the transport strategy is to reduce significantly the number of private vehicles moving even close to the stadiums by providing four Park and Ride facilities spread around the city. The following sites have been identified as park-and-ride facilities: Marks Park and Rand Stadium for Soccer City matches Wits University West Campus and Bezuidenhout Park for Ellis Park matches.
The key challenge facing Park and Ride, is the consumer uptake. Consequently, a park-and-ride desk is also being investigated to better manage the service, including its integration with the Rea Vaya-Ride Smart Help Desk. Furthermore, a focused communication and marketing strategy is being developed for positioning park-and-ride facilities in the mind of fans and spectators, and private sector involvement is being sought for the development and improvement of the park-and- ride facilities not only for the World Cup but for the long term.
294 Information and Communication Technology The World Cup is primarily a broadcast and media event. Despite the full stadia and vast numbers of international visitors expected to arrive in the country, the biggest audience for FIFA is the international television audience for the event. A sophisticated and robust ICT infrastructure is therefore critical for the successful delivery of the event. Furthermore, the fact that the City is to host the International Broadcast Centre (IBC) places further challenges on our plate. In order to meet these challenges, the City is working closely with Telkom and Sentech to ensure full integration of the City’s projects with the national ICT planning and implementation processes. As host city to the IBC, Joburg has appointed a project management team to manage the upgrading and refurbishment of the Expo Centre, including: Refurbishment of the Expo Centre halls in preparation for the IBC began in February 2009; and The media village apartments in the IBC precinct that will house some of the media during the World Cup, and which will be converted into housing post the event.
Environment This is the final infrastructure element in the cluster. Here, the emphasis will be on implementing sustainable waste management strategies and leveraging off the World Cup to introduce new approaches. The City has also undertaken the following: A tree planting project which has achieved 66% completion against the target of 200 000 trees planted by the time of the World Cup; New technologies for managing and recycling waste at source, using underground bins, will be used for the first time in South Africa; Soccer City will use rainwater, caught in massive containers, for irrigating the field. Grey water will be recycled for use in the ablution facilities at the venue. Awareness campaigns to introduce better waste recycling and environmental practices to the general public will be needed; Negotiations are underway with Durban Roodepoort Deep, owners of the mine dumps alongside Soccer City, to mitigate the impact of the dust off the dumps during the World Cup; The vegetation testing for the mine greening is complete and planting is to begin shortly; and The mine greening project is scheduled for completion by June 2009.
A further major environmental project related to the World Cup is the Mayoral Legacy Project of the greening and rehabilitation of the Klipspruit river in Soweto. This is covered in greater detail under the Mayoral Legacy Projects below.
Cluster Three: Safety and Security Strategic goal: The creation of a safe, secure and people-friendly environment for the Confederations Cup 2009 and the World Cup 2010 through skilful management of all crowd situations.
295 In terms of Safety and Security specifically, the goal is long-term capacity and capability to manage and establish safety and security across the city and to integrate all initiatives taken in this regard with all City departments.
Safety and Security is another area that intersects all three of the Circles of Success. Providing a safe and secure environment for all participating in the World Cup and Confederations Cup is an absolute requirement of FIFA. Ensuring a sense of welcome, safety and warm embrace is critical for a great fan experience and enhancing capacity and capability for safety and security provides a positive long term legacy for the City and its citizens. The Safety and Security Cluster includes three major project areas: Health; Emergency Management Services (EMS); and Safety and Security itself.
Health Environmental health is an important part of the requirements for compliance. This includes: Accreditation of all accommodation establishments; Training and accrediting of food vendors; Vector control; Integration with Waste Management, Joburg Water, etc; and Clarity on the relationship with Emergency and Disaster Management.
In preparation for the two events, the City has budgeted for: upgrading of clinics in critical areas; purchase of new medical equipment; environmental health equipment; and computers.
In addition, there are plans to employ more staff for the health services that will have to be provided, with the additional need of preparing for a possible influx of people from SADC countries seeking free medical services. A grant from the National Department of Health will allow for the purchase of equipment for testing and for staff training.
Disaster Management Any event of this scale embodies enormous risk in terms of the potential for disaster. In light of his, Emergency Management Services has developed an Emergency Preparedness Strategy with the necessary costings. As part of this there are plans to establish a fully-equipped Disaster Management Centre that will conform to all the legal requirements. However, the biggest challenge is the funding needed to establish this Centre. Only seed funding has been allocated by the City thus far.
296 In the interim the following will be completed: The JRA Control Room will be used as the Joint Command back-up centre and will be fully operational for the Confederations Cup. This Centre will house JRA, BRT, EMS, 2010 office, JMPD and SAPS; The establishment of the Command Centre (phase 1) will be achieved by 1 June 2009; Refurbishment of the Martindale facility for the World Cup will be done by December 2009; All key systems will be in place by April 2010; Employment of key personnel is on schedule; Risk identification for 2010 is in place; Memo of Understanding with other local authorities is in place; and The procurement of a Hazmat unit and disaster bus is underway.
Safety and Security This element, so critical to the success of both Confederations Cup and World Cup 2010, is well ahead in terms of planning and execution. A key element of this is the employment of an additional 1 500 JMPD officers, which will be complete this year. A Rights Protection Unit has been set up, in compliance with FIFA requirements, to police the by-laws regarding ambush marketing and business practices that might damage FIFA Soccer World Cup partners. Training Unit began in July 2008; The first full-dress rehearsal of the Safety and Security Operational Plan was successfully carried out at the 30 August 2008 South Africa vs Australia rugby test at Ellis Park; Full implementation of the general safety and security operational plan took place during the inauguration of the Orlando Stadium from 21 to 23 November 2008. The operation was a considerable success, a big improvement on the August trial run. It also indicated an excellent level of cooperation with the SAPS , CoJ departments and ME; and A risk identification exercise has also been carried out and contingency plans are being developed to cover these.
The funding allocated to Safety and Security will provide for: developing an integrated IT platform that will ensure interaction between Safety and Security and other key departments, e.g. Transport; additional equipment to improve operational efficiencies, including vehicles, dogs, horses, protective gear; communication tools - electronic billboards, Z-cards, etc - to inform visitors of the necessary safety and security protocols; and the operation of the proposed four courts that will be set up for the duration of the World Cup
The operational plan for the Confederations Cup is now being developed and the lessons learned from the inauguration of Orlando Stadium will be fed into the operations plan for the World Cup. The operational plans for World Cup will be finalised and developed on the lessons learned from the Confederations Cup by May 2010.
297 Cluster Four: Marketing Strategic goal: Informed, entertained and delighted fans enjoying a Joburg experience - from arrival through accommodation and recreation to the matches - that has them looking for more and promoting the City and the country across the world.
Marketing of the City is a critical success element, both in terms of the visiting fans and the experience that they have of the city, the tour operators who are planning the travels of the thousands of visitors, and the ongoing positioning of the City as a World Class African City on the global stage.
Within the Marketing Cluster, the following project areas have been grouped: Fan Parks and Public Viewing Areas; Accommodation; Tourism; Marketing; City Beautification; FIFA Events; Volunteers; and Business Closure. This cluster becomes ever more important as the event draws near. Hence, in this coming year, a lot of resources, both time and monetary, will be dedicated to this cluster.
Fan parks Fan Parks are almost as important for the fan experience as the stadia. They are the venues where visitors and locals can gather in large numbers to view the matches in a safe ‘crowd’ atmosphere. Each World Cup these Fan Parks have grown in importance, and much is expected of them by FIFA and by football fans in general. The City is required to host two official FIFA fan parks.
The sites for them have been identified as Innes Free Park in Sandton and Elka Stadium in Soweto. Planning is underway to ensure their readiness for the World Cup. These areas are free public viewing spaces where fans can watch matches live on a big screen. The parks will be properly secured and provide for safe viewing with fan facilities such as ablution facilities and food and beverages laid on.
There are several challenges to be overcome in the 2009/210 year: a fan management strategy must be completed; a full risk analysis must also be completed; an infrastructure plan, eg safety & security, needs to be put in place; and a financial model has to be drawn up in collaboration with FIFA and the SALOC.
298 Public viewing sites Public Viewing Sites are not official FIFA Fan Parks, but are optional additional Fan Zones that the city will provide.
Two sites have been identified as public viewing sites - Mary Fitzgerald Square in Newtown, Johannesburg, and Walter Sisulu Square in Kliptown; and These are additional to what is required in terms of the contractual agreement with FIFA so the CoJ is not obliged to comply with any FIFA Fan Park requirements. As a result, these sites will not have all the facilities that will be put into the fan parks but will still provide free public viewing of World Cup matches. A key challenge to the success of these sites will be to attract sufficient sponsorship of the right kind to enable the City to fully fund the Viewing sites.
Accommodation Although the City is not contractually obligated to fund accommodation, it is working very closely with MATCH, the FIFA organising company to assist them in partnering with local hotels, lodges, guest houses and bed-and-breakfast establishments to secure a wide range of accommodation for the FIFA family. To date, 135 hotels (6628 beds) and more than 250 non-hotels (981 beds) have been signed up by MATCH. In order to accredit accommodation, MATCH has been working with the Tourism Grading Council of SA to identify and grade establishments that sign up. This will provide a more reliable quality of accommodation than has happened before in the city. Clearly, accommodation of the right kind and quantity will be a critical component of the fan experience, so the City is delighted that in the build up to 2010, a large number of new establishments have been or are being build, and a large number of B&B and other facilities are being graded by the Tourism council. These 2010 driven initiatives will ensure an extremely positive legacy for the City, which has been struggling with hotel be under-capacity for the past while. 19 new hotels are being built in the City and surrounding areas with the intention of being ready for the June 2010 influx of fans. Six of these hotels are in Sandton, one each at Four Ways and Woodmead and the rest in the CBD and to the south; Further accommodation is being planned at universities and student residences around the city; and An external company has been engaged to plan and develop a tent city within the CoJ environs to avoid fans sleeping on the streets, in parks and in railway stations as happened in Germany. This tent city will be fully self-funding through participation by the private sector.
Tourism A tourism implementation plan is completed and in place. Several projects are planned to leverage the benefits that the hundreds of thousands of visitors will bring to the City during the World Cup - and, to a lesser extent, during the Confederations Cup. Furthermore, the City has taken part in several road shows and exhibitions - Indaba Durban 2008, Explore South Africa – Sao Paulo, Brazil, to showcase its capacities for 2010: Johannesburg Tourism Company (JTC)has also conducted media briefings and travel agent seminars in Tanzania, Kenya, Nigeria, Uganda, London and at the Beijing Olympics. Local tour operators have been engaged about packaging Joburg’s leisure destinations for the Confederations Cup visitors
299 About 70% of targeted destination marketing internationally has been completed for the Confederations Cup. About 30% of targeted destination marketing has been completed for World Cup target audiences. Plans to optimise the tourism spin-off of the two events include:
Destination marketing: A Marketing Plan to raise awareness or the city and to align its brand with the World Cup is in place. Both above the line and below the line activities are planned to position the city in the international spotlight; Tourism skills development: This is a project to train SMMEs in customer service and efficient operation of accommodation, commercial and entertainment venues. Training includes information on the international tourism industry, what makes a good experience for tourists, what is expected from them as providers of hospitality and how to run a regular business. This project will run through to the World Cup; Tourism signage: This entails the erection of tourist-friendly signage on all major routes and in tourism nodes as well as entry and exit points around the city. Current signage is very inadequate and this project is vital to ensure a tourist-friendly city. It is in progress; Tourist information services: The length of stay and tourist spend is dictated by compelling attractions. This starts with making the right information about quality attractions readily available and attractive to tourists of all cultures and languages; Johannesburg Tourism Company: A new website is being developed and will be ready by May 2009; and City Ambassadors: JTC is assisting in the training and orientation of the selected volunteers who will be ready for the Confederations Cup.
Marketing The CoJ has approved a full Marketing Strategy, but only some elements of it have been activated to date : The first phase of a stakeholder engagement project, culminating in a Summit at the Johannesburg Expo Centre during the 2008 Rand Show, began a concerted citizens’ engagement campaign; Concurrently with this campaign is the Joburg United team project. This is aimed at engaging CoJ employees and citizens in uniting to prepare for and deliver the “fan experience” through a united and warm welcome to all visitors for the duration of their stay in the city; The Countdown Clock has been erected next to the main entrance to the Civic Centre in Braamfontein; The CoJ website has been modified and extended and now carries the latest updates on Joburg’s state of readiness as well as useful information on the World Cup. It has links to other web pages linked to the World Cup; The Host City Poster has been approved by FIFA and was jointly launched with the other host cities and the Local organising Committee in January 2009; and The CoJ shared a stand with City of Tshwane at the recent Soccerex at the Sandton Convention Centre. Several other events will take place in the run-up to the Confederation Cup - 500 Days (to World Cup) celebration and the 2009 Joburg United Summit.
300 The next phase of the stakeholder engagement campaign will take place in the first quarter of 2009, again culminating in a summit during the Rand Show; There are also plans to produce and circulate a monthly 2010 newsletter to 750 000 City householders. The aim would be to not only keep ratepayers and residents informed of preparations for the World Cup but also to raise the level of anticipation and excitement and build the Joburg United concept; A temporary information kiosk and visitors centre will be erected on the periphery of the Soccer City construction site as a visitors centre; and Additional marketing initiatives are in planning.
City beautification The aim of this project area is to ensure the city is clean and safe for the FIFA family and all visitors and to make the city attractive as possible through the big and small touches - street furniture, trees, sculptures in public places, themed gardens and public places, as well as promotional ‘dressing’ of the City. The installation of street furniture on BRT routes and around match venues is also part of the initiative to make Joburg a city that is cheerful and user-friendly; World Cup 2010 and Confederation Cup 2009 posters have been erected on some major transport routes; and In addition, the rehabilitation of the Klipspruit River in Soweto, including landscaping and planting of trees along the banks and open spaces in the area, has made a large part of Soweto more attractive and user friendly.
This year, the plans include: Planting a further 68 000 trees up to June 2010 - if private sector or additional funding can be sourced. The focus will be on landscaping and treeing the precincts around Soccer City and Ellis Park; Branded welcome kiosk and branded foyer at O R Tambo Airport; Wrapping of trees with decorative lighting; Event flags along major routes and branding parks with these flags. Branding informal trading stalls; Education campaign to tidy up informal trading and ensure customer friendly approaches; Decorating the inner city walkway - branding CoJ buildings, major streets, taxi ranks and bus terminals and decorating Mandela Bridge; and Branded 2010 information kiosks in shopping malls, parks, museums, entertainment zones and other places of interest.
FIFA Events In the build-up to 2009 and 2010, there are a number of official FIFA events that position the World Cup and build the excitement and hype around the event. These hold major benefits for the City:
301 They allow the CoJ to showcase the best of the city’s art and culture, including dance and music; The events provide the biggest global audiences any city in Africa has ever had, providing an opportunity to project both Joburg and South Africa in a new way to this huge international audience; and They give the CoJ a platform to leverage the huge investment in the World Cup to position Joburg in the international consciousness as a truly global city. These events will also be used to put the African stamp on the World Cup, showing that the city is part of a mighty continent that is rapidly coming into its own.
Volunteers These will be the “ambassadors” that will meet, greet and provide information to visitors. A total of 17,262 people in Joburg applied to become volunteers. Of these, 2,000 were short-listed to be interviewed between 15 January and 15 February 2009. All volunteers undergo security screening, and once appointed will undergo training in customer service, communications skills, general knowledge, conflict resolution and emergency procedures so as to be ready for the Confederations Cup. This training will take place in May 2009.
Business Closures Business closure represents one of the trickiest parts of compliance with the FIFA requirements. In terms of the Host City Agreement, which the CoJ and the other eight host cities signed with FIFA, certain constraints have to be imposed on businesses: those that are not FIFA partners but are within a 1km radius of the two match venues will have to close on match days; no marketing or advertising hoardings for any brands other than FIFA’s partners or affiliates will be allowed within the 1km radius; and no construction work will be allowed within proximity to the match venues and along key routes.
In October 2008 the CoJ approved a new set of by-laws that will deal with these FIFA-required provisions to prevent ambush marketing and control certain commercial activities on World Cup match days. The JMPD Compliance Unit is in place and is undergoing training to implement the business closure by-laws. One of the more controversial aspects is the possibility of having to use the by-laws to stop certain commercial activities at specific times during June 2010. These would include construction, informal trading, advertising and entertainment in certain areas on World Cup match days. The CoJ Department of Economic Development has done a scoping exercise to determine the true cost of business closures.
Cluster Five: Mayoral Legacy Projects
Strategic goal: Excellent facilities that enhance the lives of ordinary Sowetans and open up new possibilities for achievement in sport, art and culture for many more people by leveraging off the impetus created by investment in the 2010 World Cup.
302 When the 2010 Bid was first awarded, and the City of Johannesburg became an official host city, the Executive Mayor, Councillor Amos Masondo, set in process a commitment to utilise the energy and impetus created by the 2010 World Cup to fast-track a number of important long out- standing projects in the City, particularly in Soweto. Money was allocated to many of these projects, and private sector funding was sourced for others.
Greening soccer fields Many soccer fields in Soweto have pitches that are barely adequate for play, so a decision was made that an appropriate 2010 Legacy project would be green these fields, contributing not only to an improvement of the lives of the residents, but also to the future skills development of young footballers. Furthermore, 101 fields in Soweto were identified for possible greening and 52 were found to be suitable. Between 2006 and 2008, 18 fields were completed. In the 2008/09 year, 10 more fields will be developed - grassed, irrigation systems installed, landscaped and fenced. In the coming 2009/10 financial year, a further 11 fields will be completed. To date, 60% of the project has been completed.
Indoor Sports Hall This facility will be located on the rugby fields in Orlando East and link to the Orlando Stadium and the Orlando multi-purpose courts. Designs have been completed for this Centre which will also house an Olympic-standard swimming pool.
Soweto Theatre The development of the Soweto Theatre was put out to tender and a successful bidder appointed in December. This bidder has undertaken to finance the construction of the Theatre, but there is a shortfall in the funding required.
Diepkloof Hostel Upgrade This important project involves the upgrade of an old hostel complex into family accommodation. The redevelopment work is being carried out by the CoJ but the project falls directly under the Gauteng Provincial Government. The project is about 70% complete. The first 84 units were completed in the first half of 2008 and 1000 more were scheduled for completion by December 2008. In all 1424 units will be delivered and 2 778 residents have been registered as beneficiaries. A major problem is the electrification of the development. Eskom has informed the CoJ that no supply can be provided for about nine months. City Power is negotiating with Eskom to secure provision of interim electrical supply
Street Furniture The impact of this project is already being felt across the city. Some of the initiatives already tackled include:
303 Benches, lighting and multi-purpose bins in Hillbrow, Berea and Yeoville; Mosaics on the Nugget Street waterfall and paving art in Hillbrow, Yeoville and Berea; Public art in the five parks in Hillbrow, Yeoville and Berea; New lighting in the Transport Square in Doornfontein; Mosaic artwork at the Bara Taxi Rank; and Paving and street lighting in Nasrec.
Klipspruit River Rehabilitation Running through the heart of Soweto, the Klipspruit provides not only a recreational and sporting environment for the residents, its clean up will contribute greatly to the overall environmental rehabilitation of the City’s water sources and courses. Much of the rehabilitation work on the southern portions of the Klipspruit River has been completed and has already turned what was a polluted stream into an attractive recreational venue. Four technical and environmental reports have been drawn up to guide the complete rehabilitation of this river system. The whole project is due for completion in 2016; When completed, the river will provide a series of eco-parks, trails and picnic sites equipped with ablution facilities, irrigation systems, water features, play equipment, bird hides and board walks; This project is already providing a visible positive legacy through the vastly improved environment on this eastern side of Soweto; The Orlando-Dube node and the Mofolo South node are due for completion in June 2009; and The stabilisation of the wetlands is also scheduled for completion is June 2009.
Cluster Six: Parallel Events
Strategic goal: Events that will enrich the World Cup experience for fans, local and international, by showcasing other dimensions of South Africa.
Africa Under One Roof This African Legacy Programme seeks to ensure Africa’s full participation in the event by using it as a platform to promote Africa’s image globally. The core project will be Africa Under One Roof, an exhibition to showcase the art and craft of Africa during the World Cup. The aim is to draw artists from all over Africa to exhibit their work and to provide local and international art lovers and art dealers the opportunity to experience the talent of Africa. It will also position Joburg as an art capital. The exhibition will be at Museum Africa in Newtown, or a similar venue, and start two weeks prior to the World Cup and end two weeks after the final.
304 Boys in the Photograph This is an Andrew Lloyd Webber musical with a soccer theme that will be staged at the Civic Theatre during the World Cup. A fully South African cast and creative team will stage this show. The musical will be produced by the Johannesburg Civic Theatre in association with Real Theatre and will open on 30 May 2010 and run to 8 August 2010.
Football for Hope This is an official part of the 2010 FIFA World Cup and is built on the theme of “Development Through Football”. It will take place in Alexandra at No: 3 Square which has a multi-purpose sports complex, club house, soccer field and a range of other playing areas. The operational part of the event will be funded by FIFA’s corporate social division, the Street Football Movement. The CoJ will provide funding for the infrastructure services – water, emergency services, safety and security, etc. Discussions are underway with FIFA regarding certain of CoJ’s requirements and the roles and responsibilities of each party. The festival organising team started operating from CoJ office in Wynberg in February. This team will grow to 25 in the lead up to 2010. Approximately 360 volunteers will be deployed for the event. The festival will kick off with a pre- festival from 25 June to 2 July 2009 with the main tournament being staged from 3 to 10 July.
Soccer Legends The soccer greats of South Africa’s past will have a starring role in the major events leading up to and including the World Cup. Meetings have been held between CoJ and the Soccer legends Association to agree on the details of an agreement between them whereby the Soccer Legends will be paid an appearance fee and be provided with suitable outfits. 20 soccer legends will take part in a series of events that began with the inauguration of Orlando Stadium in November 2008.
Stakeholder Mobilisation This programme began in February 2008 with a series of workshops in each of the City’s regions to engage with the public and inform them of the initiatives underway to stage the World Cup. The key focus was to create a sense of anticipation and excitement over what was to come, to share the sheer scope of the undertaking and to unite citizens around the theme “Joburg United”. This is a rolling campaign in three phases. The first phase culminated in a summit and the launch of Joburg United during the Rand Show in April 2008. In 2009, the second phase will also culminate with a summit during the Rand Show (April 2009). The finale event will be in April 2010, on the threshold of the World Cup.
305 Cluster Seven: Operational Budgets
Strategic goal: The efficient, cost effective and successful financing of the staging of the 2009 Confederations Cup and the 2010 World Cup.
With the Confederations Cup only months away, the City has begun to shift focus from preparation to delivery. As a consequence, an extensive process of setting in place all the operational planning and implementation plans is underway. Funding for this has been sought from National Treasury. Both the Confederations Cup and World Cup require a massive mobilisation of resources, as well as great coordination of city resources as well as interface with multiple stakeholders.
CONCLUSION The City of Joburg has invested considerable energy and resources into planning and implementing both the Confederations Cup and the World Cup. The evidence of the success of these endeavours to date is the achievements that are visible to all: The stadiums and their changing precincts The dramatic improvements to public transport that is showing in the road upgrades and plans The emerging IT complex at Nasrec that will revolutionise connectivity for citizens once it has served the World Cup The private sector involvement that is estimated at bringing R6,1 billion into the city The changing face of safety and security through the increased capacity and planning expertise The further greening of a city that is already a world leader in suburban treeing The upgraded infrastructure tat will provide a platform for further development The legacy projects that will change Soweto and link it strongly to “a world-class African city” As the Confederations Cup 2009 draws near, the City is confident in its ability to deliver on its vision, that of hosting “The Best World Cup Ever’ in the City of Johannesburg.
306 CHAPTER 11: AREA BASED INITIATIVES AND PROJECTS
INTRODUCTION This Chapter provides an overview of the City’s key projects at an area-based level as well as community issues and department’s and Municipal Entities responses. These projects are informed by the 5-year Mayoral Priorities, City’s Growth and Development Strategy (GDS), 5 year IDP and the delivery agendas for 2009/10. This chapter also include key achievements date so as to provide a solid foundation for 2009/10 plans. Key urban management issues and interventions for each of the city’s regions are also reflected as well as the Gauteng Provincial Government Capex for 2009/10, to be implemented in the City of Johannesburg. The City of Johannesburg is divided into 7 regions and 19 regional focus areas.
Region Regional Focus Areas
Region A Diepsloot
Midrand
Ivory Park
Region B Randburg
Auckland Park & surrounding suburbs
Southwestern townships (Coronationville etc)
Region C Roodepoort CBD
Cosmo City
Greater Princes
Region D Soweto
Region E Alexandra
Cyrildene
Orange Grove
Region F Inner City Charter Plan
Inner City and Southern suburbs
Region G Eldorado Park
Orange Farm
Poortjie
Lenasia The City of Johannesburg has a legal and constitutional mandate to public participation and it is for this reason that, it is deeply committed to ensuring that its planning and budget allocation
307 process are relevant and appropriate. Community and stakeholder consultation and participation have been the cornerstone of the CoJ’s good governance.
In the period 2008/9 the CoJ introduced Community Based Planning (CBP). The Community Based Planning is a social contract between community, ward committee and the municipality. And the principles of the social contract is to facilitate community planning that will contribute to the IDP, enable the ward councillors, ward committee and community to take ownership of development in their ward and to realise the notion of developmental government. It is for these reasons that the CoJ balances two key concerns, firstly the need to view the City as a whole, and plan accordingly. And secondly, to respond to the specific needs as identified at ward level.
ASSESSMENT OF WARD ISSUES
In preparing for the implementation of CBP phase 2, the Central Strategy Unit undertook a detail analysis of sector responses in relation to the community issues. This section reviews the issues and responses. It attempts to: Draw attention to the most frequently raised issues; Outline responses made; Categorise the responses according to the nature of the action committed to. We use the following groupings: service delivery issues interventions already planned/delivered interventions specially planned interventions completed, requiring council approval interventions requiring investigation provincial interventions These responses are also grouped according to their resource implications, i.e. whether they have Capex or Opex or no budgetary implications.
SECTOR-SPECIFIC COMMENTS ON ISSUES
Governance The governance sector provided responses on issues to be escalated to province and one direct issue related to enhancing community participation in ward 39. In both cases the responses were adequate with the proviso that matters escalated to Province be monitored and reported on. The issue of community participation required a simple programme of activities that the ward could use to implement locally rather than a high-level policy response. This suggests the Office of the Speaker consider pragmatic tools to support local community participation.
Finance Under the auspices of Finance and Customer Revenue and Management’s (CRM) attention was directed to the need for the establishment of a central point of contact between citizens and government. Although the city has a strategy of people's centres and the CRM infrastructure, this request reflects a challenge with that experience on the ground at least in Region D.
Housing On balance a large part of the housing issues are addressed through projects or processes that are currently underway. Most notably communities raised concerns over the delays in the eradication of specific informal settlements and more generally on the scarcity of land for housing. The fact that a large part of the issues reflected delivery planned or in progress suggests that the important work that the Housing directorate is doing is not being adequately communicated to affected communities.
308 The balance of the issues require interface with the provincial government and the Housing directorate must ensure they track these escalations and continue to communicate results to affected residents.
Infrastructure and Services By far the substantial demand for working public lighting as a strategy perceived to curb crime is the most cited issue for Infrastructure and Service Delivery (ISD). However this is followed by a very vocal demand for stormwater drainage in newly developed or previously informal areas (Soweto, Orange Farm, Ivory Park, Alexander) and increase in the capacity of the sewer system in growing areas (Diepsloot and the Deep South). It must be said at this point that although street lighting received more mentions, the lack of functional stormwater and sewerage has much more serious consequences for livelihoods than streetlights - largely a matter of convenience bar the lose relationship with safety.
Mostly the streetlights are being catered for in Opex strategies and where required massive Capex projects are currently underway. The sheer volume of streetlight- maintenance requests however suggest a possible systemic problem in this regard.
The Sewer upgrading requests are generally met by a response to investigate unless the matter is being attended to as part of the maintenance programme. This suggests that ISD need to undertake and articulate the results of ongoing infrastructure planning and management to mitigate the perceived lack of interest in maintaining a functional water-borne sanitation system.
Health The overwhelming majority of issues raised in relation to health, although reflected as Capital requests, relate in large part to access and levels of service. In terms of the former, most communities have access to a clinic in a 5km radius, however actually travelling to the clinic or receiving adequate service once there was sharply raised as a deficit. In most cases the Health Directorate have either committed to minor upgrading within their limited budget or articulated functions and powers where it applies?
There is an ongoing issue around providing maternity services, Mental Health services, TB management services, X-Ray services and extended hours that in the long-term the Health department together with provincial government will need to address. This process will require substantial community interaction and appears to be more urgent on the ground than perceived to be treated by the authorities.
Public Safety The Public Safety issues relate almost evenly to traffic management, urban management/enforcement of by-laws and community policing structures. Although it is evident that JMPD and EMS have applied their minds to city-wide interventions to address these three key issues respectively. However the length of time these interventions take to entrench at ward level is what is going to hamper the perceived success of the city-wide projects.
For example the new JMPD deployment strategy for traffic management needs to have some public reference so that community members know what to expect and make sufficient plans for the interim lag; and support structures for community police forums (CPF's) need to be adequately communicated and effectively monitored so that detailed feedback on each CPF can be produced for communities when they demand it.
With respect to effective urban management (by-law enforcement), the role played by DPUM and regional offices is not sufficiently explored in the responses. This requires attention. Environment There are three critical issues raised in the Environment Sector: Establishment of public open spaces, maintenance of public open spaces and management of wetlands, conservancies and fragile micro-environments. Two less frequent issues were raised – the development of
309 foodgardens and recycling centres – but the importance of these, in terms of the strategic environmental issues for the city, warrant their mention here. In terms of their responses the Environment department seems not to have addressed these in terms of their strategic importance. There are a variety of collaborative solutions that may address food gardens and recycling centres, and in their investigations, the department should consider a partnership model that manages the possible Capex and Opex these potentially have. Furthermore, the Department must involve community stakeholders in their planned investigations. This is not evident from the response.
Public open space establishment and management has for the most part been escalated by the department to future planning and budgeting cycles. In terms of new public open spaces, scarcity of land and future OPEX planning will play a role in determining the levels of service in each ward. However it is interesting to note the extensive demand for public open spaces possibly suggesting that developmental needs are being conceived of more holistically and communities are beginning to claim collective spaces.
In terms of current maintenance requirements, there appears to be a capacity challenge related to the maintenance of the public open spaces – across the city there are extensive demands to trim grass and keep the POS clean. It is clear from the City Parks perspective that current budget limitations negatively affect their capacity to maintain POS at scale across the city. On the other hand it is also possible that CJP can innovatively address at least the cleanliness elements through community volunteering and support. This requires attention.
The Wetlands management focus is addressed by the Wetlands Audit and Management Priorities. This has already been concluded and the results can now be communicated to interested parties across the city.
Transportation Transportation received substantial issues in two critical areas: access to public transport services outside of the concentric model; and maintenance of roads, most notably the installation of stormwater drainage.
In terms of access to public transport, the Rea Vaya BRT is expected to address most concerns in this respect but its roll-out may not necessarily correlate with community expectations. It is therefore imperative that on a ward-by-ward basis the transport sector avail local information to the public that indicates Rea Vaya BRT progress and facilities for that community/ward.
In terms of road maintenance there appears that a dire situation in the city is emerging. There are substantial volumes of maintenance required that is going to be placed on the 09/10 budget; and the stormwater planning process also involves substantial requests. There is a concern that the city's affordability needs to be matched with community expectations, an aspect of communication clearly not addressed (as evident in the community issues). Secondly, the transport sector needs to consider the impact an education programme on levels of service may have in moderating expectations of full stormwater drainage. There is no mention of local and household strategies to manage localised/household flooding which may further assist the interim lag in delivery of stormwater drainage.
With regard to stormwater drainage the matter is more complex. Stormwater drainage requires the installation of a certain level of service with respect to roads. The high costs of road upgrading across the City limits the CoJ's capacity to keep up with the demand. Furthermore, it is unclear whether the Transportation sector has considered the impact of recent climactic changes in their longer term planning and determinations on levels of service.
Spatial Form and Urban Management A large proportion of the sector's issues related to Development Planning and Urban Management (DPUM) which evidently faces substantial challenges, most notably regional level
310 coordination between line departments and JMPD, as well as sustainable strategies to curb urban decay as a process (rather than an event). In some cases rapidly changing demographics complicate these efforts. However, as a lead department, DPUM needs to address the scale required to have a meaningful effect. It is evident that there are activities to address urban decay, by-law enforcement etc. but the ongoing insistence by communities suggests the results are uneven and/or short-lived.
Land availability is the second critical issue raised in this sector. Notably the urban edge process, while highly technical is devoid of community involvement which may go a long way in assisting communities moderate their demands in this respect. The Regional Spatila Development Framework (RSDF's) also appears to have limited community knowledge or buy-in and community participation in this respect should be a key focus area in the next planning round.
Community Development Not surprisingly, community development received the most demands for community facilities. There tends to be a belief within communities that capital investment infrastructure must necessarily lead community-based recreational activities. Community Development's response has tended to be a passive insistence on the lack of budget available rather than looking at the matter systemically and finding creative ways to address the needs for recreational programmes at local level.
Communities also requested the upgrading of existing community facilities to make them more user-friendly in general and multi-purpose that would increase utilisation. While there is an acceptance that where no facilities exist or are reasonably accessible, such should be facilitated; where facilities do exist, they require a reconceptualisation to address more contemporary needs. In this respect Community Development needs to find creative solutions, notably community and other stakeholder partnerships (other spheres of government, local businesses, FBO's and NPO's etc), to address the need without massive capital investment in the City. This is one case where a city-wide strategy to update community facilities would be appropriate.
Economic Development A large proportion of the issues for economic development are related to the need for skills development. Although most of the requests identified skills as the lever to address joblessness, this must be refined to be understood not only as the need for skills but also the need for economic opportunities in, mostly, the second economy. Although economic development have responded to this need with a macro, city-wide strategy for a Skills Hub they do need to consider localised interventions possibly emanating from the regional offices; or alternatively locally created access to the city-wide intervention. The challenge with broader scale projects is that it limits access to those who can operate outside the local. Secondly, in terms of the scale, the “trickle-down” impact of the skills hub may take longer than the current planning term, presenting substantial credibility and relevance challenges. The latter comment also applies to the Soweto Empowerment Zone.
This brings us to the next type of response. There was fair amount of issues relating to supply- side support interventions such as economic concentration/agglomeration, industrial support and the creation of economic linkages vertically and horizontally at the local level. Where these intersect with other sectors such as ISD, Community Development, other spheres of government, economic Development tends to refer the lead on the issues rather than lead from the front. Given the strategic nature of economic development, it is expected that the department would lead supply-side support and draw in service departments as and when necessary on the infrastructure side.
Where urban management/informal trading issues arise, the Department needs to be more proactive in communicating and engaging communities and interested parties on the provisions of the Demarcation Policy, as well as proactively engaging JMPD to address breaches.
311 The graph below indicates the percentage of responses by type of response. 45% CoJ CBP: Types of responses to ward issues
40%
35%
30%
25%
20%
15%
10%
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312 COMMUNITY BASED PLANNING (CBP) PHASE 2 ROLL-OUT
Following from the aforementioned process was the approved of the Community Based Planning (CBP) phase 2 roll out by Mayoral Committee in order to ensure that defined community needs are considered by departments and ME’s into their budget and business plans for 2009/10 financial year. The CBP phase 2 approach consists of three distinct phases:
Phase one: Ward Public meetings and Regional Summits Between October 2008 and January 2009 ward councillors convened ward public meetings to report on projects, to discuss budgets that have been prioritised for their respective wards, to confirm 3 priorities contained in ward plans and to sign off ward plans together with communities so as to form part of the revised final budgets prior the Budget Lekgotla held in February 2008. These meetings were also used as an opportunity to report back on the implementation of 2008/09 projects. The majority of the 109 elected ward councillors held meetings.
Furthermore, a series of regional meetings are being held with various stakeholders, namely Youth Council, NGOs, faith-based organisations, labour and people with disability to create public awareness of the City’s mid-term achievements, to inculcate the culture of participatory planning and also to mobilise communities in order to participate meaningfully in the city’s outreach and consultation processes (i.e. stakeholder summit).
Phase two: Stakeholder Summit and Outreach process In preparing for the Stakeholder summits, departments tabled their draft delivery agendas at Section 79 Portfolio Committees for comment. The Delivery Agendas provided an outline of the actual deliverables for 2009/10. Furthermore, at the Stakeholder Summit sectors are expected to provide progress on the ward issues submitted during community based planning.
The IDP will be tabled at Council on 26 March 2009 for commenting purposes. Subsequent to the tabling of the IDP, the City will host the Stakeholder Summit wherein the Executive Mayor will present a high level overview of the City’s mid- term performance; overview of the 2009/10 IDP, Budget and tariffs and a summary of the all Capex projects planned for each ward and the City’s big ideas for the medium term. Also, at the Stakeholder Summit, sectors will present their mid- term achievements and their delivery agendas for 2009/10 financial year in order to allow communities and stakeholders to make inputs prior the Budget Day in May 2009.
Phase three: Intergovernmental engagement and commenting process This phase will include the City’s participation in various sectoral engagement sessions led by the Gauteng Department of Local Government with provincial and national counterparts. Furthermore, the tabled IDP will also be forwarded to the MEC for Local Government in preparation for the Provincial IDP Analysis wherein provincial and national departments and parastatals provide comments in relation to the issues of alignment and harmonization prior final approval of both the IDP and Budget.
Culminating from these processes, the City intends to provide feedback to stakeholders and communities on the final decisions of Council, including the approved 2009/10 IDP and Budget and the City’s Service Delivery and Budget Implementation Plan. These will be undertaken in July 2009.
CITY-WIDE 2009/10 PROJECTS
The following table lists the proposed CoJ’s projects to be implemented in all the regions (citywide) by department or municipal entities. It also outlines the proposed budget of the CoJ funding, and total amount including external funding.
313 Citywide CAPEX Projects-2009/10 Project Description Ward Department/ME 2009/10 Budget Land Regularisation - City Wide - Diepsloot, City wide Johannesburg Property Company R 14,000,000 Ivory Park and Alex) GK: Scada upgrade City wide Johannesburg Water R 20,000 Unplanned bulk water & sewer connections City wide Johannesburg Water R 1,200,000 to new townships BIU.Fordsburg-Orlando City wide City Power R 5,500,000 Disaster Management Centre City Wide Emergency Management Services R 5,000,000 Builders Rubble Crushing Plant City wide Pikitup R 10,000,000 Other Garden Sites City wide Pikitup R 3,000,000 Upgrades of clinic across the City City wide Health division R 3,000,000 SME/ Community Bank City wide Department of Economic R 80,000,000 Development Equipping of Libraries City wide Community Development R 500,000 Lib accesseble to PWD City wide Community Development R 200,000 Major Sport Facilities:upgrade City wide Community Development R 285,714 Renovations of Swimming Pools City wide Community Development R 2,000,000 Sport Facilities - fencing, irragation, City-wide Community Development R 14,286 upgrading BIR Switchgear all areas City-wide City Power R 1,666,667 BIR.Repair transformers City-wide City Power R 5,000,000 LM.DSM in all areas City-wide City Power R 100,000,000 Planning and engineering studies City-wide Johannesburg Water R 12,300,000 Provision: for Emergency Work City-wide Johannesburg Water R 1,250,000 REG F: Replace and Install valves & City-wide Johannesburg Water R 2,500,000 hydrants identified by Ops Replacement of covers: Manholes, metters City-wide Johannesburg Water R 500,000 and fittings WWTW: Scada and PLC Replacements City-wide Johannesburg Water R 13,670,000 Public Lighting. Informal settlements City-wide City Power R 20,000,000 REG D: Planned replacement of water City-wide Johannesburg Water R 12,500,000 mains REG D: Planned Replacement: Sewers City-wide Johannesburg Water R 3,500,000 REG D: Replace mains identified by Ops City-wide Johannesburg Water R 4,000,000 REG F: Replace and Install valves & City-wide Johannesburg Water R 2,500,000 hydrants identified by Ops Replacement of covers: Manholes, meters City-wide Johannesburg Water R 500,000 and fittings Acquisition of strategic open spaces and City-wide Environmental Planning and R 333,333 priorities conservation areas aligned to Management JMOSS Purchase and establishment of additional City-wide Environmental Planning and R 250,000 ambient air quality monitoring stations Management Strategic land purchases, Site Development City-wide Johannesburg Property Company R 16,500,000 and Preparation Public Transport Lay-bys City-wide Transportation Planning R 0 Transportation Safety City-wide Transportation Planning R 1,428,571 Bus Rapid Transit / Rea Vaya City-wide Transportation Planning R 69,773,333 Intelligent Transport System (2010) City-wide Transportation Planning R 66,400,000 Emergency Stormwater Improvements City-wide Johannesburg Roads Agency R 1,000,000 Environmental compliance and structural City-wide Johannesburg Roads Agency R 285,714 upgrades Mobility: New Traffic Signals City-wide Johannesburg Roads Agency R 1,942,857 Stormwater Master planning City-wide Johannesburg Roads Agency R 333,333 IT Infrastructure and other City-wide Office of the Executive Mayor R 8,264,000 IT Infrastructure and other City-wide Office of the Executive Mayor R 8,264,000 Project Phakama City-wide Revenue Management Unit R 66,763,000
314 GAUTENG PROVINCIAL GOVERNMENT CAPEX PROJECTS FOR 2009/10
The City use the provincial led IDP engagement processes not only to engage provincial counterparts on its key 2009/10 IDP strategic interventions but also to identify areas of joint implementation, as well as collective accountability. In March 2009, the Gauteng Department of Local Government forwarded a set of 2009/10 Capex projects approved by the Gauteng MEC for Finance, which will be implemented in the City. These projects cover key provincial functions, such as housing, health, transportation, social development and education and they are categorized in terms of new infrastructure, repairs and maintenance, rehabilitations and Refurbishments and upgrading of the infrastructure. This Capex projects has aided the both the City and province not only to plan in integrated manner but al to articulate a shared vision of development and work is continuing in order to improve our prioritization process of projects
The tables below lists the Gauteng Provincial Government Projects (GPG) by sector approved by the MEC: Finance the 2009/10 financial year to implement in the City of Johannesburg.
GAUTENG DEPARTMENT OF HEALTH CAPEX PROJECTS FOR 2009/10
The table list Health departments’ new infrastructure projects for the medium term.
Project Name Project Description Project Project Duration Forward estimates Status Start Finish Budget MTEF MTEF 2009/10 2010/11 2011/12 Ann Latsky Nursing New Student Facility Tender Nov 08 Jun 12 12,953 16,191 8,065 College Braamfischerville New Clinic Feasibility Nov 08 Dec 10 7,000 3,400 4,000 clinic Chris Hani New AE&T, OPD, Construction Feb 05 Dec 08 41,127 0 0 Baragwanath Rad, Pharmacy, Hospital Relocation Chris Hani Equipment for the Feasibility Jan 09 May 09 20,000 0 0 Baragwanath Revitalisation Hospital Project Chris Hani PPP project - new Identified Jun 10 Mar 14 0 167,000 434,000 Baragwanath L1 and L3 hospital Hospital PPP project Cosmo City Clinic New clinic Identified Jul 11 Mar 13 0 6,296 15,424 Diepsloot Clinic New clinic Identified Sep 10 Feb 13 0 2,015 14,100 Eldorado CHC New CHC Identified Sep 10 Dec 11 0 2,500 14,176 Hillbrow regional New Pharmacy Tender Jun 08 Jun 11 14,000 25,000 10,000 Pharmacy Management of the Management of OD, Identified Apr 08 Mar 09 6,200 7,200 7,500 Grant M&E, and QA Grant Protea hospital New District Feasibility Jun 10 Sep 13 7,000 70,000 98,000 Hospital Vlakfontein Clinic New Clinic Identified Sep 10 Dec 12 0 6,500 14,363 Zola Hospital New 300 bed Construction Jan 04 Jun 12 165,378 200,000 200,000 District Hospital in Jabulani
315 This table list Health departments’ rehabilitations and refurbishment projects for the medium term. Project Name Project Description Project Project Duration Forward estimates Status Start Finish Budget MTEF MTEF 2011/12 2009/10 2010/11 Charlotte Maxeke New goods hoist and Final account Jun 05 Sep 08 151 150 159 Academic Hospital Passenger lift Charlotte Maxeke Replacement of Final account Apr 04 Apr 09 52 0 0 Academic Hospital Vacuum Pumps Dr. Yusuff Dadoo Replace chimney Tender Apr 08 Mar 09 300 0 0 stacks and grit Helen Joseph Replace chimney Tender Apr 08 Mar 09 300 0 0 stacks and grit Helen Joseph Replace generator set Tender Apr 08 Mar 09 1,000 0 0 500 kva Helen Joseph Replace pipes and Tender Apr 08 Mar 09 450 0 0 sewers Helen Joseph Upgrade HT Tender Apr 08 Mar 09 50 0 0 switchgear Helen Joseph Upgrade of AE&T Feasibility Jun 05 Sep 08 3,500 0 0 Hospital Rahima Moosa Replace chimney Tender Apr 04 Apr 09 300 0 0 Mother and Child stacks and grit Hospital Transversal Maintenance Radios Construction Apr 08 Mar 09 1,600 1,600 1,696 Transversal Maintenance Paging Construction Apr 08 Mar 09 4,500 4,500 4,770 Various Hospitals Upgrading and Tender Apr 08 Mar 09 10,000 30,000 31,410 replacement of Lifts Charlotte Maxeke New goods hoist and Final account Jun 05 Sep 08 151 150 159 Academic Hospital Passenger lift
The table list Health departments’ Upgrading and Additions projects for the medium term Project Name Project Description Project Status Project Duration Forward estimates Start Finish Budget MTEF MTEF 2011/12 2009/10 2010/1 1 Lilian Ngoyi rehab Extension of CHC Feasibility Sep 08 Mar 09 3,000 0 0 area
316 The table list Health departments’ Maintenance and Repairs projects for the medium term.
Project Duration Forward estimates
MTEF Project Name Project Description Project Status Budget MTEF Start Finish 2010/1 2009/10 2011/12 1
Ann Latsky Repair and Maintenance Construction Apr-08 Mar-09 1,437 762 831 Nursing College
C H Nursing Repair and Maintenance Construction Apr-08 Mar-09 975 738 2,604 College
ESPM - Critical Repair and Maintenance Construction Apr-08 Mar-09 12,000 16,051 7,897 Projects
Clinics (Soweto Repair and Maintenance Construction Apr-08 Mar-09 5,127 2,930 7,225 Area)
Clinics (Western Repair and Maintenance Construction Apr-08 Mar-09 1,478 643 684 Area)
Charles Hurwits Repair and Maintenance Construction Apr-08 Mar-09 1,629 1,673 1,809 TB Clinic
Chiawelo CHC Repair and Maintenance Construction Apr-08 Mar-09 1,796 3,050 3,277
Chris Hani Bara Repair and Maintenance Construction Apr-08 Mar-09 15,383 16,910 16,852 Hospital
Chris Hani Bara Maintenance Construction Apr-08 Mar-09 15,003 41,289 29,358 Hospital Revitalization
Chris Hani Repair and Maintenance Construction Apr-08 Mar-09 8,761 1,246 1,394 Laundry
Chris Hani Repair and Maintenance Construction Apr-08 Mar-09 8,431 3,562 3,858 Maternity Hosp
Diepkloof CHC Repair and Maintenance Construction Apr-08 Mar-09 1,189 484 1,462
Diepkloof Forensic Repair and Maintenance Construction Apr-08 Mar-09 688 289 346 Mortuary
Discoverers Repair and Maintenance Construction Apr-08 Mar-09 3,473 5,328 1,167 CHC
Edenvale Repair and Maintenance Construction Apr-08 Mar-09 5,228 3,193 4,218 Hospital
Helen Joseph Repair and Maintenance Construction Apr-08 Mar-09 12,035 19,505 25,924 Hospital
Hillbrow CHC Repair and Maintenance Construction Apr-08 Mar-09 4,465 11,897 13,381
Johannesburg Repair and Maintenance Construction Apr-08 Mar-09 500 25 27 Mortuary
JHB Provincial Repair and Maintenance Construction Apr-08 Mar-09 4,334 2,403 2,593 Laundry
317 Project Duration Forward estimates
MTEF Project Name Project Description Project Status Budget MTEF Start Finish 2010/1 2009/10 2011/12 1
Lenasia CHC Repair and Maintenance Construction Apr-08 Mar-09 2,118 1,882 2,050
Lenasia Clinic Repair and Maintenance Construction Apr-08 Mar-09 3,360 1,169 1,257
Lilian Ngoyi Repair and Maintenance Construction Apr-08 Mar-09 2,287 1,946 2,091
Meadowlands Repair and Maintenance Construction Apr-08 Mar-09 1,096 545 595 CHC
Mofolo CHC Repair and Maintenance Construction Apr-08 Mar-09 1,714 1,113 1,545
Pharmacies Repair and Maintenance Construction Apr-08 Mar-09 213 733 787 (Soweto)
Pharmacies Repair and Maintenance Construction Apr-08 Mar-09 300 695 744 (Westhoven)
Rahima Moosa Mother and Child Repair and Maintenance Construction Apr-08 Mar-09 7,502 7,106 7,624 Hospital
Charlotte Repair and Maintenance Construction Apr-08 Mar-09 21,369 17,144 20,208 Maxeke Hospital
Sizwe Hospital Repair and Maintenance Construction Apr-08 Mar-09 3,457 3,288 3,839
South Rand Repair and Maintenance Construction Apr-08 Mar-09 3,597 10,543 11,659 Hospital
St John's Eye Repair and Maintenance Construction Apr-08 Mar-09 1,766 1,213 1,316 Hospital
Stretford CHC Repair and Maintenance Construction Apr-08 Mar-09 1,036 168 1,052
Tara Hospital Repair and Maintenance Construction Apr-08 Mar-09 3,592 1,400 1,508
Tladi CHC Repair and Maintenance Construction Apr-08 Mar-09 1,072 1,542 3,457
TMI boilerhouse Repair and Maintenance Construction Apr-08 Mar-09 6,043 3,349 3,635
TMI Clinic Repair and Maintenance Construction Apr-08 Mar-09 2,492 10,842 7,237
Ursula Mansions Flats (Charlotte Repair and Maintenance Construction Apr-08 Mar-09 549 1,730 1,836 Maxeke)
Zola CHC Repair and Maintenance Construction Apr-08 Mar-09 1,838 2,229 2,402
Coronation Repair and Maintenance Construction Apr-08 Mar-09 738 891 802 Nursing College
Roodepoort Repair and Maintenance Construction Apr-08 Mar-09 1,284 25 27 Mortuary
Ann Latsky Repair and Maintenance Construction Apr-08 Mar-09 1,437 762 831 Nursing College
C H Nursing Repair and Maintenance Construction Apr-08 Mar-09 975 738 2,604
318 Project Duration Forward estimates
MTEF Project Name Project Description Project Status Budget MTEF Start Finish 2010/1 2009/10 2011/12 1
College
ESPM - Critical Repair and Maintenance Construction Apr-08 Mar-09 12,000 16,051 7,897 Projects
Clinics (Soweto Repair and Maintenance Construction Apr-08 Mar-09 5,127 2,930 7,225 Area)
Clinics (Western Repair and Maintenance Construction Apr-08 Mar-09 1,478 643 684 Area)
Charles Hurwits Repair and Maintenance Construction Apr-08 Mar-09 1,629 1,673 1,809 TB Clinic
GAUTENG DEPARTMENT OF EDUCATION CAPEX PROJECTS FOR 2009/10
The table list Education departments’ New Infrastructure projects for the medium term.
Project Name Project Project Project Duration Forward estimates Description Status Start Finish Budget MTEF MTEF MTEF 2009/10 2010/11 2011/12 2012/13 Doornkop Primary School - Design 01/11/10 30/11/12 31,541 37,252 0 31,541 School Primary Freedom Park PS School - Retention 01/02/13 30/11/14 0 39,378 29,928 0 Primary Freedom Park Land Identified 22/05/06 29/02/08 48 0 0 0 Secondary Freedom Park SS School - Constructio 13/01/09 13/07/10 38,541 32,287 0 0 Secondary n started
Lehae PS School - Retention 710 0 0 0 Primary Naturena Primary School - Design 21/02/07 05/11/08 1,750 0 0 0 School no 2 Primary Protea Glen School - Constructio 01/02/10 30/11/11 0 0 0 0 Secondary n 50% Protea Glen Primary School - Identified 13/10/08 13/03/09 1,793 0 0 0 Primary Ebony Park SS No 2 School - Constructio 13/01/09 13/07/10 38,116 0 0 0 Secondary n 75% Kaalfontein Secondary School - Identified 15/02/07 30/12/08 2,280 0 0 4,500 Secondary Mayibuye Primary School - Identified 25/04/07 28/02/09 6,332 6,000 31,043 21,906 Primary Mayibuye SS No School - Constructio 12/06/06 30/11/08 33 0 0 0 2(from Alternative) Secondary n 75%
Noordwyk Secondary School - Design 26/02/07 18/03/09 2,247 0 0 0 Secondary
319 Project Name Project Project Project Duration Forward estimates Description Status Start Finish Budget MTEF MTEF MTEF 2009/10 2010/11 2011/12 2012/13 Tswelopele Primary School - Identified 14/02/08 21/11/08 500 0 0 0 Primary Diepsloot PS No 3 School - Retention 01/02/13 30/11/14 0 0 0 4,500 Primary Diepsloot Secondary School - Tender 01/11/10 30/11/12 0 6,000 33,278 28,725 School Primary
Diepsloot West Land Identified 12/02/04 12/01/06 43 0 0 0 Primary Diepsloot West SS No School - Constructio 15/02/07 28/02/09 2,402 0 0 4,500 2(ditto) Secondary n 75% Northriding High School - Tender 12/06/06 30/11/08 3,100 0 0 0 Secondary Secondary Qhakazani Primary - School - Design 01/02/13 30/11/14 0 0 4,000 30,000 Completion contract Primary
Sakhisizwe Secondary School - Tender 01/11/10 30/11/12 0 0 0 0 Secondary Vlakfontein SS School - Constructio 01/02/13 30/11/14 0 39,378 29,928 0 Secondary n 75% Braamfischerville SS School - Constructio 22/05/06 29/02/08 48 0 0 0 Secondary n 75% Braamfischerville SS School - Retention 13/01/09 13/07/10 38,541 32,287 0 0 number 2 Secondary BraamfischervilleNo3 School - Constructio 710 0 0 0 SS Secondary n 75% JB Marks SS - School - Constructio 21/02/07 05/11/08 1,750 0 0 0 Completion Primary n started Matholeville Primary School - Identified 01/02/10 30/11/11 0 0 0 0 Primary Slovoville Primary School - Design 13/10/08 13/03/09 1,793 0 0 0 Primary Tshepisong Primary School - Retention 13/01/09 13/07/10 38,116 0 0 0 Completion contract Primary Tshepisong SS No 1 School - Constructio 15/02/07 30/12/08 2,280 0 0 4,500 Secondary n 75% Tshepisong SS No 2 School - Constructio 25/04/07 28/02/09 6,332 6,000 31,043 21,906 Secondary n 75% Rabie Ridge Primary School - Identified 12/06/06 30/11/08 33 0 0 0 Primary
The table list Education departments’ Upgrade and Additions projects for the medium term. Project Name Project Project Status Project Duration Forward estimates Description Start Finish Budget MTEF MTEF MTEF 2009/10 2010/11 2011/12 2012/13 Basani Primary Additional Identified 15/09/09 28/02/10 775 775 0 0 ablutions Dikabane Additional Identified 15/09/09 28/02/10 775 775 0 0 Primary ablutions Freedom Special Identified 15/05/10 15/08/10 1,860 100 1,760 0 Primary-grade R function rooms Hlakanipani Additional Identified 15/09/09 28/02/10 775 775 0 0 Primary ablutions Hlakanipani Special Identified 15/05/11 15/08/11 2,036 100 0 1,936 Primary-grade R function rooms Indyebo Primary Additional Identified 15/09/09 28/02/10 775 775 0 0 ablutions Lakeview Upgrade to full Design 01/03/09 01/09/09 6,000 5,000 500 0
320 Project Name Project Project Status Project Duration Forward estimates Description Start Finish Budget MTEF MTEF MTEF 2009/10 2010/11 2011/12 2012/13 Primary service Lavela Fencing Construction 06/11/08 30/03/09 1,199 317 0 0 Secondary started Lumelang Fencing Construction 06/11/08 30/03/09 819 217 0 0 Primary started Seana Marena Fencing Construction 06/11/08 30/03/09 1,058 280 0 0 Secondary started Eqinisweni Fencing Construction 06/11/08 30/03/09 1,301 344 0 0 Secondary started Hillcrest Primary Additional Identified 15/09/09 28/02/10 775 775 0 0 ablutions Lyndhurst Fencing Construction 06/11/08 30/03/09 839 222 0 0 Primary started M C Upgrade to full Design 01/03/09 01/09/09 6,000 5,000 500 0 WeilerPrimary service Queens High Additional Identified 15/09/09 28/02/10 1,650 1,650 0 0 School ablutions Umqhele Fencing Construction 06/11/08 30/03/09 1,617 428 0 0 Secondary started Bapedi Primary- Special Identified 15/05/10 15/08/10 1,860 100 1,760 0 grade R function rooms Bernard Isaacs Additional Identified 15/09/09 28/02/10 775 775 0 0 Primary ablutions HTS Langlaagte Additional Identified 15/09/09 28/02/10 1,650 1,650 0 0 ablutions Musenga- Special Identified 15/05/11 15/08/11 2,036 100 0 1,936 Vhazimu function rooms Primary-grade R Elethu Themba Fencing Construction 06/11/08 30/03/09 1,064 281 0 0 started Lawley Primary Fencing Construction 06/11/08 30/03/09 1,116 295 0 0 started Lawley Primary Additional Identified 15/09/09 28/02/10 775 775 0 0 ablutions Thusa Setjhaba Fencing Construction 06/11/08 30/03/09 1,273 337 0 0 Secondary started Willomead Additional Identified 15/09/09 28/02/10 1,650 1,650 0 0 Secondary ablutions Willowmead Fencing Construction 06/11/08 30/03/09 1,302 345 0 0 Secondary started Igugulethu Special Identified 15/05/10 15/08/10 1,860 100 1,760 0 Primary-grade R function rooms Lawley Primary- Special Identified 15/05/11 15/08/11 2,036 100 0 1,936 grade R function rooms Anchor Fencing Construction 06/11/08 30/03/09 1,091 289 0 0 Secondary started Inkonjane Fencing Construction 06/11/08 30/03/09 911 241 0 0 Primary started Phefeni Fencing Construction 06/11/08 30/03/09 919 243 0 0 Secondary started PJ Simelane Fencing Construction 06/11/08 30/03/09 1,237 327 0 0 Secondary started
321 The table list Education departments’ Rehabilitations and Refurbishments projects for the medium term.
Project Name Project Project Project Duration Forward estimates Description Status Start Finish Budget MTEF MTEF MTEF 2009/10 2010/11 2011/12 2012/13 Adelaide Thambo Repair and Design 01/03/10 28/02/11 5,000 800 0 5,000 LSEN School Renovations Alpha Primary Repair and Design 01/03/10 28/02/11 5,000 800 0 5,000 School Renovations Aurora Girls High Repair and Design 01/03/10 28/02/11 5,000 800 0 5,000 Renovations Eldorado Park Repair and Design 01/03/10 28/02/11 5,000 800 0 5,000 Sekonder Renovations Emdeni Secondary Repair and Design 01/03/11 28/02/12 0 5,500 880 0 School Renovations Kenilworth Repair and Design 01/03/11 28/02/12 0 880 0 Secondary School Renovations 5,500 Lenasia Secondary Repair and Design 01/03/12 28/02/13 0 0 6,000 0 School Renovations Lobone Secondary Repair and Design 01/03/12 28/02/13 0 0 6,000 0 School Renovations Mncube Secondary Repair and Design 01/03/12 28/02/13 0 0 6,000 0 Renovations Pace Secondary Repair and Design 01/03/12 28/02/13 0 0 6,000 0 School Renovations Vuwani Secondary Repair and Design 01/03/12 28/02/13 0 0 6,000 0 Renovations Lebone High Repair and Construction 17/10/08 27/02/09 0 0 0 0 School Renovations started Naledi High School Repair and Construction 01/10/08 27/02/09 0 0 0 0 Renovations started Sekano Ntoana Repair and Construction 01/10/08 27/02/09 0 0 0 0 School Renovations started Alexandra Repair and Design 01/03/10 28/02/11 5,000 800 0 5,000 Secondary School Renovations Cyrildene Primary Repair and Construction 12/08/08 03/04/09 0 0 0 0 Renovations started Eastbank Repair and Design 01/03/10 28/02/11 5,000 800 0 5,000 Secondary Renovations Fairsands Primary Repair and Construction 11/08/08 03/04/09 0 0 0 0 Renovations 25% Fairview Junior Repair and Design 01/03/10 28/02/11 5,000 800 0 5,000 School Renovations Highlands North Repair and Construction 11/08/08 03/04/09 0 0 0 0 Boys High Renovations started Ikage Primary Repair and Design 01/03/11 28/02/12 0 5,500 880 0 Renovations Minerva Secondary Repair and Design 01/03/11 28/02/12 0 5,500 880 0 School Renovations Orange Grove Repair and Design 01/03/12 28/02/13 0 0 6,000 0 Primary School Renovations Troyeville Primary Repair and Design 01/03/12 28/02/13 0 0 6,000 0 School Renovations Waverley Girls' Repair and Design 01/03/12 28/02/13 0 0 6,000 0 High School Renovations AB Xuma Primary Repair and Construction 11/08/08 03/04/09 0 0 0 0 Renovations 25% Boepakitso Primary Repair and Design 01/03/10 28/02/11 5,000 800 0 5,000 Renovations Coronationville Repair and Design 01/03/10 28/02/11 5,000 800 0 LSEN School Renovations 5,000 Coronationville Repair and Design 01/03/10 28/02/11 0 5,500 880 0 Secondary Renovations Ditau Primary Repair and Design 01/03/11 28/02/12 0 5,500 880 0 Renovations Ekuthuleni Primary Repair and Design 01/03/11 28/02/12 0 5,500 880 0
322 Project Name Project Project Project Duration Forward estimates Description Status Start Finish Budget MTEF MTEF MTEF 2009/10 2010/11 2011/12 2012/13 Renovations Musi Repair and Design 01/03/11 28/02/12 0 5,500 880 0 Comprehensive Renovations Namedi Secondary Repair and Design 01/03/12 28/02/13 0 0 6,000 0 Renovations Noordgesig Primer Repair and Design 01/03/12 28/02/13 0 0 6,000 0 Renovations Paul Mosaka Repair and Design 01/03/12 28/02/13 0 0 6,000 0 Primary Renovations St Ansgars Site services Retention 08/06/07 31/01/08 50 0 0 50 Secondary renew Welizibuko Primary Repair and Construction 11/08/08 03/04/09 0 0 0 0 Renovations started Westbury Repair and Design 01/03/12 28/02/13 0 0 6,000 0 Sekonder Renovations Zithathele Primary Repair and Design 01/03/12 28/02/13 0 0 6,000 0 Renovations Coronation Repair and Construction 11/09/08 27/02/09 0 0 0 0 Secondary School Renovations started Ennerdale Repair and Design 01/03/10 28/02/11 0 5,000 Sekondêr Renovations 5,000 800 Inkululeko Yesizwe Repair and Design 01/03/10 28/02/11 0 5,000 Primary School Renovations 5,000 800 Lenasia South Repair and Design 01/03/10 28/02/11 0 5,000 Secondary Renovations 5,000 800 Madume Primary Repair and Design 01/03/11 28/02/12 0 5,500 880 0 Renovations Nomimi Primary Repair and Design 01/03/11 28/02/12 0 5,500 880 0 School Renovations President High Report Structural Identified 30/11/08 30/01/09 0 0 0 0 School - report on defects Structure Raphela Repair and Design 01/03/12 28/02/13 0 0 6,000 0 Secondary School Renovations Seipone Primary Repair and Design 01/03/12 28/02/13 0 0 6,000 0 School Renovations Thetha Secondary Repair and Design 01/03/12 28/02/13 0 0 6,000 0 School Renovations W.H. Coetzer Repair and Design 01/03/12 28/02/13 0 0 6,000 0 Primary Renovations Doornkop/Thulani Repair and Design 01/03/10 28/02/11 5,000 800 0 5,000 Primary Renovations Emadwaleni Repair and Design 01/03/10 28/02/11 5,000 800 0 5,000 Secondary School Renovations Florida Park High Repair and Design 01/03/10 28/02/11 5,000 800 0 5,000 School Renovations Kwa-Mahlobo Repair and Design 01/03/11 28/02/12 0 5,500 880 0 Secondary Renovations Livhuwani Primary Repair and Design 01/03/11 28/02/12 0 5,500 880 0 Renovations Matshediso Repair and Design 01/03/12 28/02/13 0 0 6,000 0 Secondary Renovations Orlando West Repair and Design 01/03/12 28/02/13 0 0 6,000 0 Secondary Renovations Thutolore Repair and Design 01/03/12 28/02/13 0 0 6,000 0 Secondary Renovations Uvuyo Primary Repair and Design 01/03/12 28/02/13 0 0 6,000 0 Renovations
323 GAUTENG DEPARTMENT OF SOCIAL DEVELOPMENT CAPEX PROJECTS FOR 2009/10
The table list Social Development Departments’ New Infrastructure Assets projects for the medium term.
Project Name Project Project Project Duration Forward estimates Description Status Start Finish Budget MTEF MTEF MTEF 2009/10 2010/11 2011/12 2012/13 Soweto ECD Early Childhood Planning/De 4/1/2010 31/03/2013 500 3,000 1,500 500 Centre sign stage Soweto Aged Aged Day Care Planning/De 4/1/2010 31/03/2013 500 3,000 1,500 500 Centre centre sign stage Soweto OVC OVC HCBC centre Planning/De 4/1/2011 31/03/2013 0 1,000 3,000 0 sign stage Soweto Old Age Old Age Home Planning/De 4/1/2011 31/03/2013 0 0 1,000 0 Home sign stage
The table list Education departments’ Upgrade and Addition projects for the medium term.
Project Name Project Project Project Duration Forward estimates Description Status Start Finish Budget MTEF MTEF MTEF 2009/10 2010/11 2011/12 2012/13 Soweto Ephraim Rehab/Refurbish Construction 31/03/2010 1,100 0 0 1,100 Zulu home ment of Aged Home Soweto Old Age Rehab/Refurbish Phase 1 4/1/2008 31/03/2011 0 3,330 0 0 Home ment of Aged completed Home
The table list Education departments’ Maintenance and Repairs projects for the medium term.
Project Name Project Project Status Project Duration Forward estimates Description Start Finish Budget MTEF MTEF MTEF 2009/10 2010/11 2011/12 2012/13 Walter Sisulu Residential Ongoing 4/1/2008 31/03/2012 3,508 3,859 4,013 4,414 Place of facility repairs Maintenance: Safety statutory & day to day Lenasia Office Ongoing 4/1/2008 31/03/2012 17 18 19 21 Service Point structure Maintenance: repairs statutory & day to day Diepkloof Office Ongoing 4/1/2008 31/03/2012 51 56 58 64 Office structure Maintenance: repairs statutory & day to day Thusanong Head Office Ongoing 4/1/2008 31/03/2012 61 67 69 76 Building structure Maintenance: repairs statutory & day to day Don Mattera Residential Ongoing 4/1/2008 31/03/2012 751 826 859 945 (Norman Hse) facility repairs Maintenance: Place of statutory & day to Safety day 81 Rissik Str Office Ongoing 4/1/2008 31/03/2012 179 197 205 226 structure Maintenance: repairs statutory & day to day Perm Building Head Office Ongoing 4/1/2008 31/03/2012 2,980 836 869 956 structure Maintenance: repairs statutory & day to day
324 GAUTENG DEPARTMENT OF HOUSING CAPEX PROJECTS FOR 2009/10
The table list Housing Departments’ New Infrastructure projects for the medium term. Project Name Project Description Project Duration Forward estimates Start Finish Budget MTEF MTEF 2009/10 2010/11 2011/12 Ennrdale South Project Linked 01/04/2004 31/03/2010 4,483 4,483 4,483 Hospital Hill Project Linked 01/04/2004 31/03/2010 2,797 2,797 2,797 Kliptown Ph 3 Project Linked 01/04/2004 31/03/2010 2,097 2,097 2,097 Lawley Station Project Linked 01/04/2004 31/03/2010 3,585 3,585 3,585 Orange Farm Ext 9 Project Linked 01/04/2004 31/03/2010 2,597 2,097 2,097 Orange Farm Ext 10 Project Linked 01/04/2004 31/03/2010 1,870 1,870 1,870 Princess Plot 61 Ph 2 Project Linked 01/04/2004 31/03/2010 659 659 659 Stretford Ext 2 Project Linked 01/04/2004 31/03/2010 156 156 156 Stretford Ext 3 Project Linked 01/04/2004 31/03/2010 165 165 165 Stretford Ext 4 Project Linked 01/04/2004 31/03/2010 3,729 4,729 4,729 Sweetwaters Project Linked 01/04/2004 31/03/2010 3,412 4,729 4,729 Thulamtwana Project Linked 01/04/2004 31/03/2010 3,586 4,729 4,729 Thulamtwana Ph 2 Project Linked 01/04/2004 31/03/2010 2,375 4,729 4,729 Princess Plot 61 Ph 1 Project Linked 01/04/2004 31/03/2010 2,651 4,729 4,729 Slovo Park Project Linked 01/04/2003 31/03/2010 14,832 14,832 14,832 Tswelopele-Brinks Park Ext 1 Project Linked 01/04/2004 31/03/2010 299 456 456 Olievenhoutbosch South Ph 1 Project Linked 01/04/2004 31/03/2010 5,595 5,595 5,595 Sol Plaatjies/Mandelaville Project Linked 01/04/2004 31/03/2010 964 964 964 Diepsloot Ph 5 Project Linked 01/04/2004 31/03/2010 2,884 2,884 2,884 Ivory Park-Rabieridge Project Linked 01/04/2004 31/03/2010 2,504 2,504 2,504 Diepsloot West Peoples Housing 01/04/2004 31/03/2010 876 876 876 Process Golden Triangle Peoples Housing 01/04/2004 31/03/2010 876 876 876 Process Ivory Park Ward 77 & 79 Ext Peoples Housing 01/04/2004 31/03/2010 876 876 876 2,5,7,9,12 & 13 Process Ivory Park Ward 78 Ext 6,8 & Peoples Housing 01/04/2004 31/03/2010 1,050 2,050 2,050 10 Process Matholesville Proper Project Linked 01/04/2004 31/03/2010 1,050 2,050 2,050 Orange Farm Proper Ext 1 Peoples Housing 01/04/2004 31/03/2010 1,050 2,050 2,050 Process Poortjie Peoples Housing 01/04/2004 31/03/2010 1,050 2,050 2,050 Process Rabie Ridge Ext 4&5 Project Linked 01/04/2004 31/03/2010 1,050 2,050 2,050 South African Homeless Peoples Housing 01/04/2004 31/03/2010 762 762 762 Federation Process Stretford Ext 4 Peoples Housing 01/04/2004 31/03/2010 1,050 2,050 2,050 Process Vlakfontein Proper Peoples Housing 01/04/1998 31/03/2010 1,050 2,050 2,050 Process Vlakfontein Ext 1 Peoples Housing 13/05/1999 31/03/2010 1,050 2,050 2,050 Process Vlakfontein Ext 2 Peoples Housing 13/05/1999 31/03/2010 1,050 2,050 2,050 Process Vlakfontein Ext 3 Peoples Housing 18/08/1998 31/03/2010 1,050 2,050 2,050 Process Fox Lake-Soweto New Build 01/04/2004 31/03/2010 1,050 2,050 2,050 Randburg New Build 01/04/2004 31/03/2010 783 783 783 Roodepoort New Build 01/04/2004 31/03/2010 565 565 565 Breamer Court Inner City 01/04/2004 31/03/2010 518 518 518 Inner City Better Buildings Inner City 01/04/2004 31/03/2010 171 171 171 King Ransom Inner City 01/04/2004 31/03/2010 590 590 590 Metropolitan Inner City 01/04/2004 31/03/2010 8,080 10,080 10,080 Temple Court Inner City 01/04/2004 31/03/2010 1,319 2,319 2,319 Zamekile Inner City 01/04/2004 31/03/2010 172 172 172 Zaran Mansions Inner City 01/04/2004 31/03/2010 232 232 232 Marulelo Housing Association Special Needs 01/04/2004 31/03/2010 756 754 754 17 Wolmarans Special Needs 01/04/2004 31/03/2010 377 377 377 Archriwaa Mansions Special Needs 01/04/2004 31/03/2010 490 490 490
325 Project Name Project Description Project Duration Forward estimates Start Finish Budget MTEF MTEF 2009/10 2010/11 2011/12 FWC HIV/AIDS Special Needs 01/04/2004 31/03/2010 150 150 150 Keepha Hospice & Special Needs 01/04/2004 31/03/2010 301 301 301 Orphanage Reach for a Hand Special Needs 01/04/2004 31/03/2010 377 377 377 Marl Gardens Alex Social Housing 01/04/2004 31/03/2010 452 452 452 Marlboro South Alex Social Housing 01/04/2004 31/03/2010 324 324 324 RCA Ph 3 Alex Social Housing 01/04/2004 31/03/2010 205 205 205 Westlake Alex Social Housing 01/04/2004 31/03/2010 646 646 646 Madala (M2) Alexandra Affordable Rental Acc 01/04/2004 31/03/2010 2,285 2,285 2,285 Nobuhle M2) Alexandra Affordable Rental Acc 01/04/2004 31/03/2010 749 749 749
The table list Housing Departments’ Upgrading and Repairs projects for the medium term. Project Name Project Description Project Duration Forward estimates Start Finish Budget MTEF MTEF 2009/10 2010/11 2011/12 Alexandra Urban Agriculture 2004/2005 2009/2010 17,353 17,353 17,353 Alexandra Implementation Electricity Master 2002/2003 2009/2010 34,707 34,707 34,707 Plan Alexandra Development of new Housing 2005/2006 2009/2010 49,482 49,482 49,482 Hartlands-Highlands Project Alexandra Development of new Housing 2007/2008 2009/2010 75,749 77,749 77,749 Frankenwald Alexandra Development of new Housing Mia's 2007/2008 2009/2010 75,749 77,749 77,749 Land
Alexandra Development of new Housing 2006/2007 2009/2010 123,705 123,705 123,705 Linbro Park Alexandra Development of new Housing 2005/2006 2009/2010 19,479 19,479 19,479 Westlake 1000 Social Housing Units Alexandra Hostel Development M1 2005/2006 2009/2010 17,880 17,880 17,880 Alexandra Backyard Upgrading 2005/2006 2009/2010 111,474 121,474 121,474 Alexandra New Primary School - Mai,s Land 2005/2006 2009/2010 10,966 10,966 10,966 Alexandra New Primary School - Westlake 2005/2006 2009/2010 10,966 10,966 10,966 Alexandra New Secondary School - Mai,s 2006/2007 2009/2010 19,529 19,529 19,529 Land Alexandra New Clinics 2006/2007 2009/2010 3,099 3,099 3,099 Alexandra Counter Land Invasion, Relocation 2003/2004 2009/2010 6,199 6,199 6,199 & Rehabilitation
GAUTENG DEPARTMENT OF DEPARTMENT OF PUBLIC TRANSPORT, ROADS AND WORKS CAPEX PROJECTS FOR 2009/10
The table list of Department of Public Transport, Roads and Works New Construction projects for the medium term.
Project Name Project Project Project Duration Forward estimates Description Status Start Finish Budget MTEF 2010/11 MTEF 2009/10 2011/12 Radio Communication - New Equipment Retention Apr-07 Mar-10 1,500 0 0 Equipment
The table list Department of Public Transport, Roads and Works departments’ Upgrading and Rehabilitations projects for the medium term.
Project Name Project Description Project Project Duration Forward estimates Status Start Finish Budget MTEF MTEF 2009/10 2010/11 2011/12 Professional Services in Professional Services Construction Jun-06 Mar-12 25,000 20,000 30,000 Support of Project to Support Implementation Implementation of
326 Project Name Project Description Project Project Duration Forward estimates Status Start Finish Budget MTEF MTEF 2009/10 2010/11 2011/12 Projects, Particularly Client Departments Johannesburg Hospital Boiler Replacement Retention Apr-07 Apr-09 406 0 0 Boiler Upgrade of Public Works Upgrade Design Apr-10 Mar-13 25,000 18,000 35,000 Properties Planning Boilers Design Apr-08 Mar-12 1,000 2,000 2,000
The table list Department of Public Transport, Roads and Works departments’ Additions and Maintenance projects for the medium term.
Project Name Project Project Status Project Duration Forward estimates Description Start Finish Budget MTEF MTEF MTEF 2009/10 2010/11 2011/12 2012/13 Radio Licenses Construction Apr-07 Mar-10 250 250 500 550 Communication – Licenses
Radio Maintenance Construction Apr-07 Mar-10 800 800 1000 1,100 Communication – Maintenance
Westhoven Maintenance Construction Apr-08 Mar-13 939 1,033 1,137 1,250 Regional Office Tulisa Park Maintenance Construction Apr-08 Mar-13 1,504 1,654 1,819 2,001 Regional Office Batho Pele House Maintenance Construction Apr-08 Mar-13 892 981 1,079 1,187
Eccleston Dr Maintenance Construction Apr-08 Mar-13 799 878 966 1,063 Bryanston Bonalesedi Traffic Maintenance Construction Apr-08 Mar-13 56 62 68 75 Office Regional Office Maintenance Construction Apr-08 Mar-13 611 672 739 813 Soweto
The table list Department of Public Transport, Roads and Works departments’ Upgrading and Rehabilitations projects for the medium term.
Project Name Project Description Project Duration Forward estimates Start Finish Budget MTEF MTEF MTEF 2009/10 2010/11 2011/12 2012/13 Cayman road Tarring of Cayman Rd as an Mar- Feb 2010 39,200 0 0 0 (D2529) Phase 2 access road to the Eye of 2009 Africa Development (phase 2) Adcock road (K15) Phase 2 - Doubling of Adcock Oct-2007 Aug- 97,104 0 0 0 Phase 2 St (R558) from Leratong 2009 (R41) to Dobsonville K102 Adcock (K15) Phase 3 - Doubling of Adcock Mar- Sep- 1,650 161,400 80,750 0 Phase 3 St (R558) from Dobsonville to 2010 2011 Protea Glen Malibongwe drive Doubling of Malibongwe Apr-2008 Oct-2009 61,040 0 0 0 (K29) Phase 2 Drive (R512) from Cosmo City to the N14 K102 Phase 3 Construction of Hopewell Rd Apr-2011 Mar- 0 0 61,000 0 from Maimane Dr to 56th 2012 Street K102 Phase 4 New Construction from 56th Jun-2012 Jan-2014 0 0 0 68,000 St to Roodepoort Rd (M77) William Nicol (K46) Doubling of William Nicol May- May- 3,360 139,600 2,200 0
327 Phase 2 (R511) from Witkoppen Rd 2009 2011 (R564) to PWV5 William Nicol (K46) Doubling of William Nicol Jun-2011 Mar- 0 0 65,000 215,000 Phase 3 (R511) from PWV5 to 2013 Diepsloot (N14) Beyers Naude Upgrading of Beyers Naude Mar- Oct-2010 66,080 50,200 0 0 (D374) (D374) into a dual 2009 carriageway from Honeydew to Zandspruit
The table list Department of Public Transport, Roads and Works departments’ Public Transport Integration and Special Projects (New Construction) projects for the medium term.
Project Name Project Project Project Duration Forward estimates Description Status Start Finish Budget MTEF MTEF MTEF 2009/10 2010/11 2011/12 2012/13 William Nicol / K46 Construction Feasibility Feb- Oct-2010 1,000 17,000 0 0 Taxi Rank of an 2010 intermodal facility / Taxi Rank Beyers Naude Construction Design Jul- Jan-2010 18,000 0 0 0 of an 2009 intermodal facility / Taxi Rank R55 Kyalami Taxi construction of Design Sep- Mar- 18,000 0 0 0 Rank the Kyalami 2009 2010 taxi Rank
The table list Department of Public Transport, Roads and Works departments’ Public Transport Integration and Special Projects (Upgrade Intermodal facilities) projects for the medium term.
Project Name Project Project Project Duration Forward estimates Description Status Start Finish Budget MTEF MTEF MTEF 2009/10 20010/11 2011/12 2012/13 Nasrec intermodal Nasrec Station Design Jun-09 Mar-10 1,300 0 0 0 facilities Orlando Station Orlando Station Design Jul-09 Mar-10 1,300 0 0 0 public transport facilities improvement Stretford Stretford station Design Sep-09 Mar-10 1,300 0 0 0 improvement of intermodal facilities Ikhwezi Station Ikwezi Station Design Nov-09 Mar-10 1,300 0 0 0 improvement of intermodal facilities New Canada New Canada Design May-09 Mar-10 2,200 0 0 0 Station Station improvement of intermodal facilities The table list Department of Public Transport, Roads and Works departments’ Public Transport Integration and Special Projects (Workfare) projects for the medium term.
328 Project Name Project Project Project Duration Forward estimates Description Status Start Finish Budget MTEF MTEF MTEF 2012/13 2009/10 2010/11 2011/12 Doornkop Construction of Design 1/11/2005 03-2010 3,478 0 0 0 Enterprise new Enterprise Development Development Centre Centre
Orlando Enterprise Construction of Design 1/11/2005 30/04/2 4,295 0 0 0 Development new Enterprise 010 Centre Development Centre
Riverlea Construction of Construc 01/04/2007 30/01/2 0 0 0 0 Empowerment a New tion 009 Centre Empowertment Centre
Kibler-Park Home Construction of Design 1/11/2005 31/03/2 6,600 5,386 0 0 Care Centre new Home 010 Based Care Centre
Zola Multi-MPCC Construction of Design 01/04/2007 30/11/2 13,000 10,500 0 0 Multi-Purpose 011 Centre
Klipspruit Hall Construction of Construc 1/4/2007 04-2009 236 0 0 0 Saint Ives Hall tion Eldorado Taxi Construction of Tender 1/4/2005 30/12/2 0 0 0 Rank Taxi Rank 008 -
Sports field - Upgrading of Tender 1/4/2007 30/12/2 1,300 0 0 0 Langalibalele sports field 008 Primary School
The table list Department of Public Transport, Roads and Works departments’ Public Transport Integration and Special Projects (Workforce) projects for the medium term.
Project Name Project Project Project Duration Forward estimates Description Status Start Finish Budget MTEF MTEF MTEF 2009/10 2010/11 2011/12 2012/13 Sports field - Upgrading of Tender 1/4/2007 30/12/2008 1,300 0 0 0 Langalibalele sports field Primary School
329 The table list Department of Public Transport, Roads and Works departments’ Public Transport Integration and Special Projects Upgrading and Rehabilitations (Workforce) projects for the medium term.
Project Name Project Project Status Project Duration Forward estimates Description Start Finish Budget MTEF MTEF MTEF 2009/10 2010/11 2011/1 2012/13 2 EPWP Provincial / Capacity Construction 1/6/2007 30/03/201 10,000 0 0 Project Capacity support 0 Support
Training for EPWP Training budget Tender 1/4/2007 31/03/200 20,000 0 0 projects 9
NYS Consultant Consultants Construction 1/8/2007 31/03/201 0 0 0 fees 0
NYS Stipends Stipends Construction 1/4/2008 31/03/200 52,800 57,600 63,360 9 NYS Citizenship Citizenship Construction 1/6/2008 31/03/200 2,200 0 training 9 Consultant / training
Mahatammoho Co- Transfer to the Design 1/4/2008 31/03/200 30,000 0 0 operative co-op 9
Region A
Region A comprises of Diepsloot, Midrand, Fourways, Sunninghill, Woodmead, and Ivory Park. Settled areas at the upper end of the socio-economic include Dainfern, Farmall and Chartwell and informal settlements such as Diepsloot are on the other end. Commercial interests are concentrated in Kya Sand, Lanseria and Fourways. The eastern half of the region includes the fast-growing Midrand, home of one of the city's prime conferencing sites, Gallagher Estate (also the seat of the Pan African Parliament), a growing high tech IT and office development and Grand Central Airport. Two townships, Ebony Park and Ivory Park, are situated on the region's western and eastern borders.
The section below outlines some of the key urban management interventions in the region by areas of focus. These interventions are summarised by key regional focus areas which identifies the areas of decay, key interventions required, law enforcement plans and clean up campaigns envisaged for the region, stakeholder engagement and visible service delivery plans.
Urban Management Activities by Focus Area
Areas Of Focus Ward Number Diepsloot 95 & 96 Midrand 93 &96 Ivory Park 77,78 &79
330 Addressing Urban Decay In Diepsloot the main areas of decay are where illegal taxi ranks have emerged and where illegal dumping takes place. To date the JMPD have conducted a blitz on illegal taxi ranks (in July 2008) and together with the regional office formed an illegal dumping unit. In 2009/10 the new unit will focus on monitoring and management of illegal dumping sites in Diepsloot.
Clean Up campaigns Clean-up campaigns have been conducted in Kya Sands with PIKITUP and the local roleplayers. These stakeholders conduct different projects aligned to a quarterly business plan. In 2008/09 the New Road Bridge was the focus of a beautification project.
In the Midrand CBD, court and taxi rank a block operational system has been established which will continue in 2009/10. This system addresses emerging urban decay issues on the spot on a block by block basis. The Grand Central Boulevard will be the subject of a beautification project in 2009/10.
Illegal trading and settlement at Swazi Inn in Ivory Park is a major contributor to urban decay in the area. In 2009/10 the region will focus on eliminating informal structures at Swazi inn and informal traders will be registered and supported by the Metro Trading Company.
Law enforcement In Diepsloot the substantial weight of law enforcement focuses on by-law enforcement, particularly illegal trading, public health, illegal dumping, illegal signage and land-use management. JMPD is also focused on traffic management and safety risk mitigation.
The blitz conducted between the 18th and 21st July in 2008 in Diepsloot addressed a variety of infringements including illegal trading, dumping, signage and creating awareness of increased by- law enforcement in the community. Furthermore a law enforcement task team was established in the region to coordinate efforts among different city departments and entities.
On the 30th September 2008 the MIdrand CBD blitz took place which sought to address among other things, the physical impact of by-law infringements such as illegal trading, to mention one. To support this blitz the Region conducted preparatory education and awareness campaigns on by-law enforcement.
In 2009/10, mainly in Dieplsoot, the law enforcement unit will be focused on illegal car-washes, formalising informal traders and empowering community members to address water leakages through training. In Midrand the regional administration will focus on the clean up of Roos Avenue, more generalised greening and beautification on the boulevard and the management of informal traders.
Notably, law enforcement structures will also focus on the elimination of illegal drag racing which currently endangers the residents of and visitors to Midrand, especially in the Boulders area (?).
Stakeholder Management Every month the ward councillors in the area host a ward councillors forum to engage role- players in Diepsloot, namely the PR councillors, the Regional office and other parties, on common programmes and developmental commitments to date. Diepsloot also benefits from the variety of city-wide public participation processes such as the MMC sector tour and the Mayoral Road Show.
In the Midrand area there have been regular meetings of the ratepayers association and special Gautrain community meetings and information sessions.
Clean Up and Greening Campaigns and Special Projects
331 In 2008/09, mainly in Ivory Park, Damelin College provided career guidance services to three high schools in Diepsloot. Furthermore, the Region offered skills development workshops for SMME’s in partnership with JCCI and Standard Bank.
Visible Service Delivery In Region A alone there are approximately eighty reported delivery issues monthly which are monitored by a service delivery team in the regional office. A regional inspector has been appointed and the inspection team report on a block-by-block basis in each area, noting hotspots for intervention.
In 2009/10 urban inspections will continue and significant upgrading of roads undertaken. Upgrades will focus particularly on identified gravel roads and the sewer network of Diepsloot by Joburg Water.
The Bambanani business node electrification project in Ivory Park will continue from 2008/09 to 2009/10 to bring much-needed infrastructure to the tenants in the business park. Lord Khanyile will also receive a face-lift through the clean-up campaign planned for the site.
CITY OF JOHANNESBURG CAPEX PROJECTS- 2009/10
The table below lists the proposed City of Johannesburg projects to be implemented in each region, by ward and by department or Municipality Entity (ME). It also outlines the proposed budget of CoJ funding and a total amount including external funding
Project Description Ward Department/ME 2009/10 Budget BIN. Grand Central: Installation of 3rd 30 MVA 112 City Power R 1,000,000 Tfer BIN.New Road.132 kV interconnector from Grand 93 City Power R 20,000,000 Central BIU. Upgrade Noordwyk sub station. 111 City Power R 44,000,000 Installation of Street Lighting 2 (Ivory Park) 79 City Power R 1,500,000 ND. Erand Gardens. Install new rings from New 93 City Power R 6,500,000 Road sub station ND. Midrand:The construction of new 93 City Power R 2,000,000 infrastructure in newly established townships ND.New Road.Upgrade network in Halfway 93 City Power R 10,000,000 Gardens New Road: Establish 88/11 kV 90MVA SS 93 City Power R 30,000,000 PL. Diepsloot public lighting 101 City Power R 2,400,000 Public Lighting Midrand 94 City Power R 5,000,000 Service Connections: Midrand 94 City Power R 19,200,000 Community Relocations 101 Housing Division R 2,750,000 Miriting (Kaalfontein X22) Local Distributor 93 Housing Division R 551,621 Miriting (Kaalfontein X22) Stormwater 93 Housing Division R 1,108,000 Diepsloot District: Upgrade Water infrastructure 101 Johannesburg Water R 1,660,000 NW: 2#Digesters refurbish Unit 2 96 Johannesburg Water R 9,710,000 NW: Desludge Dam 01 and 02 96 Johannesburg Water R 1,900,000 NW: Mech/elec refurbishment 96 Johannesburg Water R 5,850,000 NW: Sludge drying area 96 Johannesburg Water R 29,600,000 NW: Unit 3&4 elutriant pump 96 Johannesburg Water R 570,000 NW: Unit 5 phase 1 96 Johannesburg Water R 39,120,000 REG A: Erand: Upgrade water infrastructure 94 Johannesburg Water R 3,245,000 Phase 2 REG A: Planned replacement :Watermains 94 Johannesburg Water R 7,500,000 REG A: Planned replacement of sewers 94 Johannesburg Water R 1,000,000 REG A: Replace sewers identified by Ops 94 Johannesburg Water R 500,000 REG C: Diepsloot Basin:Upgrade sewers 94 Johannesburg Water R 2,000,000 REG C: Diepsloot Pumped Basin: Upgrade 94 Johannesburg Water R 10,000,000 Sewer Phase 1 REG C: Olivedale District Upgrade water 94 Johannesburg Water R 2,000,000 infrastructure Upgrade Sewer Network - Ivory Park 79 Johannesburg Water R 1,500,000
332 Project Description Ward Department/ME 2009/10 Budget Water Network Upgrade - Ivory Park 79 Johannesburg Water R 3,000,000 Diepsloot Gravel Roads 101 Johannesburg Roads R 27,000,000 Agency Ivory Park Gravel Roads 79 Johannesburg Roads R 35,000,000 Agency Farm Diepsloot bulk services 101 Johannesburg Property R 1,000,000 Company Bambanani Industrial Park (Installation of street 79 Johannesburg R 15,000,000 lighting, public transport facility, pedestrian Development Agency walkways, public environment upgrade) Diepsloot Economic strip development node 101 Johannesburg R 20,000,000 (pedestrian walkways, bridge upgrade ext3-ext8, Development Agency road upgrade, public lighting, stormwater upgrade, public transport facilities) Diepsloot Government Precinct (Pedestrian 101 Johannesburg R 20,000,000 walkways, OR Tambo Clinic, Police Station, Development Agency Public space lighting, post office, early childhood and victim empowerment centre)
WARD ISSUES BY REGION
The table below portrays ward issues identified by each ward, departments or ME’s responsible, action required, time frame and allocated resources.
Rgn Wd Issues Department/ME What/Action Who/When What Resources A 77 Completion of Community Costing exercise and Capital Projects CIMS CAPEX community Hall facility – Development prioritizing. 2009/10 2009/10 (R20 youth centre and senior Million) citizens centre and swimming pool. A 77 Expansion of Hikensile Health The city has Gauteng Health R2 Million for Clinic eg establishment negotiated the Department over three planning in of maternity ward development of a year period starting 2008/09 (nearest hospital is community health 2009 - 2012 From 2010/11 to overcrowded). centre offering 2011/12 maternity services in requirement to Diepsloot to service be determined the community of Hikensile. This is within the established norms and standards. A 77 Completion of Community Ablution facilities to Capital CIMS CAPEX Kopanong Sports Development be done Projects Prioritized for 2009/10 funding Centre – (lacks ablution 09/10 funding cycle cycle R200 000 unit and other public (R3 Million) facilities) A 78 The refurbishment of the Community Maintenance of facility Capital Projects Will be Capital Projects Lord Khanyile Development that includes completed 30-09 - 2008 CAPEX Community Hall refurbishment of 2008 R200 000 (flooring, ventilation, electrical & plumbing (R1 Million) kitchen, seating etc) – systems are currently Better facility for the underway. community and more revenue for the council. A 78 The Development of Economic It is part of the plan in ED MTC 2008/09 2008/09 budget Swazi Inn (market) – Development the 2008-09 financial encourage and uplift year to develop a full current hawkers to market and this will be become full-fledged done in partnership business people and with Spatial Economic create more jobs for the Development dept. community. This will We are scoping the enhance the status of cost. the area.
333 Rgn Wd Issues Department/ME What/Action Who/When What Resources A 78 Taxi lay-bye with an JRA Project is included in JRA 2009/10 JRA underground storm the Stormwater Stormwater water channel – this will Master planning Master planning reduce unnecessary project submitted for Project CAPEX traffic congestion and approval in the 2009- 11-2009/10 R2 proper water out flow. 10 CAPEX Budget Million Cycle. A 79 Electrification of ISD The project City of Bambanani Industrial – implementation has Johannesburg/City because this business commenced, City Power/Eskom. node has the potential to Power made the When: The project create jobs and half funds available and commissioning is unemployment if appointed Eskom to planned for 30th of electrified. electrify the industrial June 2008 area on behalf of the City of Johannesburg. A 79 Build Recreation Centre Community Will deploy a Mobile Capital Projects External funding (swimming pool) – We Development Recreation Vehicle to 2009/11 sought. R35 do not have recreation do programmes Million centre in our ward to during school holidays (R20 Million) accompany the and after school. swimming pool, hence Safety and anti-crime many people have programmes will be drowned due to lack of done with assistance training. of EMS. Need identified A 79 Upgrade of Ivory Park Community Department has Capital Projects National stadium to PSL standard Development submitted a funding 2009/10 Treasury – the current PSL team application. Neighbourhood has no home ground Partnership and Ivory Park Stadium Development is big enough to Grant accommodate big teams CAPEX R5 like Chief and Pirates, Million plus there is the potential for job creation. A 79 Construction of a Community Prioritized for 2009/10 Capital Projects Funding request community Crèche Development financial cycle 2009/10 put at CIMS (R5 million) A 80 Upgrade Kanana Community To be done Capital Projects Internal budget Community Hall Development 2009/10 R500 000 (R1 (soundproof, stage) to Million) curb crime A 80 Indoor Sports Facility to Community Feasibility study has Capital Projects External funding respond to strong Development been commissioned 2009/11 sourced sporting community and (site identification) Capital Projects estimated at health purposes 2009/11 R25 Million` A 80 Build a bridge that links Transport Investigate /Conduct JRA 2009/10 2009/10 Joe Slovo to Freedom feasibility study ± R260 000 Drive and three pedestrian bridges to shorten travelling distance between Kanana ext 4 and I/P ext A 92 Roads, Storm Water – Transport Project is included in JRA 2009/10 2009/10/11 Pedestrian access, the Stormwater Budget R2 reduce congestion, Master-planning Million per year safety, street names, project submitted for throughout the ward. approval in the 2009- 10 CAPEX Budget cycle A 92 Multi-Purpose centre – Community Engaging the private Anticipated to be done External funding Vaal, Ebony, etc Development sector to source in 2009/11 Requests made (escalate to GCIS) external funding. for R3 Million (Kaalfontein and Ebony (R20 Million) Park) – library, ward office, community hall,
334 Rgn Wd Issues Department/ME What/Action Who/When What Resources home affairs.
A 93 BRT - economic growth Transport To be investigated Transport: JRA To be and upliftment of quality determined after of life for all investigation A 93 Wetland and public Environmental An audit of wetlands The Environment The wetlands open space, including Management An audit of wetlands Department’s wetland’s audit project environmental policies within the City will be audit commenced on 13 OPEX R1.1 adhered to - For our concluded by 30-06 - -06 - 2007 and will be Million children and future 2008. It will provide concluded by 30-06- The wetland generations data and information 2008 rehabilitation on the location, projects are nature, opportunities currently being and threats to funded from the wetlands, and will Working for conclude with Wetlands recommendations for budget. wetland management priorities. The audit will be taken into account in the City’s RSDFs, in order to ensure sustainable utilization and conservation of wetlands. The Environment Department is also working with SANBI Working for Wetlands in various wetland rehabilitation projects across the region. A 93 Crime - all SA affected. JMPD JMPD is in the JMPD and JMPD and Ward based solution process of reviewing SAPS Immediate and SAPS and crime stats and its deployment ongoing Officers Part of implementation strategies to ensure Operating (EMS/JMPD/SAPS) better visibility and budgets improve response to incidences of reported crime and traffic related matters. A ward based deployment approach is envisaged that will enable the JMPD to engage more actively with communities through Ward Safety Committees and CPFs. Closer working relationships with the SAPS were also fostered in the past two years to ensure joint crime combating and prevention. Joint teams were piloted in 5 priority police precincts in Joburg and the approach will be replicated throughout the City.
335 Rgn Wd Issues Department/ME What/Action Who/When What Resources A 94 Eradicate all informal Housing In last financial year Housing Funding to be settlements; provide the Kaya Sands 2007/08 accessed via housing to all those settlement was provincial informal settlements, dedensified and JRA/ JW/ City Power subsidies especially in Kaya families moved to 2008/09 Sands. land owned by Province Housing - Opening of access Housing 2009/10 roads and provision of rudimentary services
Long term plan: - Township establishment will be completed in this financial year - Services and top structure construction in next financial A 94 Official DPUM The recognition of the Director; DPF June Departmental policy/recognition of natural uses of the 2008 Opex Gecko Conservancy - to Gecko Conservancy protect the character of are reflected under the Kyalami area. the Witpoort Precinct (Sub Area 8), Development Objective 2, “To promote and enhance the rural character of the non-urban areas”. The RSDF for Region A was approved by Council as the City’s official policy framework for the Region in August 2008. A 94 Establishment of a By- JMPD Management Unit is JMPD, City Parks, Part of JMPD Law and Policy already established in Joburg Water, Pikitup, Operating Enforcement – to JMPD and ongoing City Power, EMS, budget interact with all spheres enforcement of Environmental Health of government (reporting priority By-Laws are and DPUM. Current and so far is ineffective) taking place. ongoing Partnerships have been formed with key CoJ departments and ME's like City Parks, Joburg Water, Pikitup and City Power to ensure a more focused approach to related by-laws. A 94 Official Environmental Environment Environmental Environmental policy/recognition of Management department is Management Management Gecko Conservancy - to completing a Department and to be Department protect the character of biodiversity completed by 30-06 - OPEX the Kyalami area. assessment, which 2008 will provide for official recognition and protection of similar sites. Department is also engaging the provincial and national offices on declaration of nature reserves. The affected c
336 Rgn Wd Issues Department/ME What/Action Who/When What Resources A 95 Street lights; humps; ISD Humps to be included JRA 08/09 budget paving; road markings; in the ward based throughout the ward safety programme. Road markings will be done.
A 95 Building of a bridge over JRA Conduct feasibility JRA 2009/10 JRA CAPEX wetland – safe passage study. 2009/10/11 R2 to primary school Million per year A 95 Upgrading of sewer Joburg Water Upgrading JW, Capital JWMIG which is system – maintenance requirements are Investment Verification pending volume, capacity density being verified through by 07 - 2008 OPEX 08/09. throughout the ward hydraulic modelling The sewer basins study will verify budget allocations to include in the “Special” category of 2008/09. Other sources of funding is the MIG. A 95 Street lights, humps, ISD Install new streetlights City Power MIG Funding paving, road markings through the suburb Application in throughout the ward (Diepsloot) process R6,500 000 A 96 Temporary Health Health One community Gauteng Health Gauteng Health Facility (Mobile Clinic) health centre is being Department Department R2 Currently one not planned for Cosmo Million centrally located within 5 City by the Gauteng OPEX R1.5 km radius and also not Health Department. A Million safe. site has been identified and consultants busy with designs. A site has been made available in Diepsloot but not yet confirmed for a community health centre A 96 Formalisation of informal Housing Township Housing By June 2009 Provincial settlements and review establishment/ subsidies of Urban Development formalization currently 2009/10 Boundaries (UDB) – in being undertaken order to access basic services (Thabo Mbeki Services and top privately owned) structure construction to commence in next financial year A 96 High Mast Lights and ISD Install R17 Million City Power MIG Funding. street lights (Diepsloot Masts and Contractors in Ext 4)– for crime conventional process of prevention streetlights installation. (Diepsloot) R2 750 000 A 96 Formalisation of informal DPUM Amendments to the Director – DPF, Director Departmental settlements and review Urban Development Strategic Support Opex of Urban Development Boundary have been December 2008 Boundaries (UDB) – in addressed through order to access basic the Northern Areas services (Thabo Mbeki Development privately owned) Frameworks, which are translated into the sub-area development management tables of the RSDF for Region A. Council has approved the report
337 Rgn Wd Issues Department/ME What/Action Who/When What Resources on the formalisation of informal settlements. A special unit is being established within DPUM, which will be dedicated to the' fast- tracked’ regularisation of informal settlements, where feasible. The City’s Housing Department has completed the requisite feasibility studies and a process is underway to determine how many of the informal settlements in the City are appropriate for ‘fast-tracked’ regularisation.
REGION B
Region B comprises Rosebank, Bryanston, Randburg, Auckland Park, Westdene, and surrounding suburbs. Randburg is in the midst of change, as the City rolls out its plans to revitalise the central business district and bring back business lost to regional shopping centres and other decentralised nodes. The region's suburbs range from high to low-income areas like Coronationville and Westbury. Areas such as Parktown and Mayfair are old suburbs of historical significance.
The section below outlines some of the key urban management interventions in the region by areas of focus. These interventions are summarised by key regional focus areas which identifies the areas of decay, key interventions required, law enforcement plans and clean up campaigns envisaged for the region, stakeholder engagement and visible service delivery plans.
Urban Management Activities by Focus Area
AREAS OF FOCUS WARD NUMBER Randburg 102 Southwestern townships 68 & 82 (Coronationville) Auckland Park and surrounding 69 & 87 suburbs
Addressing Urban Decay In the Randburg Civic Centre focus area the main areas of decay are where illegal taxi ranks have emerged and where illegal dumping takes place. The Region is currently involved in the development of the “Randburg Revitalisation Project (RRP)” to support the declaration of Randburg as a ‘restructuring zone’. The Region is an active member of the CID, and is involved in the management of the CBD and its surrounds. To date the JMPD have conducted a blitz on illegal taxi ranks (in July 2008) and together with the regional office formed an illegal dumping unit. In 2009/10 the new unit will focus on monitoring and management of illegal dumping and land invasion. The plan for the future is to ensure the following: Randburg is a Priority Area for the Region as such will implement the 3-year Priority Area Operational Plan for the area, which
338 encompasses multi-disciplinary blitz’, by-law enforcement campaigns and cleaning campaigns. CID management is critical, and the Region will be working hand-in-hand with the CID and property owners in respect of the “Randburg Revitalisation Project”
In the Southwestern townships (Coronationville) focus areas, particularly in the Westbury, Riverlea priority area and as such is the recipient of intensified initiatives by the Region. and Newlands areas, the following interventions were undertaken identified in order to remedy the situation, multi-disciplinary blitz’ to ensure compliance i.r.o. Liquor outlets, planning schemes, environmental health, and safety hazards and For 2009/10 financial, it is envisaged that these operation will be intensified with a special focus on Riverlea
Over the last the years Melville has been a priory areas the Region hence the 3 year Priority Area Operational Plan was developed. In 2008/09 the following activities were undertaken, Multi- disciplinary blitz’ to ensure compliance take place on a regular basis in this area – 6 operations already completed in conjunction with Brixton SAPS (3 in Melville), The Region is currently supporting the possible establishment of a City Improvement District (CID), and is actively engaged with the community in this regard. The pedestrianisation and andscaping of 7th Street, Melville has always been a goal of the Region, and this will be managed in conjunction with the CID establishment and the lease agreement between JPC and Atterbury. In 2009/10 financial year, the co-ordination and management of the Brixton Renewal Project will be intensified.
Implementing law enforcement In the Randburg Civic Centre focus area the substantial weight of law enforcement is concentrated on by-law enforcement, particularly illegal trading, public health, illegal dumping, illegal signage and land-use management. In addition to this, JMPD is also focused on traffic management and safety risk mitigation. Road policing and control of public transportation takes place on an ongoing basis and will be dealt with as a major part of the “Randburg Revitalisation Project”. Furthermore, derelict properties are being dealt with by the Law Enforcement agents e.g. 331 Surrey Street.
In 2009/10 3 Multi-disciplinary operations will take place in the area and road policing will continue to take place with focus on the Braamfischerville and Jan Smuts intersection and the taxi rank.
In Auckland Parks, 7th Street Melville has been a focus area for the Region and the law enforcement agents. A Student Accommodation Framework for Brixton, Rossmore and Westdene is currently being constructed to ensure compliance to planning schemes. Multi- disciplinary operations will remain a key activity for this area. Brixton will be targeted for a possible Urban Upgrade project as well as the control of open spaces in Vrededorp will remain a priority for the Region.
In 2009/10 the region-wide law enforcement unit will be focused on Liquor outlets, planning schemes, environmental health, and safety hazards especially in Westbury and Newlands. In Brixton areas, the focus for multi-disciplinary blitz’ to ensure compliance i.r.o. Liquor outlets, planning schemes, environmental health, and safety hazards will continue throughout the area.
Stakeholder engagement Every month the ward councillors in the region host a ward councillors forum to engage role- players in Brixton, Melville, Riverlea, Regional office and other parties, on common programmes and developmental commitments to date. Furthermore, Law Enforcement Awareness Programmes are undertaken in conjunction with the blitz. For 2009/10, it is envisaged that Law Enforcement Awareness Programmes will continue to take place within the area – namely Ferndale & Bordeaux.
Clean Up and Greening Campaigns and Special Projects
339 The Region and businesses in the Industrial area manages the environment of the industrial area. In 2009/10 financial year, cleaning campaigns will take place as part of the RUMP Implementation programme A clean up strategy has been developed with Pikitup to address the illegal dumping in Riverlea Ext 3 and Westbury . The Riverlea Operational Plan encompasses the Riverlea clean-ups. Residents from Zamimpilo have begun to be relocated to Pennyville until the conclusion of the project. The protection of the wetlands in the Riverlea will also be undertaken.
The rehabilitation the Bosmontspruit may be added as a Region-driven projectHill Street has been targeted by the Region in respect of “clean and green” but pruning of trees takes place on an ongoing basis. For 2009/10, the development of the Brixton project will encompass the “clean and green” aspect for the area. Furthermore, the pedestrianisation of 7th Street Melville and the development of the Faan Smit park is a planned project for the area (in the aim of revitalisation of the “vibey” Melville).
Visible Service Delivery Through visible service delivery the following were achieved, Urban inspectors appointed to report on a block-by-block basis and check on progress of service delivery deficits; coordination meetings with departments/entities and councillors; define corrective actions; escalation of service delivery deficiencies.
REGION-WIDE 2009/10 PROJECTS
The following table lists the proposed CoJ’s projects to be implemented in all the regions by department or municipal entities. It also outlines the proposed budget of the CoJ funding, and total amount including external funding.
Project Description Ward Department/ME 2009/10 Budget N17:Improved Access to Soweto / 2010 Region wide Transportation Planning R 25,000,000 Soccer World Cup GK: Balancing tank repairs Region wide (89-98) Johannesburg Water R 830,000 GK: Replace gas pipework2700 Region wide (89-98) Johannesburg Water R 1,350,000 GK: Balancing tank repairs Region wide (89-98) Johannesburg Water R 830,000 Improving the carrying capacity of 14th Region wide (86-98) Johannesburg Roads R 5,000,000 Avenue/Weltevreden/Pendoring from Agency the N1 to Cresta.
CITY OF JOHANNESBURG CAPEX PROJECTS- 2009/10
The table below lists the proposed City of Johannesburg projects to be implemented in each region, by ward and by department or Municipality Entity (ME). It also outlines the proposed budget of CoJ funding and a total amount including external funding.
Project Description Ward Department/ME 2009/10 Budget Randburg Garden Sites 104 Pikitup R 2,000,000 CBD Regeneration Randburg (Hill Street 104 Johannesburg Development R 5,000,000 Upgrade, Closing of Braamfischerville Drive Agency Which was Heretofore Pedestrianised) Amazon Jungle 73 Johannesburg Zoo R 500,000 Regulatory Compliance 73 Johannesburg Zoo R 500,000 Upgrading of Zoo infrastructure 73 Johannesburg Zoo R 1,000,000 Anthea Staff Hostel Redevelopment/Conversion 60 JOSHCO R 34,480,000 Randburg Medium Density Housing (Selkirk) 104 JOSHCO R 21,600,000 BIN. Oil alarms on oil pressure gauges for 85 City Power R 66,667 transmission cables BIN. Rosebank. Install 4 th transformer & feeder 106 City Power R 8,000,000 board BIN.Crown. Establish new 88/11 kV Sub Station 68 City Power R 4,875,000 BIR.Harley Street.Replace transformer and 102 City Power R 10,000,000 feeder board
340 BIR.Hursthill.Establish Hursthill sub station 69 City Power R 3,000,000 Electrification.Mountain View.5000 houses 82 City Power R 27,500,000 ND. Bryanston 6.6 kV conversion 106 City Power R 22,000,000 ND. Randburg:The construction of new 104 City Power R 1,000,000 infrastructure in newly established townships ND. Hursthill:The construction of new 69 City Power R 2,000,000 infrastructure in newly established townships ND. Randburg. Establishment of a new ring 104 City Power R 4,000,000 ND.Bryanston.11kV conversion 106 City Power R 4,000,000 Sandton / Rosebank - Installation and upgrade of 106 City Power R 2,500,000 public lighting infrastructure (Randburg):Sandton / Rosebank Service connections: Hursthill 69 City Power R 6,450,000 Service connections: Randburg 104 City Power R 25,800,000 UG. Vrededorp: Upgrade Electrical Network 69 City Power R 6,000,000 DF: Digester 104 Johannesburg Water R 10,110,000 REG B: Delta Basin:Upgrade sewers 90 Johannesburg Water R 2,000,000 REG B: Linden District:Upgrade water 102 Johannesburg Water R 6,910,000 infrastracture REG B: Sandton:Upgrade supply 106 Johannesburg Water R 2,385,000 REG C: Driefontein Basin: Upgrade sewers 88 Johannesburg Water R 4,000,000 REG C: Kensington B District :Uprade water 101 Johannesburg Water R 390,000 infrastructure REG C: Western klein jukskei Pumped Basin: 97 Johannesburg Water R 7,200,000 Upgrade sewer REG D: 2010 Soccer World Cup: Install Hurst 69 Johannesburg Water R 3,500,000 Hill booster pump Stn REG D: Bushkoppies basin: Upgrade sewer 23 Johannesburg Water R 2,700,000 REG D: Corriemoor & Fairlands water district: 86 Johannesburg Water R 7,300,000 Upgrade water infrastructure REG D: Croby/Hurst Hill: Upgrade supply 69 Johannesburg Water R 3,800,000 REG D: Hursthill-Brixton District:Upgrade water 69 Johannesburg Water R 8,060,000 infrastructure Thonifho 87 Johannesburg Water R 50,000,000 DF: Digester 104 Johannesburg Water R 10,110,000
WARD ISSUES BY REGION
The table below portrays ward issues identified by each ward, departments or ME’s responsible, action required, time frame and allocated resources.
Rgn Wd Issues Department/ME What/Action Who/When What Resources B 68 Slovo Park: To construct a JRA To be investigated JRA Budget to be footbridge across into identified after Industria from Slovo Park. investigation B 68 Homestead Park: To Housing To be investigated To be determined JCP construct a new park after investigation development. B 68 Riverlea Ext 1: To prioritise Housing Housing is currently Housing the housing development. developing Pennyville that will cater for Zamimpilo & surrounding communities B 69 To curb crime. A schedule JMPD JMPD in partnership JMPD, SAPS, Dedicated JMPD from the JMPD and the with relevant CoJ Gauteng Liquor and SAPS Officers, SAPS needs to be provided departments, SAPS Licensing, DPUM, Resources from (May 2008 – June 2009), and Gauteng Liquor Pikitup, City Parks, relevant CoJ detailing how they plan to Licensing developed an Environmental departments and deal with the following integrated approach to Health, City Power, ME's Part of problems: Illegal dumping; deal with compliance of Joburg Water, CPF Operating budgets Street vendors; liquor vendors. The and Ward Safety of departments Shebeens; Overcrowding of Department through the Committee residential units. These City Safety Programme problems aff provided input into the
341 Rgn Wd Issues Department/ME What/Action Who/When What Resources
Provincial liquor policy and Draft Liquor Bill. If the input is accepted, the City will have more meaningful input into the process of grating liquor licenses. Dedicated by- law enforcement teams are in place to deal with Street Trading, Illegal dumping, Parks Patrol and Illegal connections (Electricity and Water). A detailed ward based enforcement programme will be developed and implemented in the 2008/2009 financial year. B 69 To upgrade and enlarge Joburg Water JW, Capital Budget [2] included sewerage structures in the Investment 2008/09 in following areas: Proane to 2010/11 (Three “Upgrading & Avenue; Year Capital Renewal” category Brixton; Crosby; Mayfair Plan)[1] of West; Rossmore; JW 3 Year Capital Langlaagte North, Plan: Hursthill. This is necessary FY Budget as the current structures are 2008/09 R2 Million a health hazard and 2009/10 R2 Million densification of the area has 2010/11 Nil oc Water replacement programme is planned for the whole city at a budget of R20 Million in the current financial year R50 Million is planned for 2008/09. The results of the assessment study to verify budget B 69 To upgrade Sir Drummond City Parks Provision for funding JCP to submit request R 900 000 CAPEX Chaplin Park in the to be made in the for funding to CIMS & R90 000 OPEX following areas: Fencing, next Financial Year Play park area, Walking and cycle track; Security and lighting. This will go towards youth and community development. B 82 Claremont: To prioritise Housing No funding available JCP Provision for funding Princess Street New Park to be made in the Development (also called next financial year Princess Koppies). B 82 Waterval Flats Complex: City Power Installation of City power 2009/2010 Capital and/or This area is in serious need streetlights operational budget of high mast/security R1,2 Million lighting. B 82 Newclare/Westbury/Waterv City Parks Provision for funding JCP to submit request R 700 000 CAPEX al/Claremont: To refurbish to be made in the for funding to CIMS & R 30 000 OPEX housing rental stock next Financial Year (plumbing, electrical, parks, etc).
342 Rgn Wd Issues Department/ME What/Action Who/When What Resources
B 82 To install robots on JRA Will investigate JRA Budget to be Princess/Brown/Charles determined after Streets in Claremont investigation (provision has already been made for this.) B 86 To upgrade roads and JRA Will investigate and JRA 01/01 – 01/03 JRA Maintenance stormwater drains. This is ensure that all roads Budget OPEX necessary as there is a high and stormwater 2008/09 R48 accident rate and there is drains are 000 increased traffic congestion maintained. Upgrade JRA OPEX 2008/09 - heavy vehicles are unable the following R5 000 to travel on the current intersections to South JRAOPEX 2008/09 roads. In addition there is African Road Traffic R200 000 flooding - there has been standards: Gordon water damage; there are Rd/ Eleventh Street extensive water run-offs and and Long Road; hard surfaces. Johannes Road and Coronation Street; Fifth Street, Twist Street and Tenth Street; Gordon Road, Eleventh Street and Long Road; Long Road and Eight Road; Mollie Road between Eleventh Street and Twelfth Street (Mbc). Revise the traffic signal phasings at Gordon Road & Bergbron Drive to reduce congestion. Level one maintenance planned for Ward 86 for road signs and markings. B 86 The following needs to be DPUM In the 07/08 financial Regional Director. Regional Opex promoted: Law year there were 6 Ongoing enforcement; Town multi-disciplinary planning; Traffic controls; blitzes and law Bylaws; Environmental enforcement health. This needs to be interventions in the done in an effort to curb region as a random illegal development, whole. Going to promote the development forward, Ward 86 will of suburbs, to curb the be considered in illegal establish 08/09. B 86 To upgrade the sewerage Joburg Water Sewer: Condition JW, Capital Budget[3] included system. There is an assessment Investment in 3 Year Capital increasing number of Plan: complaints from the FY Budget08/09 community; as well as nil (cut)09/10 R13 increased density and Million sanitation needs to be 10/11 R14 Million looked at. The rollover of project might lead to increase in 09/10 and 10/11 Fys B 87 To subsidise CID projects. DPUM The department is Regional Directors Regional Opex This will lead to tourism, finalizing the policy December 2008 crime prevention, financial on CID support. This incentives (property value), will detail the self reliance and amounts available, sustainability. qualification criteria etc. While this question was raised in this specific ward,
343 Rgn Wd Issues Department/ME What/Action Who/When What Resources
the work being undertaken has a bearing on all regions. B 87 To refurbish pavements and JRA Existing footways will JRA 2008/09 JRA OPEX 2008/09 walkways, with signage for be rehabilitated, EMS. This is in line with the those prioritized will City’s vision and obligations. include areas present It will also increase serious risks to used accessibility. by pedestrians and cyclists. B 87 To provide a manned JMPD The building and JMPD to engage with Police stations not satellite police station setting up of police the Gauteng part of JMPD 24hr/day as well as patrols. stations is a function Department of budget Surveillance cameras and of SAPS National. Community Safety and Patrols part of tourism ambassadors will Through participation SAPS JMPD Operating avoid total lawlessness and in joint planning budget prevent the loss in property sessions with the values. Gauteng Department of Community Safety, the matter was raised and follow up will be done. JMPD is in the process of reviewing its deployment strategies to ensure better visibility and improve response to incidences of reported crime. A ward based deployment approach is envisaged that will enable the JMPD to engage more actively with communities through Ward Safety Committees and CPFs. B 88 To upgrade the dam wall at City Parks City Parks has JRA & City Parks. Budget to be made the botanical garden, brought the matter to Investigation ongoing available in the JRA Emmarentia Dam. This will the attention of JRA. Opex quell any flooding disasters. The problem is being investigated and necessary remediation action planned. B 88 To implement traffic safety JMPD JMPD is in the JMPD Immediate and Part of JMPD measures that will make at process of reviewing ongoing Operating budget primary and secondary its deployment schools as well as churches strategies to ensure safer. This initiative includes better visibility and Mountainview Drive, improve response to Thibault Avenue, Ingalele traffic related Road, Fairbridge Nursery, incidences. A ward- John Adamson Drive and based deployment the Milner and De La Ra approach is envisaged that will enable the JMPD to better address community specific need B 88 To establish and maintain Environmental The environmental Environment R4 Million CAPEX conservation areas in order Management sector is committed Management and and R400 000 to reduce crime by 2010 to ensuring that Johannesburg City OPEX and create a community conservation areas Parks driving the stronghold are protected and processes remain sustainable.
344 Rgn Wd Issues Department/ME What/Action Who/When What Resources
Most of the areas in this region have been identified and included in the current zoning and declaration programme. The operational programmes B 90 To upgrade security by, for JMPD Dedicated by-law JMPD Already in Part of JMPD example, constructing Dedicated by-law place and ongoing Operating budget palisade fencing and a gate enforcement teams on Malboro Drive, having are in place to deal better policing and enforcing with Street Trading, by-laws. This is necessary Illegal dumping, as there have been 10 Parks Patrol and murders in 24 months, there Illegal connections are many illegal immigrants, (Electricity and an enormous amou Water). A detailed ward based enforcement programme will be developed and implemented in the 2008/2009 financial year. B 90 To improve east – west Transport Widening of Gautrans/ Bombela No budget mobility. The following are Bompas/Jan Smuts implications examples of what needs to will commence be done in order to achieve middle September this: Conrad Drive Bridge; 2008 to be Bompas/Jan Smuts undertaken by intersection; Jan Smuts Bombela, Gautrain needs to be widened. This Contractor. needs to be done in an effort to alleviate traffic congestion B 90 To upgrade the health clinic Health The building currently Region Health Regional health in Rosebank. The current being used by the Manager for Region B manager OPEX R6 clinic is only open one day clinic belongs to in the next three years Million per week. This is community inadequate and it is too development small (it is currently held in (libraries) Parkhurst one room of the library.) clinic, which is 5-7 km away, can be used in the short-term. Identification of alternate building remains along-term goal B 98 To install streetlights at ISD Phase in over 3 City Power R4,950 000 Randpark Ridge extension financial years. 41 – 3 and 16. This is Capex funding. necessary as the crime rate Project scope to is high. installation of new infrastructure R1,8 million B 98 To resurface all streets in JRA A fair amount of JRA 2009/10 JRA Resurfacing the ward: Smit Street, work had been Programme OPEX / Fairland; King carried out over the CAPEX 2009/10 R5 Street; George; Beatrice; previous two financial Million Countess; Repaslie Road; years; The remainder Du Plessis, Collins Road will be placed on the (Windsor Glen); Brigish and proposed resurfacing Shaka, Monkor Road. program for 2009/10. Cornelis Street; (Northcliff). This refurbishment is necessary as currently
345 Rgn Wd Issues Department/ME What/Action Who/When What Resources
much damage is caused to vehicles and there is much deterioration. In addition, west – east mobility is impeded
B 98 To upgrade the stormwater JRA Project submitted to JRA 2009/10 JRA CAPEX system at Fairland Spruit. 2009/10 CAPEX 2009/10 R8 Million This will mitigate the erosion Cycle for approval. of the Spruit banks and flooding due to increased water run-off. The river crossings at Kings Street (Fairlands), 3rd Avenue and Edward Street are unsafe. B 99 To upgrade the stormwater JRA Will investigate Transport: JRA To be determined drainage and energy which after investigation affects the improvement of infrastructure. B 99 To address traffic problems JMPD JMPD is in the JMPD Immediate and Part of JMPD that affect the suburbs process of reviewing ongoing Operating budget needs and desires its deployment strategies to ensure better visibility and improve response to traffic related incidences. A ward based deployment approach is envisaged that will enable the JMPD to better address community specific need B 99 To institute security in the JMPD JMPD and City Parks JMPD and City Parks JMPD and City neighbourhood and parks, launched a Parks already in place and Parks joint task which will cause a drop in Safety team in the ongoing team Part of JMPD the crime and 2007/2008 financial and City Parks homelessness rate. year. The joint team Operating budgets is responsible for ensuring safety and law enforcement in parks and public open spaces. B 102 To implement a better water Joburg Water Sewer: Condition JW, Capital The results of the supply and sewerage in assessment Investment Verification assessment study to Ferndale, Blairgowrie and by July 08 verify budget Bordeaux because the old allocations pipes are corroding. B 102 To repair the sewerage Joburg Water Sewer: Condition JW, Capital The results of the system as repairs are assessment Investment Verification assessment study to ineffective and everything by July 08 verify budget needs an overhaul. allocations B 102 To review the road JRA Will investigate. New JRA 01/07 – 30/09, JRA CAPEX infrastructure and to traffic signal planned 01/10 – 31/12 and 2008/09 R250 000 reassess action in Ferndale, for Conrad/ 01/01 – 31/03 JRA OPEX 2008/09 Blairgowrie and Bordeaux Blairgowrie. SARTSM R137 000 because of the deterioration upgrade at 17 JRA OPEX 2008/09 of major and secondary existing signalised R35 000 roads and the congestion intersection. Revising that causes residents to be traffic signal/phasings trapped on their property. at 7 intersections.
346 REGION C
Region C comprises of Roodepoort, Florida Park, Ruimsig, Randpark Ridge, North Ridding Cosmo City, Braamfischerville and Thulani. The suburbs in the north of Roodepoort include Ruimsig, Strubensvalley, Honeydew, and Little falls are among the most attractive residential areas in the metro which are considered to be at the upper end of the socio-economic spectrum, and informal settlements such as Zandspruit, Sol Plaatje at the lower end. Two substantial townships, Cosmo City and Braamfischerville are situated on the region's western and northern borders.
The section below outlines some of the key urban management interventions in the region. These interventions are summarised by key regional focus areas as listed above. The table identifies the areas of decay, key interventions required, enforcement plans and campaigns envisaged for the region.
Urban Management Activities by Focus Area
AREAS OF FOCUS WARD NUMBER Roodeopoort 84 Cosmo City 100 Greater Princes Area 71 & 83 Zandspruit Informal Settlement 100 Braamfischerville 44
Addressing Urban Decay In the Roodepoort the main areas of decay are where illegal taxi ranks have emerged and where illegal dumping takes place, Illegal land use (Informal street traders into designated market areas, Scrap metals and shack farming). There are also a number of dilapidated buildings in the inner city and missing manholes. To address these challenges, a number of interventions were undertaken city wide, namely: Inspection of scrap metal dealers to check permits and compliance; Workshops with informal traders CoJ trading policy; Task team established with an operation plan; and Assessment of the CBD was completed 2008.
For 2009/10 financial year, these programmes will be intensified with main focus on implementing programmes in the of Roodepoort renewal plan.
In Cosmo City and Greater Princes Area the focus has been around the issues of illegal dumping, by law enforcement, illegal businesses and land use as well as illegal building structures in the residential area in Cosmo City and Informal settlement of Itsoseng encroaching on Cosmo Land as well as lack of lack of transportation, social, community & other facilities & services. To address these challenges, a number of interventions were undertaken, namely: Establishment of Law enforcement committee to deal with illegal land uses and educational campaigns; Focused operations conducted on illegally operating business contravening land use rights Taverns and shebeens operating illegally have been closed down and warrants of arrest executed on non complying business owners Development of trading markets and assisted traders to obtain funding; Land valuation and land rights survey; Offenders fined for illegal dumping Operations on illegal immigrants employed illegally at construction sites conducted
Whereas, in Zandspruit the areas focus were around upgrading of informal settlement, illegal dumping grey water problems. In relation to these challenges, the plan is to accelerate service
347 delivery and ensure sustainability of programmes. Furthermore, an area based task team has been instituted in order to monitor the implementation of the environmental and health risks plans.
Implementing law enforcement In Zandspruit, a series of law enforcement interventions have been planned through the regions Law Enforcement Task Team (LETT). In 2008/09 law enforcement operation were conducted on taverns and shebeens and workshops held the communities to educate them on various legislation. Furthermore, illegal electricity connections were disconnected. For 2009/10, it is envisaged that Law Enforcement Awareness Programmes will continue paying particular attention to Roodepoort, Zandspruit and Cosmo City. in 2009/10 For 2009/10 financial year, unmarked law enforcement vehicles to be deployed Zandspruit to deal with illegal dumping.
Stakeholder engagement Every month the ward councillors in the region host a ward councillors forum to engage role- players on common programmes and developmental commitments to date. Furthermore, Law Enforcement Awareness Programmes are undertaken in conjunction with the blitzes. By-law education session held with Zandspruit community on illegal dumping and waste management. All children in school (Zandspruit) educated on road safety and pedestrian safety. A follow-up educational campaign will be conducted due to the widening of Beyers Naude. Going forward, the plan is to sustain law enforcement activities, and intensify workshops with relevant stakeholders
Clean Up and Greening Campaigns and Special Projects The Region and businesses in the Industrial areas of Roodepoort manages the environment of the industrial area in line with the Beautification of Roodepoort programme in partnership with Johannesburg City Parks
In Cosmo City, a substantial number of trees were planted as part of the city wide tree planting programme and 2 parks completed. Although, Environmental Management Plan has been finalised it will only be implemented once funding is available. In Greater Princess, clean-up campaigns in partnership with Pikitup, CDW’s and Community were successfully undertaken. In 2009/10 financial year, cleaning campaigns will be intensified as part of the RUMP Implementation programme.
A clean up strategy has been developed with Pikitup to address the illegal dumping in Braamfischerville. Furthermore, City Parks completed Braamfisherville Park and distributed more than 6000 trees. For 2009/10, City Parks is planning to develop walks ways and continue implementing greening programme in the area. In Zandspruit, clean up operation were conducted and offenders fined for illegal dumping and vandalism.
Visible Service Delivery Through visible service delivery the following were achieved, Urban inspectors appointed to report on a block-by-block basis and check on progress of service delivery deficits; coordination meetings with departments/entities and councillors; define corrective actions; escalation of service delivery deficiencies. Going forward, is to continue monitoring the street naming project in Braamfischerville, accelerate service delivery in the entire region as well as implementing programmes aimed at addressing issues of illegal dumping, vandalisms and environmental health risk issues.
348 REGION-WIDE CAPEX PROJECTS- 2009/10
The following table lists the proposed CoJ’s projects to be implemented in all the regions by department or municipal entities. It also outlines the proposed budget of the CoJ funding, and total amount including external funding. Project Description Ward Department/ME 2009/10 Budget GK: Balancing tank repairs Region wide (89-98) Johannesburg Water R 830,000 GK: Replace gas Region wide (89-98) Johannesburg Water R 1,350,000 pipework2700 GK: Scada upgrade Region wide (89-98) Johannesburg Water R 20,000 FIRE Equipment For New Fire Region wide Emergency Management R 2,000,000 Engines (jaws of life, breathers Services for Gautrain)
CITY OF JOHANNESBURG CAPEX PROJECTS- 2009/10
The table below lists the proposed City of Johannesburg projects to be implemented in each region, by ward and by department or Municipality Entity (ME). It also outlines the proposed budget of CoJ funding and a total amount including external funding
Project Description Ward Department/ME 2009/10 Budget (2010) Ruimsig Stadium 97 Community Development R 3,000,000 Bramfisherville Multipurpose 49 Community Development R 4,000,000 Cosmo City 100 Community Development R 15,000,000 BIN. Lutz sub station 97 City Power R 15,000,000 BIN. Lutz: Bulk Infrastructure. Servitudes for 97 City Power R 10,000,000 transmission lines. BIN. New twin Zebra lines from Lutz to T-point 97 City Power R 12,000,000 BIN. Peter Road. Install third 88/11 kV 40 MVA 97 City Power R 20,000,000 transformer BIN.Pennyville.New 88/11 kV sub station 70 City Power R 6,000,000 BIR. Roodetown. Install additional 88/33 kV 40 71 City Power R 9,598,441 MVA transformer, extend building and refurbish. ND. Randburg:The construction of new 104 City Power R 1,000,000 infrastructure in newly established townships ND. Roodepoort: The construction of new 71 City Power R 2,000,000 infrastructure in newly established townships Service Connections: Roodepoort 71 City Power R 10,800,000 UG. North Riding: Upgrade Electrical Network 100 City Power R 6,500,000 Bram Fischerville Gravel Roads 49 Johannesburg Roads Agency R 30,000,000 Cosmo City Taxi Facilities 100 Transportation Planning R 3,000,000 Cosmo City Reservoir 100 Johannesburg Water R 17,300,000 DF: Extension Lanseria/Drief 97 Johannesburg Water R 70,765,000 NW: Install sludge conveyor 71 Johannesburg Water R 2,215,000 NW: Refurb clarifier 71 Johannesburg Water R 2,625,000 NW: Structural Refurb Bridges 71 Johannesburg Water R 11,340,000 NW: Unit 3 clarifier refurb 71 Johannesburg Water R 1,540,000 NW: Unit 5 mod 2 / Lanseria 71 Johannesburg Water R 2,700,000 REG C: 2010 Soccer World Cup: Install fire 85 Johannesburg Water R 1,000,000 hydrants at Cecil Payne Stadium REG C: Heldekruin District: Upgrade Water 85 Johannesburg Water R 2,800,000 Infrastructure REG C: Honeydew Boschkop District Upgrade 85 Johannesburg Water R 9,285,000 Water Infrastructure REG C: Planned replacement of sewers 85 Johannesburg Water R 2,500,000 REG C: Planned replacement of watermains 85 Johannesburg Water R 25,000,000 REG C: Replace Sewers identified by OPS 85 Johannesburg Water R 150,000 Infrastructural and upgrading of facilities 85 Roodepoort Theatre R 1,000,000 Pennyville -Contsruction of Bridges, Bulk Water 70 Housing Division R 5,470,000 Sewer, Roads & Stormwater Princess Plot 61 Roads & Stormwater, Bridge 85 Housing Division R 3,000,000 Culverts Zandspruit Phase :Contsruction of Bridges, Bulk 100 Housing Division R 3,100,000 Water Sewer, Roads & Stormwater
349 Pennyville Social Housing 70 JOSHCO R 8,000,000 Roodepoort Medium Density Rental Units 71 JOSHCO R 26,400,000
WARD ISSUES BY REGION The table below portrays ward issues identified by each ward, departments or ME’s responsible, action required, time frame and allocated resources.
Rgn Wd Issues Department/ME What/Action Who/When What Resources C 44 To build storm water City Power Will investigate and Transport: JRA To be determined drainage. implement after investigation C 44 To establish infrastructure, JRA Included in the JRA 2009/10/11 JRA Stormwater e.g. tarring of streets, to Stormwater Master Master planning construct storm water planning project CAPEX 2009/10/11 drainage, to install submitted for R2 Million per year streetlights/high mast approval in the lights and to upgraded 2009/10 CAPEX transformer systems budget cycle C 44 To establish infrastructure, City Power To install street light City Power MIG Funding and e.g. tarring of streets, to infrastructure 2009/2010 CAPEX R 3.5 Million construct storm water (Braamfischerville) drainage, to install Installation of new streetlights/high mast street lights as per lights and to upgraded master-plan and as transformer systems. CAPEX funding allow C 49 To develop a clinic, police Health A site (numbers 3000 Gauteng Health Gauteng Health stations, schools, and a and 3001) has been Department Department OPEX library at identified. However, R2 Million Braamfischerville. To there is a need to get develop a swimming pool alternative site nearer at Tshepisong. to Roodepoort Road. C 49 To construct traffic lights at Transport Road signs to be JRA 2008/09 JRA OPEX 2008/09 Impala Road and a foot installed. Footbridge R5 000 bridge from Tshepisong will be investigated East to Tshepisong Proper. C 49 To secure land for further Economic JPC have a JPC 2008/09 council usage. Development programme to acquire land in various regions for housing projects, industrial and agriculture use C 49 To build a linking bridge Transport Conduct feasibility JRA 2009/10 JRA from Braamfischerville to study CAPEX 2009/10 Tshepisong (which will R150 000 facilitate access to Leratong Hospital) and reduce the traffic congestion. C 49 To tar Abbess Drive from Transport Considered in priority JRA 2008/09 Budget ext 12 to ext 13, list within CAPEX Braamfischerville. To tar Braamfischerville. Sipho Hashi Street in Tshepisong. C 49 To develop a clinic, police Community Development of a Capital Projects to be Capital projects in stations, schools, and a Development multi purpose centre completed end 31/10 partnership with library at is currently underway - 2008 NDPG CAPEX 2008 Braamfischerville. To and is 85% (R3 Million) develop a swimming pool completed. Another at Tshepisong. process is underway to appoint consultants for the development of a library.
350 Rgn Wd Issues Department/ME What/Action Who/When What Resources C 50 To build a sewerage ISD Water to be assessed JW, Capital Budget[5] included in system; the whole ward after completion of Investment “Upgrading & suffers from a terrible OGA. 2008/09 to 2010/11 Renewal” category of smell as a result of Sewer: upgrading has (3 Year Capital JW 3 Year Capital overflow of existing been identified Plan)[4] Plan: latrines and insufficient through network Budget 2008/09 R10 water pipes for the model Million, increased number of 2009/10 R11Million usage. 2010/11 R2 Million Other source of funding is MIG which is pending C 50 To build a primary school CSU Thulani School was in extension 2. Department of built by Provincial Education Department of Education in 2008/09 C 50 To build/programme a Economic The legal entity for The CoJ Skills In 2008/9 Skills skills development centre, Development Skills Hub is being Strategy was Programme budget, for which the building can established and will launched on R 7, 941 Million has also be used for a library, service economically- 12/08/2008 to a been allocated for the and to build an MPCC driven skills needs of targeted group of COJ Skills Hub. The which will aid in SMME all regions. This is over 100 public and current programmes development. being done in mainly private sector that will be included consultation with partners. The Skills in this budget include Community Hub Business Plan Phase II of the Development. and Funding Model Labour Market Four skills centers was approved was Information are servicing region approved by the Database, Phase II of C. However none of Mayoral Committee the RPL Project and these are currently on 14th October in the establishment of providing any training February 2008. the Skills Hub as a programmes Planning for the roll not-for gain Section currently. Last time out of Skills Services 21 training programmes via the Skills Hub has were offered was in commenced since 2007 and focused on beginning of new sewing. Currently financial year from only a sewing 2008/09. Onwards programme is being with budget approval. offered is for 20 aged women. C 70 To improve service JMPD Dedicated by-law JMPD, SAPS and Part of JMPD and delivery. enforcement teams identified role players SAPS Operating are in place to deal budgets with Street Trading, Illegal dumping, Parks Patrol and Illegal connections (Electricity and Water). A detailed ward based enforcement programme will be developed and implemented in the 2008/2009 financial year. C 70 To do away with informal Economic There is a 2008/09 rollout. MTC Line Budget of MTC trading in the Florida CBD. Development Demarcation Policy and Transport Programme in line with Informal Trade Policy approved by council. An area assessment will be carried out to determine suitability of the area in line with by-laws. The traders
351 Rgn Wd Issues Department/ME What/Action Who/When What Resources will then be issued with smart cards. This work is being done in partnership with other departments and ME's. C 70 To do away with informal JMPD Dedicated by-law JMPD Already in Part of JMPD trading in the Florida CBD. enforcement teams place and ongoing Operating budget are in place to deal with Street Trading, Illegal dumping, Parks Patrol and Illegal connections (Electricity and Water). A detailed ward based enforcement programme will be developed and implemented in the 2008/2009 financial year. C 70 To upgrade the taxi rank in Transport CoJ needs to budget Transportation Transportation the Florida CBD. for the upgrading of Planning and Planning and the taxi rank as Regulation 2009/10 Regulation OPEX required. R10 Million C 70 To upgrade facilities for Community Appropriate studies 2009/10 financial R500 000 disabled persons. Development will be done to year assess the extent of Capital Projects the problem & cost implications. C 70 To upgrade social Community A crèche has just Private sector Private sector funding structures, e.g. churches, Development been completed, funding, August & (R3.5 Million) sport and recreation handed over to the October 2008 facilities as well as lakes. City. A library will also respectively provided. C 70 To upgrade health care DPUM An Urban Regional Director Departmental opex facilities, Florida Station, Development Housing railway bridges, Fleurhof Framework is being Formalisation unit Informal Settlements, done in the 2008/09 September 2008 Rand Leases and ablution financial year. The facilities. framework covers the Florida, Unified, Maraisburg, Bosmont, Newclare and Westbury Rail Stations. The Framework will propose strategies for the development of vacant/underutilised land between the stations, and thereafter provide detailed design frameworks for two stations. A special unit is being established within DPUM, which will be dedicated to the ‘fast- tracked’ regularisation of informal settlements, where feasible. The City’s Housing Department has completed the
352 Rgn Wd Issues Department/ME What/Action Who/When What Resources requisite feasibility studies and a process is underway to determine how many of the informal settlements in the City are appropriate for ‘fast-tracked’ regularisation. C 70 To do away with urban DPUM Special operations Regional Director and Regional OPEX decay in the CBD and and area City’s law Florida in general. management like enforcement multi disciplinary agencies. Between operations will be July 2008 and directed at bad January 2009 buildings, illegal taxi ranks, illegal accommodation establishments and illegal land uses, noise and night clubs.
An urban management operation was carried out in May 2008 for this area and regular follow up operations will be directed at this area.
An Urban Development Framework is being done in the 2008/09 financial year. The framework covers the Florida, Unified, Maraisburg, Bosmont, Newclare and Westbury Rail Stations. The Framework will propose strategies for the development of vacant/underutilised land between the stations, and thereafter provide detailed design frameworks for two stations. C 70 To upgrade health care Health Minor upgrading of Region health Region health facilities, Florida Station, Florida Clinic has manager for Region manager railway bridges, Fleurhof been undertaken in C OPEX R112 000 Informal Settlements, 2006/7 (R72 000) and Rand Leases and ablution 2007/8. (R40 000) facilities. C 70 Urban management: To DPUM Multi disciplinary Regional Director Regional Opex consider issues of urban operations directed at Ongoing decay. Do away with bad buildings, illegal urban – such as informal taxi ranks and trading, taxi rank upgrade, hawking, illegal ablution facilities, facilities accommodation for disabled people establishments, illegal land use, noise and night-clubs.
353 Rgn Wd Issues Department/ME What/Action Who/When What Resources C 70 To upgrade social City Parks City will investigate Aquatic Specialist to Budget to be made structures, e.g. churches, the nature and status investigate status quo available in OPEX sport and recreation of the lake and before the end of facilities as well as lakes. develop a plan to 2008/09 upgrade/rehabilitate based on the results. C 71 To establish mobile clinics. Health The clinic that is Region C Regional Gauteng Health within walking health manager and Department distance can be used. health promoters. OPEX Within existing In addition this clinic operational budget for can undertake 2008/09 outreach campaigns and additional health promotion outlets throughout the ward. C 71 To establish information Community A feasibility study will Capital Projects CAPEX 2009/10 R12 centres. Development conducted & funding 2009/10 financial Million applications to be year. made C 71 To establish mobile police JMPD The building and JMPD to engage with Police stations not stations. setting up of police the Gauteng catered for in JMPD stations is a function Department of budget Patrols will of SAPS National. Community Safety form part of JMPD Through participation and SAPS Operating budget in joint planning sessions with the Gauteng Department of Community Safety, the matter was raised and follow up will be done. JMPD is in the process of reviewing its deployment strategies to ensure better visibility and improve response to incidences of reported crime and traffic related matters. A ward based deployment approach is envisaged that will enable the JMPD to engage more actively with communities through Ward Safety Committees and CPFs. C 71 To exploit the availability Housing A number of sites Housing / Dept. of of land at Matholesville for have been identified Education rezoning. by housing Department and discussed with the Department of Education for rezoning. Dependent on decision of Department of Education C 71 To proclaim Princess Plot Housing Draft layout plan GDoH Dec 2009 Provincial subsidies for housing development. available. Township establishment currently being prepared. Requesting permission for construction to start on site prior township
354 Rgn Wd Issues Department/ME What/Action Who/When What Resources establishment completed C 71 To upgrade Davidsonville Environmental Provision for funding JCP to submit R2 Million CAPEX & Parks by fencing around Management to be made in the request for funding to R200 000 OPEX toilets and taps. next Financial Year CIMS C 83 To upgrade the clinic Health There is an extended Region C Regional Gauteng Health facilities and to extend hours evening clinic health manager Department OPEX these services to 24/7 from 16-18h00 For payment of basis. operational costs towards the additional service hours C 83 To form a CPF and a JMPD Each of the SAPS Ward Safety No budgetary neighbourhood watch. Each of the SAPS Committee, SAPS, implications stations in CPF Johannesburg has an established CPF (Legislative requirement). Communities should approach their local SAPS station for more details on active CPF participation and neighbourhood watch programmes. JMPD actively participates in CPF forums. C 84 To upgrade and enlarge Health Motivation for Regional health Regional health the Rex Street Clinic. extension of clinic manager for Region manager OPEX R2 have been made to C Million the COJ Health Department C 84 To train unemployed Economic Skills Strategy Roll out commences In 2008/9 Skills persons and to provide Development Launched in Aug 2008/09. Skills Hub Programme budget, them with skills. 2008. Establishing legal entity being R 7, 941 Million has Skills Hub as a legal established. been allocated for the entity. Skills Hub will CoJ Skills Hub. The be delivery vehicle for current programmes all economic driven that will be included in skills project and will this budget include be linked to satellite Phase II of the skills across all Labour Market regions in Information consultation with Database, Phase II of Community the RPL Project and Development. In the establishment of addition public the Skills Hub as a participation not-for gain Section workshops will be 21 Company. part of the Skills Hub rollout. The approach in Skills Strategy is to be both Customer and demand driven. Four skills centers are servicing region C. However none of these are currently providing any training programmes currently. Last time training programmes were offered was in 2007 and focused on sewing. Currently only a sewing programme is being offered is for 20 aged
355 Rgn Wd Issues Department/ME What/Action Who/When What Resources women. C 89 To institute traffic Transport Will investigate and JRA 2008/09 JRA 2008/09 R50 interventions from Albert implement 000 Street/Cornish to Haak en intervention as Steek to JG Strijdom, e.g. allowed for within traffic circuits/other. 08/09 budget. C 89 To identify a road re- Transport Update Resurfacing JRA 2008/09 and JRA Resurfacing surfacing programme. programme. 2009/10 programme OPEX 2008/09 and 2009/10 C 89 To widen JG Strijdom Transport Will investigate- JRA 2008/09 JRA 2008/09 Drive from Jim Fouche to Geometric upgrading. John Vorster Drive and Jim Fouche from Hendrik Potgieter to Beyers Naude. C 100 To create a one-stop Community Project started; Capital Projects Funding request centre in order to integrate Development fencing & earthworks 2008/09/10 made with NDPG & all government services. already completed. MIG CAPEX (R20 Process of appointing Million) a contractor is underway. C 100 To put up highly-needed ISD To install High Masts. City Power MIG Funding and street lights, especially in 50 percent to be 2007/2008 CAPEX the non-formal installed 2007/08 in 2008/2009 Application in process settlements. formal settlement and for the final 50 Zandspruit X 2009-10 percent R1.1 Million R1.1 Million Business plans in place R2100 000 C 100 To acquire privately- Housing As building of new Region health R7.5 Million owned land for facilities. health facilities is manager for Region competency of C and the Gauteng Provincial Health Health Department to Department this motivate for inclusion request has been into the next five forwarded to the years capital budget Gauteng Health programme. Department. C 101 To establish street patrols JMPD Each of the SAPS JMPD, SAPS, Ward CPF participation and and police visibility. Each of the SAPS Safety Committee community street stations in and CPF Immediate patrols does not have Johannesburg has an and ongoing budgetary established CPF implications for (Legislative JMPD requirement). Visible patrols form Communities should part of JMPD approach their local Operating budget SAPS station for more details on active CPF participation and neighbourhood watch programmes. JMPD actively participates in CPF forums. C 101 To establish traffic-control JRA Will implement if JRA 2008/09 JRA Ward based mechanisms such as identified as the Safety Programme speed bumps. priority one measure 2008/09 R25 000 per through the ward ward based road safety process; Speed humps to be included in the ward based safety programme.
356 Rgn Wd Issues Department/ME What/Action Who/When What Resources C 101 To establish small garden Environmental To ensure Van der Hoven Park Tractor to assist in areas and city parks. Management sustainability, sites to Depot will in ploughing. Fertilizer be fully investigated consultation with the to be donated to with proper stakeholder identify community members. environmental and agree on the considerations taken land to be used. care of. Community Development, DPUM, Environment, JCP and JPC to consider the matter and finalize the protocol. Meeting to discuss wider protocol for urban Agriculture to be facilitated by end June 2008 (Comm Dev and Environment)To ensure sustainability, sites to be fully investigated with proper environmental considerations taken care of. Community Development, DPUM, Environment, JCP and JPC to consider the matter and finalize the protocol. Meeting to discuss wider protocol for C 101 To maintain roads. JRA Will be done- JRA 2008/09 JRA Maintenance maintenance Programme OPEX programme. 2008/09 C 101 To upgrade roads, JRA Maintenance and JRA 2008/09 JRA OPEX 2008/09 pavements, road markings updating R200 000 and demarcations as well Level one road as developing marking and traffic infrastructure and local signs are planned for storm water drainage. Ward 101. C 101 To encourage community JMPD Each of the SAPS SAPS, Ward Safety No budgetary participation in the CPF. Each of the SAPS Committee and CPF implications stations in Johannesburg has an established CPF (Legislative requirement). Communities should approach their local SAPS station for more details on active CPF participation and neighbourhood watch programmes. JMPD actively participates in CPF forums. C 101 To trim trees City Parks Pruning of trees to be Teams from Street Operating Budget done before end of Trees Depot and the year. Contractors
357 REGION D
Region D is strictly Soweto. The established areas of Region D are largely composed of the old "matchbox" houses built to provide cheap accommodation for Joburg's workers during the apartheid era. However, there are also large areas of informal settlements, the most extensive being in Doornkop /Thulani, Ebumnandini, Protea South, Chris Hani, Slovo Park and Freedom Square. Hostels, originally built to house male migrant workers in the most basic of circumstances, are a feature of Soweto. Many of these have been improved and now accommodate couples and families. However, with a history that did not allow the creation of major employment centres within Soweto, almost all its working people have to commute to work in other areas of Johannesburg.
Urban Management Activities by Focus Area The section below outlines some of the key urban management interventions in the region by areas of focus. These interventions are summarised by key regional focus areas which identifies the areas of decay, key interventions required, law enforcement plans and clean up campaigns envisaged for the region, stakeholder engagement and visible service delivery plans.
AREAS OF FOCUS WARD NUMBER Soweto 11, 12, 13, 14, 15, 16, 19, 20, 21, 22, 24, 25, 26, 27, 28, 29, 30, 31, 33, 34, 35, 36, 37, 38, 39, 40, 41, 42, 43, 45, 46, 47, 48, 51, 52 and 53
Addressing Urban Decay The regional administration focuses on train stations as regular sites of urban decay and focuses primarily on by-law enforcement particularly in terms of regular maintenance, illegal trading, environmental health, and live-stock management. Notably the stations targeted are Inhlanzane, Dube, Naledi, Orlando and Kliptown. In all these focus areas the administration continues to implement education.
The regional administration also focuses council-owned facilities and land, particularly the removal of illegal taxi ranks, mainly in Jabulani, Naledi and Dobsonville, illegal dumping and regular land-use management largely in Meadowlands, Chiawelo and Pimville. In 2008/09 the administration demolished the decaying FNB building and fenced it to prevent further occupation and removed the illegal brick building next to the SAPS in Meadowlands.
In 2008/09 all the industrial parks were investigated for upgrading. In 2009/10 the administration will be implanting the recommendations of the study and revamping all the industrial parks in the region. 009/10. In 2009/10 the administration will be auditing all council-owned facilities for land-use management and will address infringements as they arise. This year the JPC will be addressing the issue of under-utilised schools in Soweto.
Law enforcement A variety of law enforcement campaigns have been put in place to address illegal car washes at Bara Taxi Rank, removal of a variety of illegal activities at the Kliptown precinct and Jabulani mall and the removal of illegal scrap yards. Illegal nightclubs have had their equipment confiscated and impounded. Informal traders will be regulated on a block-by-block basis in 2009/10. The city is in legal processes with illegal coal yards anticipating their removal in 2009/10.
Stakeholder Management In 2008/09 the Soweto Urban Growth Forum, comprising representatives from different sectors in the community and in the city was established. In 2009/10 the region will conduct councillor briefing sessions on a variety of issues include street-renaming.
358 Clean Up and Greening Campaigns and Special Projects In Naledi, Moroka North and Protea specifically targeted illegal dumping campaigns will be conducted particularly using pocket/urban parks as an instrument. There are significant engagements with Eskom and Transnet to address maintenance and effective management of servitudes around train stations and power installations.
After an audit in 2008/09 all the council open spaces will be cleaned through a programme implemented by Environmental management in the region. Mofolo and Jabavu Parks have now been declared as regional parks.
In order to address transport in the region, the administration has compiled a proposal with Joburg Roads Agency to address intra and extra mobility. To add value to improved transport in the region, an audit of traffic signage requirements was undertaken in 2008/09 and the recommendations’ will be implemented in 2009/10. Furthermore the first phase of the Bara link project has been initiated and will be continued into 2009/10 funds allowing.
The site has been cleared for the Orlando Ekhaya project and will commence in February 2009.
Visible Service Delivery The Dobsonville and Ikhwezi precincts have received Phase 1 approval and are awaiting budget allocations in 2009/10.
As an extension of the commitment to a community park in Moletsane the stand at 846 and 847 in Moete Street has gone through preliminary planning and will be fully completed in 2009/10.
Six urban inspections were undertaken with ward representatives. Sub-Area 7 recently received the additional capacity of a service delivery officer.
Region- Wide Capex Project
The table below lists the proposed City of Johannesburg region-wide projects to be implemented department or Municipal Entity (ME).
Project Description Ward Department/ME 2009/10 Budget Skills Development Centres Region wide Community Development R 600,000 GK: Aerators, mixers, Mod 3 Region wide (89-98) Johannesburg Water R 6,710,000 GK: Sludge dams empty/line Region wide (89-98) Johannesburg Water R 1,200,000 Operation Gcin amanzi Region wide Johannesburg Water R 200,000,000 Public Lighting. Soweto Region wide City Power R 9,500,000 Klipspruit River greening Region wide (D) 2010 R 40,000,000 throughout Soweto
CITY OF JOHANNESBURG CAPEX PROJECTS- 2009/10
The table below lists the proposed City of Johannesburg projects to be implemented in each region, by ward and by department or Municipality Entity (ME). It also outlines the proposed budget of CoJ funding and a total amount including external funding.
Project Description Ward Department/ME 2009/10 Budget (2010) Orlando Stadium Precinct 39 Community Development R 54,143,640 Dobsonville Stadium Precinct 48 Community Development R 25,796,782 Greening of undeveloped soccer fields in Soweto 52 Community Development R 8,000,000 (2010) Orlando Stadium Precinct 39 Community Development R 54,143,640 DF: Conc lining to overflow dam 43 Johannesburg Water (JW R 3,750,000 NW: New PSTs Unit 3 Phase 2 24 Johannesburg Water R 16,655,000 Johannesburg Water REG E: Bushkoppies Phase 1 Basin: Upgrade 23 Johannesburg Water R 6,000,000 Sewers
359 REG E: Decommission Klipspruit Relief outfall 23 Johannesburg Water R 6,500,000 sewer REG E: Districts west of Soweto: Upgrade water 23 Johannesburg Water R 3,000,000 infrastructure Phase 2 REG E: Planned Replacement: Sewers 23 Johannesburg Water R 5,000,000 REG E: Planned Replacement: Watermains 23 Johannesburg Water R 10,000,000 REG E: SW Basin: Upgrade sewers 23 Johannesburg Water R 10,000,000 Baralink(Motsoaledi) 24 Housing Division R 38,325,000 Doornkop (Green Village)-Construction of Bridges, 14-15 Housing Division R 30,000,000 Bulk Water Sewer, Roads & Stormwater Kliptown combined 37-18 Housing Division R 16,665,299 Thulani Infill Retention Ponds 13 Housing Division R 3,920,000 Tshepisong Proper – Stormwater 49 Housing Division R 1,000,000 Tshepisong West – Water Supply Main and 49 Housing Division R 4,239,423 Reservoir Klipspruit Hostel 11 Housing Division R 10,000,000 Lawley Ext 3 (Road and Storm water bridge - 7 Housing Division R 3,285,000 culvert) Old Age Homes 7 Housing Division R 2,000,000 BIR. Orlando. Replace 88 kV breakers. 24 City Power R 10,000,000 Electrification. Sol - Plaatjie 46 City Power R 5,000,000 Public lighting. Dobsonville. 47 City Power R 4,000,000 BRT Station Precincts in Soweto (Precinct 37 Johannesburg R 45,000,000 Development on Main Routes) Need to apply for Development Agency NDPG funding High Streets: Vilikazi (Linking Vilakazi Street to 38 Johannesburg R 46,000,000 Streets of Heritage Significance - Tourist Route) Development Agency Jabulani & Jabavu Regional Park (Development) 34 Johannesburg City Parks R 5,000,000 Orlando Wetlands Park 39 Johannesburg City Parks R 4,500,000 Parks Development and Upgrade in Orlando 39 Johannesburg City Parks R 1,000,000 Gardens Soccer City Precint 24 2010 R 50,000,000 Klipspruit Staff Hostel Redevelopment/conversion 11 JOSHCO R 36,800,000 Orlando Ekhaya Staff Hostel Redevelopment 39 JOSHCO R 12,000,000 Orlando eKhaya Link Services 39 Johannesburg Property R 1,000,000 Company Soweto Empowerment Zone 24 Department of Economic R 15,000,000 Development Property boomshare (land purchasing - Soweto) 36 Johannesburg Property R 1,000,000 Company
WARD ISSUES BY REGION
The table below portrays ward issues identified by each ward, departments or ME’s responsible, action required, time frame and allocated resources.
Rgn Wd Issues Department/ME What/Action Who/When What Resources
D 11 To construct a pedestrian Transport Conduct feasibility JRA 2009/10 JRA CAPEX 2009/10 bridge at Thabuzi and Fox study. R150 000 Glove Roads near the railway line (K43 road). The bridge will ensure greater road safety and alleviate traffic congestion. It will also create jobs as flea markets emerge near bride crossings D 11 A skills development Economic The Skills Hub will be Roll out of Skills DED 2008/09 programme to be Development targeting both training Hub will be July administered by the and placement. In 2008. SME municipality which will look addition it will include Development beyond skills business skills support development. The and target survivalist programme will ensure an businesses. orderly administration for
360 Rgn Wd Issues Department/ME What/Action Who/When What Resources
skilling people and then, at a later stage, of creating jobs.
D 11 To build a storm water Transport Project is included in the JRA 2008/09 JRA Stormwater drainage system in Stormwater Master Master planning extensions 4 and 2 as well planning project CAPEX 2008/09 R2 as to maintain it. This will submitted for approval Million per year mitigate flooding damage in the 2009/10 CAPEX to roads and houses. Budget cycle. D 11 To construct a Housing Ward 11 also requested Community development at Butt Hut an MPCC to improve Development Club House, No 989 convenience and (Capital Projects, Chiawelo. access to services. In and Sport and terms of that, Comm Recreation Dev will do a Scoping directorates) and Feasibility Exercise in 2008/09, whose Terms of Reference will then be extended to include the requested development at Butt Hut D 11 To green the soccer field Community Scoping of the site will Community As part of the between Kubhayi & Wisani Development be done in 2008/09 Development Executive Mayor’s Streets (Capital legacy projects, Projects) identified sites will be upgraded D 11 To relocate Heavenly DPUM The work to determine DPUM To be implemented Valley Informal Settlement whether informal after investigation in Klipspruit West settlements should be formalized in situ or relocated is managed by Housing. D 11 To construct an MPCC to Community Request is noted for Community After a spatial improve convenience, and Development consideration in Development development plan easy access to services. conjunction with Ward (Capital has been consulted 12’s request or a sports Projects) and the permission to complex and a park to build on this site has ensure resource-sharing been confirmed with between wards. A relevant departments, parallel process to run external funding to identify land and possibilities will be ascertain zoning status explored, about R20 Million. D 12 To establish of grass- Transport Designated Public open JRA Existing OPEX and cutting and to establish spaces are maintained 2009/10/11Maint CAPEX storm water drains; the according to Monthly enance schedule former will aid in crime Schedules: are in place. For prevention and the latter Flagship Parks - 7 day grass cutting. will aid in the prevention of cycles flooding and soil erosion. Developed parks – 14 JRA to day cycles investigate storm Undeveloped Parks – water 30 day cycles Sidewalks – 30 day cycles Main Arterials – 14 to 21 day cycles Islands – 30 day cycles D 12 To erect street lights for all City Power Maintenance of street City Power on- Operational budget the streets without lights. light going
361 Rgn Wd Issues Department/ME What/Action Who/When What Resources
D 12 To construct a sports City Parks Protea South Capital projects R15 million was spent complex and to develop multipurpose hall on Protea South parks. This will prevent the including a sports field Multipurpose, fields, youth from engaging in was developed in Chiawelo fields crime and unwanted 2006/07. Chiawelo activities. No area was Recreation hall was specified. A suitable place upgraded within needs to be found by 2006/07 financial year Council. D 12 To create storm water JRA Project is included in the JRA 2009/10 Budget drains in all streets that are Stormwater Upgrades in 2009/10 R5 Million prone to flooding. Protea Glen Exts 1 to 4 project submitted for approval in the 2009-10 CAPEX Budget cycle. D 12 To construct a sports Community Protea South Capital projects CAPEX R15 Million complex and to develop Development multipurpose hall was spent on Protea parks. This will prevent the including a sports field South Multipurpose, youth from engaging in was developed in fields, Chiawelo fields crime and unwanted 2006/07. Chiawelo activities. No area was recreation hall was specified. A suitable place upgraded within needs to be found by 2006/07 financial year Council. D 12 To develop bus shelters JRA Use the City’s shelter Transportation This project does not for busses at Chiawelo contract project to Planning and need financing from Station. provide shelters as Regulation. This the City because any needed. should be done service provider during 2008/09 appointed as part of Financial year this project / contract is required to upgrade shelters in different communities. D 12 To create Parks at City Parks Fundudzi Park in JCP Budget available in Chiawelo Erf 2539, Potch. Chiawello is currently 2008/09 financial Road & Mhlaba Drive, and being upgraded. year Erf 6513 Tsianda & Rita Streets. D 12 To green sports grounds Community Land zoning status first Community An operating budget and other facilities at Development to be confirmed Development will be available for Upper Vuwani Secondary (Capital the scooping exercise School (land is available). Projects) is in the process of doing a scoping exercise in Soweto D 12 To maintain street lights Transport Implement road JRA 2008/09 JRA Road and roads with a view to maintenance Maintenance preventing crime and programme. Programme OPEX accidents. This is general 2008/09 throughout the ward. D 12 To maintain street lights City Power Street light Maintenance City Power on- Operational budget and roads with a view to (Chiawello) going preventing crime and accidents. This is general throughout the ward. D 12 To establish commuter JRA Use the City’s shelter Transportation This project does not shelters (bus stop shelters) contract project to Planning and need financing from which will assist provide shelters as Regulation. This the City because any commuters during the needed should be done service provider rainy season. during 2008/09 appointed as part of Financial year this project/contract is required to upgrade shelters in different communities
362 Rgn Wd Issues Department/ME What/Action Who/When What Resources
D 12 To establish commuter Transport Use the City’s shelter Transportation This project does not shelters (bus stop shelters) contract project to Planning and need financing from which will assist provide shelters as Regulation. the City because any commuters during the needed. 2008/09 service provider rainy season. appointed as part of this project/contract is required to upgrade shelters in different communities D 13 To construct a Community Considered in priority JRA 2008/09 JRA CAPEX 2008/09 multipurpose community Development list within and sports centre so as to Braamfischerville. encourage youth engagement in different activities and the community at large. D 13 To establish storm water Transport Project is included in the JRA 2009/10 JRA CAPEX 2009/10 drainage and sidewalks. Stormwater Upgrades in R5 Million This is needed as currently Protea Glen Exts 1 to 4 there is inadequate project submitted for infrastructure and there is approval in the 2009/10 flooding into houses. This CAPEX Budget cycle. is general throughout the ward. D 13 To construct street lights ISD Installation of street City Power Capital budget or and traffic lights so as to lights through out the 2009\2010 MIG R9500 000 assist in avoiding ward (Protea Glen) accidents and combating crime. D 14 To establish a recycling Environmental Feasibility study will be Environmental CAPEX and Human centre as this will assist in Management undertaken with a view Management in Resources will be creating a healthy to establish a site for consultation with deployed to this environment, managing 2008/09 financial year Pikitup and project in 2008/09 open spaces and poverty Private sector Financial year alleviation. Region D will be further shall facilitate engaged for this project the execution of to get more information. the project from July 2008. D 14 To establish sporting Community Naledi Ext 2 has a Capital projects Recreation Street to facilities throughout the Development sports centre including a be developed CAPEX ward in order to keep the sports hall, two R200 000 youth active and away multipurpose courts and from drugs. This is general a soccer field. A throughout the ward. recreation street/zone is considered for 2008/09 Scoping and designs in progress D 15 To extend the Phiri Community Facility can not be Capital Projects 2009/10 Budget community hall as it is Development extended beyond requested to upgrade used by a large number of existing capacity the facility people. D 15 A multi-purpose sports Community The Spatial Community Provincial Funding centre as there is the land Development Development Plan will Development Preliminary operating available for this and there be consulted, and (Capital budget for the related is only one stadium in the external funding Projects) administrative ward. possibility explored. processes
D 15 Paving the sidewalks of Transport Implementation of JRA Manotsi: JRA CAPEX Manotsi Street and sidewalks/footways 2007/08 Khanya: Sidewalks / Footways Khanya Street, which has programme. 2008/09 Programme 2008/09 many obstructions, as these streets are busy.
363 Rgn Wd Issues Department/ME What/Action Who/When What Resources
D 16 To install street lights on ISD Installation of street City Power Capital budget or streets such as Thobejane lights on requested 2009/10 MIG R1.2 Million Street, Mohlaba Street, streets. (Mapetla) Thulane Street and Mokoena Street. This will increase safety as well as the attractiveness of the ward. D 16 In terms of infrastructure to Transport Project is included in the JRA 2009/10/11 JRA CAPEX provide storm water drains Stormwater Master 2009/10/11 R2 Million in order to mitigate planning project per year flooding. submitted for approval in the 2009/10 CAPEX Budget cycle. D 16 To promote the Transport Will be considered in JRA 2009/10 JRA CAPEX improvement of sidewalks the sidewalks footways Sidewalks/ Footways along Mphahlele Street, programme Programme 2009/10 Masiane Street, Power Street and Matheatsie Street with a view to promoting the protection of tarred roads, the beautification of the ward and the development of clearly-defined pedestrian walkways. D 16 To revamp multipurpose Economic Site 3388 in Mapetla is Capital Projects Internal CAPEX R2 skills centres, e.g. Butt Development part of the Mayoral 2008/09 Million House and Protea Grassing Project People’s Centre (which is targeted for a police barracks). In development in 2008/09 addition, these centres will provide youth empowerment by equipping the youth with computer skills, call centre skills and entrepreneurial s D 19 Need for sporting and Community Com Dev. Developed Capital Projects R 700 000 was spent recreational facilities in Development soccer fields in 2008/09 on grassing 2008/09 Camps 1, 2 and 3 Senaone & Dlamini as (Chiawelo) as there are no part of Mayoral grassing facilities currently. project in 06 – 2008 D 19 A skills centre to improve Economic Skills Strategy Roll out of Skills 2008-09 DED literacy and reduce crime. Development Launched in Aug 2008. Hub started July Note: Funding and It is possible to use the old Establishing Skills Hub 2008. Skills Hub management of skills Vista Campus as a venue as a legal entity. Skills legal entity being centres is the for the programme. Hub will be delivery established. responsibility of vehicle for all economic Planning is CommDev. However, driven skills project and currently as part of an will be linked to satellite underway to integrated Skills skills across all regions map out specific Strategy roll-out, DED in consultation with SMME is targeting the Community programmes that provision of skills Development are Soweto- services in city-based based that could institutions such as be jointly offered skills centers a by the COJ and the university of UJ. D 20 The resurfacing of roads in Transport Resurfacing JRA 2009/10 JRA Resurfacing Naledi Ext and the Programme- Update Programme installation of kerbs as the proposal. OPEX 2009/10 present tar roads have disintegrated due to poor workmanship and the use of inferior materials. This resurfacing and installation
364 Rgn Wd Issues Department/ME What/Action Who/When What Resources
of new kerbs will serve to eradicate the flooding
D 20 A bridge connecting Naledi Transport Investigation on the JRA 2008/09 JRA CAPEX 2008/09 and Protea stretching from bridge completed in JRA 2009/10 Modutuna into Protea. 2007/08. Will consult R1 Million This will alleviate the traffic with the Metro-Rail to from Koma Road, implement the project stimulate economic 2008/09. Project is opportunities, ensure the included in the 2009/10 safety of pedestrians, CAPEX Budget Cycle improve accessibility and for approval. will also have a benefit for the surrounding areas. D 20 The improvement of Community Naledi Butt Hut Capital Projects CIMS CAPEX R1.5 community facilities, e.g. 2 Development prioritised for 2008/09; 2008/09 Million soccer fields and a butt hut A process to develop as the current facilities one recreation zone in have been vandalised, are Naledi is underway in very poor condition and are not well-maintained. This improvement will also serve to cater for different sporting codes. D 21 To establish a library as Community It is close to Phiri Ward Councillor there is a high illiteracy Development Library and this facility and Regional rate. can be easily shared. It Officials to assist is less than 5km from by also making Naledi community aware of what is available D 21 To promote the industrial Economic A Dedicated Business Special Projects 2008-09 DED area as this will provide job Development Industrial Park will be opportunities and the developed called the economic development of Soweto Empowerment SMMEs. Zone
D 21 To rezone the open space, Environmental Keep the existing which is currently being Management parkland for future used for public meetings, development due to the for a community hall. The shortage of park stands open space does not have in Moletsane and Tladi. a specific name. Investigate other unused or vacant stands to develop a community hall. D 21 To establish a community Community Prioritised for 2008/09 Capital Projects CIMS CAPEX hall as currently there is no Development 2008/09 2008/09 R5 Million hall in the ward and public meetings are held in an open space. D 22 To extend Pimville clinic as Health Minor upgrades Regional health Regional health this area is overpopulated undertaken in 2006/7. manager for manager OPEX with no maternity ward and Maternity ward and x- Region D R 500 000 no x-ray facilities. ray services cannot be added to the clinic as these services are provided by a community health centre.
365 Rgn Wd Issues Department/ME What/Action Who/When What Resources
D 22 To create an industrial site Economic A dedicated business Special Projects DED 2008-09 (stand 11168) which will Development and industrial park has lead to economic been developed called development, making the the Soweto ward self-sustainable with Empowerment Zone in job creation, opportunities Soweto. and skills development. D 22 To pave as well as install Transport Firstly will investigate if JRA 2009/10/11 JRA Stormwater storm water pipes in RDP the roads have been Master planning houses in Pimville Zone 9. taken over by JRA and 2009/10/11 R2 Million This is necessary as the implement on the per year roads become ruined after prioritised flooding. roads. Secondly we will include this in our planned stormwater upgrading programme. Project is also included in the Stormwater Master planning project submitted in the 2009/10 CAPEX Budget Cycle. D 24 To construct a bridge over Transport Engage with SANRAL SANRAL SANRAL CAPEX the N12. This will link to determine 2009/10 2009/10 R200 000 Namkena and Devland programme time lines. which will promote accessibility and fencing will promote safety. D 24 Multipurpose Centre. Community ACH to investigate local ACH 2008/09 (One-stop shop). Development skills within the community and develop appropriate creative industries strategies based on available skills and resources eg, Music, Crafts development D 24 To construct a cultural Economic Feasibility has to be Proposal can be To be requested once village that is a “one-stop- Development determined. Work with tabled at 2008 studies are complete. shop”. This will empower other stakeholders. Dec budget MTC people, promote job Project can be done review. If funding creation as well as the once funding is is approved roll- GDP. approved. out can commence 2009/10 D 24 To construct a Community External funding to be Community Funding to be multipurpose centre. This Development explored. Development identified for will keep our youth off the consultancy fees streets, it will empower the community and will promote access for the aged. D 25 To upgrade the Michael Health Minor upgrades Regional health Regional health Maponya clinic by adding undertaken in 2006/7. manager for manager OPEX R a backup generator, labour Maternity ward and x- Region D 500 000 ward, x-ray unit, extending ray services cannot be antenatal care. This will added to the clinic as allow people to travel long these services are distances for other provided by a services – this is already community health on the IDP. centre. D 25 To upgrade parks ( erf City Parks Provision for funding to JCP to submit R3 Million CAPEX & 2271, 9194, 11/768/64, be made in the next request for R300 000 OPEX 1066, 1094, 1095, 1100, Financial Year funding to CIMS 1295 and 1099). This will enhance children’s safety
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and family gatherings
D 25 To implement a flea Economic These need to be done Responsibility of Arts and Culture, market, museum, curio Development in collaboration with the Johannesburg Social Development shops, a monument, a Johannesburg Arts and Arts and Culture theatre, a Jazz bar and Culture, and Social and Social gallery in the Enoch Development. The Development. Sontonga Theatre and project is viable Cultural Village. This will providing that funds create an attraction for exist for the tourists, preserve the implementation of such nature of Enoch a project. A sustainable Sontonga’s name and management entity will create jobs need to be established with annual operating funds for this project to succeed, i.e. Capital and Operational expenditure. D 26 To have a cultural stream Economic These need to be done Responsibility of Arts and Culture, between zones 5 and 6, Development in collaboration with the Johannesburg Social Development Diepkloof. This will create Johannesburg Arts and Arts and Culture jobs and revive our Culture, and Social and Social culture. Development. The Development project is viable providing that funds exist for the implementation of such a project. A sustainable management entity will need to be established with annual operating funds for this project to succeed, i.e. Capital and Operational expenditure D 26 To have a cultural stream Community Further investigation Community To be established between zones 5 and 6, Development required as to what is Development, Diepkloof. This will create meant by a ‘cultural ACH will deploy jobs and revive our stream’ and where this a staff member culture. is meant to be located. to undertake further investigation. D 26 To construct a skills Economic Implementing an Responsibility 2008/09 DED development centre at Development integrated skills strategy shared between zone 3, Diepkloof with with a skills hub as a Community and ongoing programmes in delivery vehicle for all Economic association with different economic driven skills Development departments. This will project. Skills Hub will Departments. empower the SMMEs and be linked to satellite Economic give them training. skills across all regions Development in consultation with plans for a Roll Community out to Development. In commences addition public part 2008/09. SME Community Development will ensure that the Diepkloof Welfare Centre in Zone is upgraded to include a component of
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the skills centre
D 26 To institute a sports Community Will do a business plan Community R2 Million complex at zone 6, Development for the area, ito needs, Development Diepkloof. This will keep land availability and children off the street and previous spatial help them to develop their planning. An extensive talents, keep them away strategy will be put in from crime and prepare place to solicit external them for 2010. funding. Will include the item for consideration in 2010/11 financial year’s planning cycle D 27 To engage with public EPWP This is already been This No new/additional works in order to done on a weekly basis responsibility is resources required contribute to people – Reports submitted to shared between acquiring skills. Public Works Community and Economic Development Departments. This is already being done by Economic Development on a weekly basis – Reports submitted to Public Works D 27 To build a sports complex Community Stand 15428 was Capital Projects Internal to help in the development Development developed & completed 2007/08 R1 Million of sport in the community. in June 2008 as part of The development and Mayoral grassing maintenance of public project. places, such as parks with an emphasis on installation of high mast lights, will minimise crime. D 28 To develop stalls in the Economic There is a There is a MTC and other 2008/09 MTC area next to the welfare Development Demarcation Policy Departments centre as this will keep the Programme in line with area tidy, Ramapulane Informal Trade Policy and Sono Road (Erf approved by council. An 12081) area assessment will be carried out to determine suitability of the area in line with by-laws. The traders will then be issued with smart cards. This work is being done in partnership with other departments and ME’s. D 28 To pave sidewalks on Transport Beyond N1- Built as Gautrans Gautrans OPEX Beyers Naude Drive. Provincial Road. 2008/09 2008/09 Engage Gautrans. D 28 To plant trees and grass, City Parks Park Development: Park R2 Million CAPEX & and to develop a park City Parks to get the Development: R200 000 OPEX development on Jack necessary funding. Tree JCP will apply Lipen Dr. and Martinus Dr. Planting City Parks will for funding in the identify where in Ward next Financial 28 the trees are needed Year To be and plan on receipt of addressed in the information 2009/10 financial year
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D 29 To make Diepkloof a “one- Economic Implementing an The Mayoral 2008/09 DED stop-shop” for skills Development integrated skills strategy Committee has Note: Funding and training and development with a skills hub as a approved the management of skills (Vacant land formerly delivery vehicle for all Skills Hub. Skills centres is the Mandela Village) and to economic driven skills Strategy responsibility of close the school at project. Skills Hub will launched 2008. Comm Dev. Lebowa. This will aid in be linked to satellite Roll out of Skills However, as part of skills development, job skills across all regions Services is from an integrated Skills creation as well as in consultation with 2008/09 Strategy roll-out, DED establishing a satellite for Community onwards with is targeting the the DTI, Umsobomvu Development. In budget approval. provision of skills addition public part services in city-based institutions such as skills centres D 29 To develop the vacant DPUM To be investigated DPUM Determined after land formerly known as investigation Mandela Village Settlement so as to make Diepkloof a "one-stop- shop". This is necessary as, at the moment, illegal dumping is prevalent, and the area is a haven for criminals and illegal squatting. D 29 To upgrade and expand Health Plans for extension of Regional health Regional health Noordgesig Clinic. This is clinic have been manager Region manager OPEX R3 necessary due to the fact discussed with the D Million that the population is Gauteng health growing and the Antenatal department and Clinic (ANC) has been included in the 5 year introduced. capex plan D 29 To make Diepkloof a “one- Community Skills Hub is being Responsibility Skills Hub is being stop-shop” for skills Development established and will shared with established and will training and development service skills needs of Community and service skills needs of (Vacant land formerly all regions. This will be Economic all regions. This will Mandela Village) and to done in consultation Development. be done in close the school at with Community Economic consultation and Lebowa. This will aid in Development Development resource sharing with skills development, job leading the Community creation as well as project: The Development. The establishing a satellite for Skills Hub budget is estimated the DTI, Umsobomvu Project will be at R200 000 in considered by 2008/09 the Mayoral Committee by 5th June 2008. Roll out of Skills Services is from 2008/09 onwards with budget approval. Community Development will utilise available space within the Diepkloof Welfare Centre to build additional rooms for the proposed D 30 To institute a high-density DPUM There is a BRT route Director - DPF Departmental OPEX housing project. There is a running through this 01/06/2009 shortage of houses and area, The areas along there is land available the BRT route are between Diepkloof and earmarked Orlando. for densification and detailed investigations
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will have to be undertaken
D 30 To institute a high- density Housing Hostel redevelopment is JPC and JPC and JOSHCO housing project. There is a being implemented by JOSHCO OPEX 2008/09 shortage of houses and JOSHCO. First phase budget available there is land available starting in 10 - 2008. between Diepkloof and 102 units (50 units to be Orlando. completed by 06 - 2009, remainder by 09 - 2009), 164 units to be constructed in the 2009/10 D 30 To establish a 2010 legacy City Parks Water /Sewer is City Parks City Parks needs to project, streetlights and available in the vicinity. As soon as their apply for connections. robots (Rietz Circle). plans are Facilities will be built and available. these improvements will also reduce crime and accidents. D 30 To establish a 2010 legacy City Power Installation of Street City power Capital MIG Funding project, streetlights and lights can be erected 2009/2010 and capex robots (Rietz Circle). around Rietz Circle phased over the R5 100 000 Facilities will be built and (Orlando) if funding is next 3 financial these improvements will made available. years also reduce crime and Master Plan in process accidents. to identify all dark areas (Meadowlands). Water /Sewer is available in the vicinity. D 30 To upgrade infrastructure: JRA Project is included in the JRA 2009/10/11 JRA Stormwater sewer systems; Stormwater Master Master planning stormwater systems; street planning project 2009/10/11 R2 Million kerbs and paving. These submitted for approval per year are necessary are there in the 2009/10 CAPEX are constant blockages Budget cycle. and there is a need to improve pedestrian movement. This is a general comment throughout the ward. D 31 Installing and regularly Transport Project is included in the JRA 2009/10/11 Budget maintaining storm water Stormwater Master R 2 Million per year drainage systems in planning project Toukobong, Masuphast, submitted for approval Rathebe and Mokoenas in the 2009-10 CAPEX will stop the flooding of the Budget cycle ward and the possible health threat this provides D 31 Upgrading No 2 Sports Community Will do a business plan Community To be implemented Ground between Thibedi Development for the area, ito specific Development after business plan and Jolobe streets will needs, land zoning and has been approved. create a multi-purpose previous spatial sports centre for the planning. An extensive community strategy will be put in place to solicit external funding.
Will include the item for consideration in the 2008/09 financial year’s planning
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D 31 Erecting social housing by Housing JOSHCO will be JOSHCO To be determined COJ in the open space developing rental stock between Orlando and in Orlando Ekhaya. Diepkloof will address the housing backlog D 33 Storm water drainage and Transport Project is included in the JRA 2009/10/11 JRA Stormwater side walks to reduce the Stormwater Master Master planning floods and to ensure that planning project 2009/10/11 R2 Million pedestrians can walk submitted for approval per year safely. in the 2009/10 CAPEX Budget cycle. D 33 Street lights or high mast City Power Installation of street City Capital budget or lights in order to reduce lights through out the Power 2009/10 MIG R1.7 Million crime. ward (Moroka) D 33 To stop illegal dumping in JMPD JMPD and City Parks JMPD and City JMPD and City Parks the parks. This happens launched a Parks Safety Parks joint task team primarily in open spaces team in the 2007/08 Already in place Part of JMPD and that have not been financial year. The joint and ongoing City Parks formalised team is responsible for Operating budgets ensuring safety and law enforcement in parks and public open spaces. D 34 Investigate flooding and Transport Prioritize flooding areas- JRA 2008/09 JRA OPEX 2008/09 revert to local community use approved limited on possible ways to budget. mitigate D 34 To promote the JRA K43- Committed JRA 2008/09 JRA K43 CAPEX connectivity from Jabulani CAPEX programme. 2008/09 R44 Million Mall to Molapo; to install infrastructure (i.e. storm water drainage) in the whole of Molapo and Moroka North for the library with a view to mitigating the flooding from the mall into households. D 34 To promote the Transport Project is included in the JRA 2009/10/11 JRA Stormwater improvement of sidewalks Stormwater Master Master planning along Mphahlele Street, planning project 2009/10/11 R2 Million Masiane Street, Power submitted for approval per year Street and Matheatsie in the 2009/10 CAPEX Street with a view to Budget cycle. promoting the protection of tarred roads, the beautification of the ward and the development of clearly-defined pedestrian walkways. D 35 To construct street lights at City Power City power not City Power and Issue to be dealt with the soccer fields as well as responsible to install Community incorporation with change rooms. To lighting in soccer fields Development Community purchase body building Development equipment. To install a Department swimming pool heating system. D 35 To repair street lights in: JRA Maintenance of street City Power Included in 2008/09 Mphuti Street, Diokane lights Operational budget Street, Legau Mathabathe Street, Nkosi Street, Shabangu Street, Mlangeni Street, Nkopo Avenue, Klaas Street, Getile Street, Mlangeni Street, Letabe Street, Mbatha Street, Makapane Street, Mavi Street,
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Majoeng Street, Danny Kekana Street.
D 35 To institute grass-cutting in City Parks Designated Public open Maintenance Existing Opex the following areas: Next spaces are maintained schedule are in to Jabavu Clinic, The Old according to Monthly place. Post Office, Diokane Schedules: Environmental Street, Club 707 in Health to verify Tumahole Street, Crutse Flagship Parks - 7 day land ownership and Mosia Street, cycles Makapane Street next to Developed parks – 14 the African Gospel Church. day cycles Undeveloped Parks – 30 day cycles Sidewalks – 30 day cycles Main Arterials – 14 to 21 day cycles Islands – 30 day c D 35 To construct high mast City Power Installation of City power Capital and/or lights inside Jabavu Clinic; streetlights on 2009/10 operational budget Jabavu Library (Mlangeni requested streets R1.2 Million Street); Lutheran Church (Pule Street); Tumahole Street and Oppenheimer Towers. D 35 To develop parks in the City Parks Provision for funding to JCP to submit R2 Million CAPEX & following areas: Next to be made in the next request for R200 000 OPEX Makapan and Ntsane Financial Year funding to CIMS Street, Diokane Street opposite Adelaide Tambo School, Tumahole Street next to Club 707. D 36 To construct storm water Transport Project is included in the JRA 2009/10/11 JRA Stormwater drainage on Nxumalo Stormwater Master Master planning Street, Kinini Street, Zulu planning project 2009/10/11 R2 Million Street and Roodepoort submitted for approval per year Road. This needs to be in the 2009/10 CAPEX done in an effort in prevent Budget cycle. flooding. D 36 To rehabilitate the golf Community Department will conduct Capital Projects CAPEX R20 Million course (Mshenguville Development a feasibility study before 2008/09 informal settlement). This 03 –2009 and will make is necessary as crime is necessary funding high, the usage of this applications facility needs to be promoted and the wetlands and stream need to be rehabilitated. D 36 To institute traffic-calming Transport Will implement if JRA 2008/09 JRA 2008/09 R 25 mechanisms in the identified as the priority 000 per ward following streets: one measure through Kinini/Machava; Zulu; the ward based road Street/Machava; Machava safety process; Traffic Drive (next to Tsietsi calming will be included Mashinini School). This in the ward based safety needs to be done as the programme. accident rate is high. D 36 To rehabilitate the golf City Parks Mshenguville prioritized Community Community course (Mshenguville and covered as part of Development, Development: R150 informal settlement). This the Klipriver/Klipspruit City Parks and 000 required to kick- is necessary as crime is Greening and DPUM start the process high, the usage of this Rehabilitation Project facility needs to be City will also undertake City Parks: City Parks: Kliprivier/ promoted and the a clean up campaign Environment & Klipspruit budget as wetlands and stream need with local residents and JCP as informed it’s made available
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to be rehabilitated. schools, aligned with by availability of through internal and Environment themed funding external processes day. D 37 To develop the community Community Feasibility study to be Community Funding to be hall - Klipspruit extension. Development done in 2008/09 Development sourced after feasibility study D 37 To rehabilitate Jabavu Community The Soweto Theatre to Community Stadium in White City Development be built on this site. Development D 37 To develop the Community Community This request has been Completed Centre in Dlamini Development completed D 37 To rehabilitate and install JRA To be investigated Transport: JRA Budget to be storm water drainage in identified after the whole ward. investigation D 38 To implement a storm Transport Project is included in the JRA 2009/10/11 JRA Stormwater water drainage system Stormwater Master Master planning planning project 2009/10/11 R2 Million submitted for approval per year in the 2009/10 CAPEX Budget cycle. D 38 To have public toilets next Corporate and This request has been C&SS Facilities C&SS Facilities to, and around the post Shared Services investigated and Management Management office. allocated for action CAPEX 2008/09 during the 2008/09 Allocated as one Dependency: financial year. Budget of the five public availability of space provision exists. facilities that and finance Matter was investigated FMM plan to R300 - R400 000 and it was determined build during the Dependency: that space is available 2008/09 financial ownership of the on Council property. year property The matter is currently being addressed with Johannesburg Property Company to facilitate conclusion in order to start the development process D 38 To have open spaces Environmental Provision for funding to JCP to submit R1 Million CAPEX & turned into parks in order Management be made in the next request for R100 000 OPEX to create employment or to Financial Year for park funding to CIMS extend the Phefeni issues Community Centre D 39 To promote safety with a JMPD Each of the SAPS Each JMPD, SAPS, CPF participation and strong CPF focusing on of the SAPS stations in Ward Safety community street community and Johannesburg has an Committee and patrols does not have assessment via the established CPF CPF. Immediate budgetary enforcement of by-laws (Legislative and ongoing implications for through workshop requirement). JMPD Visible patrols campaigns. Communities should form part of JMPD approach their local Operating budget SAPS station for more details on active CPF participation and neighbourhood watch programmes. JMPD actively participates in CPF forums. JMPD is in the process of reviewing its deployment strategies to ensure better visibility and improve response to incidences of reported crime and traffic related matters. A ward based deployment approach is envisaged that will enable the JMPD to
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engage more actively with communities through Ward Safety Committees and CPFs. D 39 To foster business Economic Projects are being DED. In 2008/09 DED opportunities via a global Development drawn up and packaged progress exchange programme to and promoted as which will revitalise the attractive investment Industrial Park opportunities to both the domestic and international investors with emphasis on job creation, skills transfer, and overall increased and sustainable economic growth and development. D 39 To foster a focus on Johannesburg Community Economic Resource needs yet heritage and tourism with Tourism Development will Development; to be determined workshops to create undertake further Community business opportunities and investigation into the Development’s organise trips that are nature of the group, ACH staff informative. their existing skills, deployed to needs and potential undertake Economic Development further already being done on a investigation quarterly basis. Workshop held in March 2008. ‘Job Creation Road Tours and Side Shows’ being done. Further engagements with Johannesburg Tourism will be entered into. D 39 To foster a focus on Economic Being done on a 2008/09 DED heritage and tourism with Development quarterly basis. On 26 workshops to create March 2008 a workshop business opportunities and was held with regard to organise trips that are this. Road shows are informative. being carried out to demonstrate what is being done, i.e. job creation. Engaging with Johannesburg Tourism Company who has identified projects that EPWP can work with. D 39 To focus on women and Community Implementing an A shared Implementing an youth development with a Development integrated skills strategy responsibility integrated skills focus on skills with a Skills Hub as a with Community strategy with a skills development including delivery vehicle for all and Economic hub as a delivery sports and art and culture economic driven skills Development vehicle for all programmes. project. Skills Hub will Departments. economic driven skills be linked to satellite Economic project. Skills Hub will skills across all regions Development be linked to satellite in consultation with has a leading skills across all Community role, and roll-out regions in Development. In to commence in consultation with addition public 2008/09. Community participation workshops Development. In will be part of the Skills addition public Hub rollout. The participation approach in Skills workshops will be Strategy is to be both part of the Skills Hub Customer and demand rollout. The approach driven. Community in Skills Strategy is to
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Development will work be both Customer with the Community and demand driven. Forum and the Youth There are no Forum to link the immediate additional community to the resources required existing 8 Skills Centres in the Region D 39 To promote community Office of the This is a general Councillors, The majority of participation that involves Speaker challenge that affects all Members of initiatives to meet the organising events, Wards, not just 39. How Ward recommendations of enhancing communication do you ensure that there Committees, The Ward 39, which is a systems, door-to-door are more opportunities Petitions and City Wide campaigns and meetings for participation by Public recommendation are and workshops. communities? It must be Participation included in 2008/09 a two way process, Committee and Budget. A which includes Stakeholder representative opportunities such as Relationship workshop for all Community Based Management in Community Based Planning and the the Office of the Organisations in development of Ward Speaker, will all Johannesburg, on Based Plans during the be involved. The participatory financial year 2008/9 for policy changing opportunities for th implementation in the structure of 2009/10.The Elected Ward representatives in Committees and Council have already the ward asked that more committee information be made elections take available to Councillors, place will be Ward Committee completed by the members and end of June Communities on what is 2008. Elections being done in terms of to ward service delivery, what is committees will already planned and take place at the details on infrastructure end of 2008. A and demographics that new newsletter help communities to to Community plan. The Office of the organisations Speaker will be running has already new elections for Ward been initiated Committee members in and the the next year and is circulation will be presently reviewing the extended in composition of these 2008/09. A major ward committees to help workshop on improve representivity participation with and hopefully improve Community communication. General Based door to door campaigns, Organisations to with a population of over highlight 3.5 million are not participatory possible as part of the opportunities will participatory process of take place in the Legislature, but it is 2009 (subject to something that local budget communities can do provision) themselves, and obviously is a normal activity of political parties. Meetings should be held by Councillors, but is recognised that Ward Councillors are responsible for large, diverse wards and meetings are not always the best way to
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communicate, and also hear the needs of communities. The Office of the Speaker is looking for greater cooperation with Schools and the new Student Councils to help communications with communities. Also the Petition system is an important part of the democratic process and we will improve awareness in the next year. Workshops are a good way of listening and communicating with communities but this will be limited to representative structures that already exist within communities, Council cannot substitute for healthy local community organisations, but will engage with them to improve awareness of Community participation opportunities. D 41 To upgrade the storm Transport Implementing an JRA 2009/10/11 JRA Stormwater water drainage and kerbs. integrated skills strategy Master planning (Not all street have storm with a Skills Hub as a 2009/10/11 R2 Million water drainage.) delivery vehicle for all per year economic driven skills project. Skills Hub will be linked to satellite skills across all regions in consultation with Community Development. In addition public participation workshops will be part of the Skills Hub rollout. The approach in Skills Strategy is to be both Customer and demand driven. Community Development will work with the Community Forum and the Youth Forum to link the community to the existing 8 Skills Centres in the Region D 41 To establish a sports Community A feasibility study will be Capital Projects CAPEX R7 Million complex as the ward does Development commissioned & 2008/09 not have these facilities. application for funding to be done. D 41 To construct a skills Community Skills Hub is being A shared Skills Hub is being development centre which Development established and will responsibility established and will is necessary as the service skills needs of with Community service skills needs of community is unskilled. all regions. This will be and Economic all regions. This will done in consultation Development be done in with Community Departments. consultation with Development. In turn, Economic Community
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Community Development Development No Development will work has a leading additional resources with community role. The Skills required structures through the Hub will be Ward Committees to approved by the link the Community to Mayoral the existing 8 Skills Committee by Centres in the region 5th June 2008. Roll out of Skills Services is from 2008/09 onwards with budget approval. D 41 To construct a skills Economic Implementing an The Skills Hub 2008-09 DED development centre which Development integrated skills strategy has been be is necessary as the with a skills hub as a approved by the community is unskilled. delivery vehicle for all Mayoral economic driven skills Committee by project. Skills Hub will February 2008. be linked to satellite Roll out of Skills skills across all regions Services is from in consultation with 2008/09 Community onwards with Development. In budget approval. addition public part D 42 To institute kerb sides, City Parks Jhb City Parks currently Street Trees Operating Budget – sidewalk paving and busy with greening Department 62 where provided greening, street furniture. project in Meadowlands, 000 trees to be Zones 6 to 12. planted this year
D 42 To develop the inner circle Economic At this stage Regional DED 2007/08. 2008/09 DED of Meadowlands for mixed- Development Economic Development Done. The use developments. This Plans are being Soweto will contribute to a growing developed for a number Economic economy within the Ward. of regions. These will Development then inform which has been development completed and programmes/projects was approved by should be implemented. the last Mayoral Committee D 42 To institute kerb sides, Transport 16 June 1976 trail JRA 2008/09 JRA 2008/09 sidewalk paving and implementation greening, street furniture. Water/ Sewer is available in the vicinity D 42 The improvement of the Transport Project is included in the JRA 2009/10/11 JRA Stormwater storm water drainage Stormwater Master Master planning system will develop and planning project 2009/10/11 R2 Million beautify the Ward. submitted for approval per year in the 2009/10 CAPEX Budget cycle. D 42 To upgrade the 2/2 Park City Parks Provision for funding to JCP to submit R3 Million CAPEX & and also to develop pocket be made in the next request for R300 000 OPEX parks within the Ward. Financial Year funding to CIMS This will allow for parking, toilets, lighting system, water and fence issues to be addressed as there are currently none of these present. D 43 To construct storm water Transport Project is included in the JRA 2009/10/11 JRA Stormwater drainage systems in order Stormwater Master Master planning to avoid flooding. planning project 2009/10/11 R2 Million submitted for approval per year in the 2009/10 CAPEX Budget cycle.
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D 43 To build parks between Environmental Provision for funding to JCP to submit R3 Million CAPEX & zone 7 next to Management be made in the next request for R300 000 OPEX Tomokgome High school Financial Year funding to CIMS so children can play there. D 43 To build a multipurpose Community Development of a Capital Projects Internal CAPEX R1 community as there isn’t Development soccer field will be done 2008/09 Million one. on stand 19331/7 as part of Mayoral grassing project in 2008/09 D 45 To pave the sidewalk and Transport Main Arterial Roads will JRA2009/10 JRA CAPEX kerbs inf Meadowlands be included in the Sidewalks / Footways Zone 10 (Mmila and programme. Programme 2009/10 Shomayeli). This will decrease muddiness in wet weather. D 45 To renovate the skills Economic The renovations are Roll out of Skills DED 2008-09 centre and Zondi Stores. Development done by Community Hub will be July Development. Skills can 2008. SME be provided via the Development Integrated Skills Hub that provides that provides a comprehensive database of what training is available that matches opportunities with the labour market needs. D 45 To renovate the Community Meadowlands zone ten Additional multipurpose sports centre Development multipurpose centre. activity rooms and structures in Zondi and upgrading of office in order to the facility done accommodate the social in 2004/05 to the and domestic affairs of the value R3 Million people who travel in Ward 4S (Jabulani and Town). D 46 To develop a multipurpose Community A process is underway NDPG & community hall (and other Development to appoint consultants Housing Funding facilities) in order to have a as part of the NDPG requested venue for public meetings, funded project with skills development Housing for the activities, funerals and rejuvenation of the other miscellaneous existing sport complex. community activities. D 46 To develop infrastructure City Power Installation of street City Power Capital budget or and, especially, roads in lights through out the 2009/10 MIG R 1,5 Million order to kerb and pave ward sidewalks, to provide (Jabulani) storm water drainage, to calm traffic in intersections and to provide lighting for dark streets so that safety can be promoted and to prevent sewer blockages. D 46 To develop infrastructure Transport Project is included in the JRA 2009/10/11 JRA Stormwater and, especially, roads in Stormwater Master Master planning order to kerb and pave planning project 2009/10/11 R2 Million sidewalks, to provide submitted for approval per year storm water drainage, to in the 2009/10 CAPEX calm traffic in intersections Budget cycle. and to provide lighting for dark streets so that safety can be promoted and to prevent sewer blockages.
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D 46 The development and City Parks Designated Public open Maintenance Existing OPEX maintenance of parks in spaces are maintained schedule are in order to promote a healthy according to Monthly place. and clean environment, Schedules: Klipspruit depot recreation for the is responsible for community as well as to Flagship Parks - 7 day Ward 46 mitigate rodent infestation. cycles Developed parks – 14 day cycles Undeveloped Parks – 30 day cycles Sidewalks – 30 day cycles Main Arterials – 14 to 21 day cycles Islands – 30 day cycles D 47 To extend Iteueleng Clinic Health A decision has been Regional health Regional health to accommodate the taken to build a facility manager Region manager OPEX R6 increased number of in the nearby D Million patients visiting the clinic. Braamfischerville and this will decrease the load on Itereleng. D 47 Storm water drainage to Transport Project is included in the JRA 2009/10/11 JRA Stormwater reduce the effects of Stormwater Master Master planning flooding into houses and planning project 2009/10/11 R2 Million creating potholes. This is submitted for approval per year general throughout the in the 2009/10 CAPEX ward. Budget cycle. D 47 To complete and extend Community This hall can not be R3 Million Kopanong Hall so that Development extended beyond there are activity rooms existing D 48 To install storm water Transport Project is included in the JRA2009/10/11 JRA Stormwater drainage in extensions 5, Stormwater Master Master planning 7, 4 and 3 in order to planning project 2009/10/11 R2 Million mitigate floods and lessen submitted for approval per year traffic. in the 2009/10 CAPEX Budget cycle. D 48 Dobsonville Stadium Community The last phase of the Community R1.7 million Precinct Development project is currently Development underway. D 48 To upgrade the Environmental Provision for funding to JCP to submit R1 Million CAPEX Dobsonville Cemetery as Management be made in the next request for there is need for Financial Year funding to CIMS- finalisation of paving. D 48 To install a library at the Community Project is part of the 2010/11 CAPEX 2010/11 R5 Umthombowolwazi Centre Development departmental capital Million as there are a lot of young projects and will apply people in the ward that for funding for 2010/11 need mental stimulation. D 51 To formalise the taxi rank Transport The City needs to Transportation Transportation and to build stores as the budget for the Planning and Department R15 current taxi rank has no upgrading of the taxi Regulation Million shelters and stalls. rank as required. Over 2009/10 and above this, the City needs to designate the facility as part of the rank designation process. D 51 To establish infrastructure City Power Installation of street City Capital budget or such as storm water lights through out the Power 2009/201 MIG R 2,85 Million drainage, sidewalks and ward (Zola) 0 streetlights as these items are not in existence.
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D 51 To rehabilitate the Environmental The wetland system in Environmental Process underway to wetlands and develop land Management Region D form part of Management in ensure protection and for agriculture as the the overall business conjunction City improvements in the environmentally - plan for the Parks by end of Klip system. unfriendly wetland is a rehabilitation and 06 - 2008 health hazard to the greening of the Klipriver/ community. Klipspruit programme. Most of the Nodal plans have been completed for the system. Projects are funded as per the business plan and availability of funds. Investigations to be done to ascertain the inclusion of the area as part of the 2010 Mayoral legacy project Site specific operational measures to be considered to mitigate the concerns D 51 To establish infrastructure JRA Project is included in the JRA 2009/10/11 JRA Stormwater such as storm water Stormwater Master Master planning drainage, sidewalks and planning project 2009/10/11 R2 Million streetlights as these items submitted for approval per year are not in existence. in the 2009/10 CAPEX Budget cycle. D 51 To formalise the taxi rank Metro Trading There is a Demarcation ED/MTC and to build stores as the Company Policy Programme in current taxi rank has no line with Informal Trade shelters and stalls. Policy approved by council. An area assessment will be carried out to determine suitability of the area in line with by-laws. The traders will then be issued with smart cards. This work is being done in partnership with other departments and ME's. D 52 To develop the Monde Community To be investigated Community Budget to be Development Centre - Development Development identified after Biyela, Ndou and Phindwa investigation as a community center to cater for poverty alleviation projects (street no 2376, stand no 5954.) D 52 To install infrastructure in JRA To be investigated. Transport: JRA Budget to be all Streets, particularly: identified after Zamukulungisa and investigation Mayibuye Streets; In open spaces. To install storm water drainage systems to prevent blockage, to widen streets for taxi and bus stops, to install street furniture (bus shelters wit D 52 Renovation of sports Community The request will be Capital Projects CAPEX 2008/09 R2 facilities at Fundani Development forwarded to the 2008/09 Million Primary School, Khulani provincial department of Primary School as well as education. A soccer Emndeni Exts 1 and 2. field will be developed as part of the Mayoral grassing project in Emndeni in 2008/09
380 Rgn Wd Issues Department/ME What/Action Who/When What Resources
D 52 Install street lights. This is ISD Installation of City Power Capital and\or general throughout the streetlights on Operational budget ward. requested streets R1.2 Million D 52 To replace circles with JRA To be investigated. Transport: JRA Budget to be robots next to the Mnji identified after shop. investigation D 52 To create three-phase JRA To be investigated Transport: JRA Budget to be robots at Sithembiso and identified after Zamakulungisa. investigation D 52 To install traffic calming JRA To be investigated. Transport: JRA Budget to be measures at Tshangisa identified after and Mayibuye Streets. investigation D 53 To establish a “one-stop” Finance The CoJ is a local Communities Total budget of centre to access Revenue and authority and has with any Customer Interface is government services for CRM established municipal municipality R128, 389 million communities. contact centers. With related queries the approval of the High and the payment level design the for the services Revenue and CRM rendered. department was People Centres established which operate from incorporated all the Monday to People Centres from Saturdays while each region and Joburg our Call Centre Connect Call Centre operate on a 24 hours basis D 53 To manage the Health Environmental health Regional health Within the existing environment, specifically practitioners monitor the manager Region operational budget for waste collections as well area in terms of vacant D 2008/09 as the management of stands, vector control rodents and open spaces. and waste collection. This is for the purpose of This is done in ensuring a clean, safe and collaboration with healthy environment as environmental well as doing-away with management. They illegal dumping and non- operate within the collection of waste. existing structure of the health department D 53 To develop recreational Community A new multipurpose was Capital Projects CAPEX 2005/06 R7 and sporting facilities for Development built in 2005/06 in 2005/06 Million was spent on the purposes of youth Dobsonville ext 3 a multipurpose. CIMS development, social Library CAPEX rehabilitation and the 2009/10 R5 Million reduction of crime. D 53 To establish healthcare Health New clinic is being Regional health Regional health facilities and social constructed currently manager Region manager OPEX R 3,6 services in close proximity D Million to the ward. D 53 To manage the Environmental Designated Public open JCP’s Operating Budget for environment, specifically Management spaces are maintained responsibility is designated open waste collections as well according to Monthly with designated spaces as the management of Schedules: open spaces. rodents and open spaces. Flagship Parks - 7 day This is for the purpose of cycles Environmental ensuring a clean, safe and Developed parks – 14 health to healthy environment as day cycles investigate other well as doing-away with Undeveloped Parks – sites illegal dumping and non- 30 day cycles collection of waste. Sidewalks – 30 day cycles Main Arterials – 14 to 21 day cycles Islands
Region E
381 Region E comprises of areas such as Parkwood, Highlands North, Alexandra, Wynberg, Morningside, Douglasdale and Sandton. It houses some of the wealthy businesses, including the Johannesburg Stock Exchange. It is also home to Alexandra, an old township with a significant place in South Africa's history. Its long-standing poverty was exacerbated by the violence of the political struggle that led to a democratic South Africa, and by a continuing influx of informal settlers. There is also a high level of unemployment, especially around Alex. Suffice to say the wealth of the City depends on the success of this region. Priorities for the business communities in this region include an improved basic infrastructure and improved access to high-level infrastructure such as telecommunication networks. The section below outlines some of the key urban management interventions in the region. These interventions are summarized by key regional focus areas as listed above. The table identifies the areas of decay, key interventions required, enforcement plans and campaigns envisaged for the region.
Urban Management Activities by Focus Area
The section below outlines some of the key urban management interventions in the region by areas of focus. These interventions are summarised by key regional focus areas which identifies the areas of decay, key interventions required, law enforcement plans and clean up campaigns envisaged for the region, stakeholder engagement and visible service delivery plans.
AREAS OF FOCUS WARD NUMBER Alexandra 32, 75, 76, 91, 107, 108, 109 Cyrildene 72 Orange Grove 74
Addressing Urban Decay The Jukskei River clean-up and the upgrading and maintenance of community facilities in Alexandra is a key priority for addressing urban decay in the area. Non-compliance with by-laws represents a major stumbling block for managing the Alexandra urban environment and both the education on and enforcement of by-laws will continue from the 16 campaigns in the last financial year to sustained community engagement and communication in 2009/10 and thereafter. Of priority for 2009/10 will be the completion of the Jukskei clean up; a register of community facilities for ongoing maintenance and registration of businesses.
In the Cyrildene focus area the regional administration will address land-use along Derrick Avenue, as well as ensure the vicinity surrounding Bruma Lake is cleaned up and continues to be managed effectively. A no-tolerance policy of by-law infringement will be imposed in the focus area, specifically related to food establishments and land-use management
A similar strategy will be applied to the Orange Grove area, particularly the Louis Botha Corridor where all the departments and ME’s will focus on infrastructure maintenance such as kerbs, paving, lighting, and water connections to name a few. To give effect to this in 2009/10 the pedestrian linkage with Alexandra will receive significant attention and adequate parking will be provided in Grant Avenue, Norwood.
Clean Up campaigns In all three regions in 2008/09 there were substantial by-law blitzes and clean-up campaigns. Given their success JMPD will lead other municipal departments and entities in executing more campaigns in 2009/10. These will also be extended to the whole region and not limited to the focus areas.
Law enforcement
382 To date there have been seven multi-disciplinary blitzes and campaigns and six by-law enforcement interventions. In 2009/10 these will continue.
Stakeholder Management The regional administration holds a stakeholder database established in 2008/09 and will be expanded in 2009/10. Currently the regional focus on stakeholders is concentrated on food handlers, schools, and taxi drivers as well as ward committees and local NPO’s. The current programme of engage will continue in 2009/10 but furthermore the region will undertake local research to determine the effectiveness of stakeholder engagement strategies.
Clean Up and Greening Campaigns and Special Projects As part of the ongoing Jukskei river clean-up, a massive environmental intervention will be conducted in the Jukskei River with the technical assistance of a private contractor and in conjunction with the ARP, City Parks and PIKITUP. The intervention’s focus will be enhancing the Jukskei’s contribution to the green lungs of the city,
Although there is continuous clean-up efforts in the Bruma Lake, particularly addressing effluent flowing into the lake, the focus for 2009/10 will shift to removing all the alien invasive black wattle behind the flea-market.
In the Orange Grove focus are City Parks will concentrate on the parks adjacent to Louis Botha in 2009/10. In other areas in the region, beyond the focus areas, the core regional administration has in 2008/09 created a database of illegal dumping sites which will be shared with all MOE’s and departments in the region in 2009/10.
Furthermore numerous requests have been made to the region in 2008/09 for zoning alterations (Glenhazel) and CID establishment, particularly in Savoy, Waverley, Oaklands, Orchards and Cyrildene. The region will be making recommendations in this respect for Mayoral committee approval in 2009/10.
The 2010 FIFA World Cup™ has initiated a variety of beautification projects including tree- planting (Klipfontein Road) and sidewalk maintenance and upgrading (Modderfontein Road, and Klipfontein View) which will be implemented in 2009/10. The event has as initiated proposals for auxiliary football facilities in Alexandra. These will be considered in 2009.
In the Mayibuye project in Klipfontein the region will be establishing a monitoring and evaluation instrument for social facility delivery. The project will also receive street lighting stretching from Rabi Ridge.
Visible Service Delivery The service delivery task team has created a tightly managed business process to monitor and manage day to day inspections and escalate them to the relevant municipal entity or department in the region. In order to further support this intervention urban management and service delivery staff will receive focussed capacity building to improve the level, quality and scope of their Service Level management skills.
Region-Wide Capex projects-2009/10
The table below lists the proposed City of Johannesburg region-wide projects to be implemented department or Municipal Entity (ME).
Project Description Ward Department/ME 2009/10 Budget BIN. New Market ss Region wide City Power R 10,000,000
383 CITY OF JOHANNESBURG CAPEX PROJECTS- 2009/10
The table below lists the proposed City of Johannesburg projects to be implemented in each region, by ward and by department or Municipality Entity (ME). It also outlines the proposed budget of CoJ funding and a total amount including external funding.
Project Description Ward Department/ME 2009/10 Budget #Linbro Composting Plant 92 Pikitup R 2,000,000 Alexandra Leaking Roofs 92 Housing Division R 3,000,000 Elephants 73 Johannesburg Zoo R 2,000,000 Seals 73 Johannesburg Zoo R 1,000,000 Amazon Jungle 73 Johannesburg Zoo R 500,000 Paterson Park 73 JPC R 1,500,000 BIU. Alexandra. Upgrade sub station 92 City Power R 10,000,000 ND. Bryanston 6.6 kV conversion 106 City Power R 34,000,000 ND. Alexandra Establish new townships 92 City Power R 22,000,000 ND.Bryanston.11kV conversion 106 City Power R 2,000,000 Sandton / Rosebank - Installation and upgrade of 106 City Power R 4,000,000 public lighting infrastructure (Randburg):Sandton / Rosebank Service connections - Alexandra:Installation of 92 City Power R 2,500,000 new service connections to individual homes, complexes, businesses etc. UG.Alexandra.Normalisation 92 City Power R 1,300,000 Completion of Watt Street 92 Alexander Renewal Project R 2,000,000 Jukskei River Environmental Upgrading and 92 Alexander Renewal Project R 2,500,000 Rehabilitation M2 Nobuhle Hostel(Completion of 286 and 92 Alexander Renewal Project R 1,000,000 commencement of 298 rooms No 3 Square Sports Facilities (Soccer for Hope) 92 Alexander Renewal Project R 10,000,000 No1 Square Sports Facilities (Soccer for Hope) 92 Alexander Renewal Project R 2,489,000 Open Space Development in Alexandra 92 Alexander Renewal Project R 4,516,400 Pan Africa Development 92 Alexander Renewal Project R 10,000,000 Sidewalk Upgrading 92 Alexander Renewal Project R 4,364,800 Stormwater lines rehabilitation/ Master Plan 92 Alexander Renewal Project R 19,607,100 Upgrading of Ablution Facilties 92 Alexander Renewal Project R 24,000,000 Upgrading of M1 (Madala Hostel) 92 Alexander Renewal Project R 1,500,000 92 Alexander Renewal Project R 1,000,000 Marlboro District:Upgrade water infrastructure 106 Johannesburg Water R 14,080,000 REG B: 2010 Soccer World Cup: Cydna Basin 74 Johannesburg Water R 2,700,000 Upgrade sewers REG B: 2010 Soccer World Cup: Illovo 91 Johannesburg Water R 3,500,000 District:Upgrade water infrastructure REG B: 2010 Soccer World Cup: Parktown- 74 Johannesburg Water R 4,130,000 Dunkeld District:Uprgrade water infrastructure REG B: Bryanston District Upgrade Water 106 Johannesburg Water R 14,640,000 Infrastructure REG B: Linbro District:Upgrade water 92 Johannesburg Water R 1,080,000 infrastructure REG B: Morningside District: upgrade water 106 Johannesburg Water R 6,800,000 infrastructure REG B: Randjeslaagte District:Upgrade water 106 Johannesburg Water R 630,000 infrastructure REG B: Sandton:Upgrade supply 106 Johannesburg Water R 2,385,000 REG D: Linksfield Parktown 1 District:Upgrade 74 Johannesburg Water R 6,660,000 water infrastructure
WARD ISSUES BY REGION
The table below portrays ward issues identified by each ward, departments or ME’s responsible, action required, time frame and allocated resources.
384 Rgn Wd Issues Department/ME What/Action Who/When What Resources
E 32 To construct taxi ranks in Economic In this instance the The proposals MTC 2008/09 Klipfontein and Mayibuye Development mandate of MTC is to for these taxi as currently, these are manage, operate, and ranks would be health hazards. maintain the facilities at put forward in taxi ranks that have the December been constructed by the 2008 budget Transport Department. review for MTC input will be the implementation design of the facilities to 2009/10 when ensure the smooth funding is operations of the traders approved. MTC that will be using the and Transport facilities at the taxi department ranks. E 32 To construct a link road JRA Will investigate the road JRA 2009/10 JRA 2009/10 between Mayibuye and reserve and follow Klipfontein View as this will proclamation process. promote the sharing of resources and easy access between the two areas. E 32 To tar roads in Klipfontein Transport Recommend to be JRA 2009/10 JRA 2009/10 as currently there is no included in the Mayoral access to homes in this priority list. area. E 72 To fix all street lights and City Power Refurbishment and City Power Capex R5,2 Million pavements. maintenance of Ongoing streetlights. E 72 To renew street names JRA Will investigate JRA Budget will be and house numbers. identified after investigation E 72 To implement gas lines to ISD ISD to engage with ISD/Egoli Gas Budget to be all homes. Egoli Gas in this regard 2008 determined after as the function falls investigation within its area of responsibility E 73 To institute proper DPUM There are moves to Development Budget will be planning in terms of increase building control Planning and identified after building infrastructure and coverage. This is Urban investigation. to upgrade the existing however dependent on Management building infrastructure. the availability of This will protect open resources. spaces and cope with the current development, e.g. Gautrain, BRT and densification. E 73 To implement skills Economic Implementing an DED Roll-out DED 2008/09 OPEX development and identify Development integrated skills strategy commences in shelter for homeless with a skills hub as a 2008/09 people. delivery vehicle for all economic driven skills project. Skills Hub will be linked to satellite skills across all regions in consultation with Community Development In addition public participation workshops will be part of the Skills Hub rollout. Skills Strategy launched August 2008 and Skills Hub being established as legal entity.
385 E 73 To enforce by-laws and JMPD Dedicated by-law JMPD already in Part of JMPD implement traffic safety. enforcement teams are place and Operating budget These will make the ward in place to deal with ongoing safer. Street Trading, Illegal dumping, Parks Patrol and Illegal connections (Electricity and Water). A detailed ward-based enforcement programme will be developed and implemented in the 2008/2009 financial year. E 74 To upgrade the taxi rank in Economic To work in conjunction This would have MTC 2008/09 Highlands North. (The Development with Transport to be considered current infrastructure Department with regard during the needs to be upgraded.) to the design of December 2008 proposed upgrade of Budget Review, the facilities. with implementation during 2009/10 when funding is approved. E 74 To construct speed bumps Transport Will implement priority JRA 2008/09 JRA 2008/09 R25 in 2nd street, Orange one measure through 000 Grove. There is a high the ward based road accident rate here due to safety process; Speed speeding cars. humps to be included in the ward based safety programme. E 74 To construct more Corporate and The request must be City Parks in Financing for an ablution facilities in Savoy Shared Services referred to City Parks consultation with average size facility is Park. (This is one of the who are responsible for Development R400 000. About R1- few public spaces used for establishing facilities on Planning and R1.5 Million will be public gatherings.) public parks. Urban required to build a Management large simply designed (Applicable facility. Region). C&SS Facility Management will act on instruction of City Parks provided funds can be provided. E 75 To create a MPPC as Community Phase one of the Capital Projects R2 Million there is neither recreation Development Lombardy driving range 2009/10 facilities nor a place for upgrade was completed public gathering. This will in 01 – 2008. a also allow for accessibility feasibility study will be to government issues. The done to identify space location of such a facility for an multi-purpose needs to be determined in community centre and consultation with the City funding will then be and stakeholders applied for expected in 2010/11 E 75 To electrify houses and ISD City Power is currently City power: Total normalization install street lights on 6th doing a Normalization Project cost of remaining: Avenue and at the satellite project in Alexandra – dependant on R52 000 is R342 police station. 65 000 connections availability of Million have been identify for funds normalization and 6th Avenue has been incorporated into the normalization programme. Street lighting will be part of the normalization
386 programme
E 75 To electrify houses and City Power City Power is currently Who: City Total normalization install street lights on 6th doing a normalization power cost of remaining R52 Avenue and at the satellite project at Alexandra – When: 000 is R342 Million police station. 65 000 connections dependant on have been identify for the funding normalization and 6th being made Avenue has been available incorporated into the normalization programme. Street lighting will be part of the normalization programme E 75 To upgrade and maintain Transport Maintenance of roads JRA 2008/09 JRA 2008/09 roads with speed bumps will be done; Widening and widening streets. This of streets to be will reduce the number of investigated; Speed accidents, particularly with humps to be included in children. This is general the ward based safety throughout the ward. programme. E 76 To fund income-generating Economic Economic Development Planning the 2008/09 DED projects. This will create Development Department is working EPWP programs more job opportunities. closely with Community has started and Development implementation Department in ensuring for 2008/09 that jobs are created for starts in July EPWP programs to 2008 ensure that all communities in all the regions benefits. Planning the EPWP programs has started and implementation for 2008/09 starts in July 2008 E 76 To complete the upgrade Housing Phase One of the ARP Budget available from of the M2 hostel. This will upgrade programme Province ensure proper living completed. Phase Two standards, (286 units) started in 2006/07 and will be completed in the 2008/09 financial year. Phase Three (600) units will be commence in 2008/09 E 76 To re-install proper ISD Joburg Water :2008/09 sewerage systems and to financial year implement new environmental conservation programmes. This will minimise or eradicate health hazards. This is general throughout the ward. E 81 To upgrade infrastructure, Transport Stormwater Master plan JRA 2009/10 JRA Stormwater e.g. storm water drainage Investigate the need for Master plan 2009/10 systems. The bridge in the bridge. Ward 81 will provide safety measures and stop water erosion.
387 E 81 To install traffic-calming Transport Will implement priority 1 JRA JRA 2008/09 R25 measures which will lead measure through the 000 per ward to the safety of school kids ward based road safety and lessen the pedestrian- process; Traffic calming accident rate. measures to be included in the ward based safety programme E 81 To construct a Community To identify land, confirm Community No resources multipurpose centre or Hall Development its zoning status, then Development required yet as well as ECD’s and do a scoping exercise Primary Schools in based on the results Riverpark. This will serve to keep children off the streets. E 91 To construct a Community Site already identified in Alexandra multipurpose centre. Development Riverpark, just off Renewal Project London Road. Planning (ARP) funding to is in process be utilized E 91 To construct a Community No CAPEX budget R150 000 to kick-start multipurpose centre – this Development provision for 2008/9 the process will go towards promoting financial year. Will do a safety for children. The business plan for the location of such a facility area, ito needs, land needs to be determined in availability and zoning consultation with the City status as well as and stakeholders. previous spatial planning. An extensive strategy will be put in place to solicit external funding will extend youth related sport and recreation programmes to area E 91 To upgrade the sanitation ISD Sewer upgrade is at the JW: Capital The results of the system in Alex (the design phase, and most Investment investigation to verify population has increased). of the upgrade has been 2008/09 budget allocations This is particularly in the completed older parts of Alex, where the sanitation facilities no longer meet the demands of the increasing size of the community. E 91 To upgrade the sporting Community Focus will be on repairs Community OPEX budget facilities so that all sporting Development and maintenance of Development. provision codes are accommodated. existing facilities in the 2008/9 financial Region year. OPEX budget provision E 103 To make more resources JMPD JMPD is in the process JMPD and JMPD and SAPS available. This is of reviewing its SAPS Immediat Officers Part of necessary as crime is deployment strategies e and ongoing Operating budgets hurting our international to ensure better visibility image and damaging our and improve response chances for international to incidences of investment. This is a reported crime and general crime that affects traffic related matters. A the community directly and ward based deployment indirectly by reducing job approach is envisaged opportunities that will enable the JMPD to engage more actively with communities through Ward Safety Committees and CPFs. Closer working relationships with the SAPS was also fostered in the past two years to ensure joint crime-
388 combating and prevention. Joint teams were piloted in 5 priority police precincts in Joburg and the approach will be replicated throughout the City. E 103 To establish reliable Metrobus Transportation Transportation Transportation public transport. This will Department should Department Department control the growing extend the Rea Vaya 2010/11 This will depend on number of private vehicles. Bus Rapid Transit the number of KM to System to the area. By be done. introducing this quality bus system, car users will be attracted to it and the number of private vehicles on the road will be reduced. E 103 To upgrade infrastructure ISD Refurbishment and City Power: Capex: R5,200 000 (roads, sewerage, lighting maintenance of Ongoing Joburg Budget[6] included in and water reticulation). streetlights Water, Capital JW 3 Year Capital This is necessary as there (Morningside, Sandown, Investment. Plan: has been much Parkmore). Water & sewer Budget 08/09 development, there is a Water: upgrading has upgrading in R18.7Milliion greater population and been identified through progress 09/10 R45Million much high-density living. network model. including 10/11 R26Million This is general throughout Sewer: limited 2008/09 to The 08/09 budget is the ward. upgrading required 2010/11 (3 Year low due to Capital Plan) – reallocation & the severely rolling them forward constrained by might increase 09/10 budget cuts budget and beyond E 105 To upgrade the clinic Health The clinic overcrowding Regional health Existing operational (Eastbank). This clinic is will be addressed soon manager for budget for 2008/09 overcrowded due to its because Alexander Region E in lack of capacity. It also Renewal Programme conjunction with suffers from a shortage of has plans to build a the Alexandra staff. facility for delivery of Renewal Community Psychiatry Programme next to the existing clinic. The space currently utilized by community psychiatry will then be available E 105 To institute streetlights in ISD Installation of street City power Capital and/or areas such as: The lights 2009/2010 operational budget Eastbank (bridge); Joe (Alexandra) R1,2 Million Nhlangla Street; the cemetery; 22nd avenue. This will go towards reducing crime as it is too dark in these areas. E 105 To construct ablution ISD Issue to be dealt with in ISD and Determined after facilities for backyard cooperation with Housing investigation shacks. A suggestion is to Department of Housing convert showers to toilets. This is general throughout the ward. These ablution facilities are necessary as currently there is one toilet facility which leads to overcrowding. E 106 To address the issue of Community The City programme Community No additional homelessness and Development coordinated by Development resources required at invasion of vacant land. Community JMPD City this stage This will reduce the high Development of Parks DPUM crime level as well as addressing the problem improve security and of homeless people to
389 confidence levels. be extended to the region from July 2008 E 106 To create the Bryanston Health The building belongs to Region health Regional Health Clinic as a private Johannesburg Property manager for Manager for Region enterprise which is Company. The Health Region E E will have to integrated with the flea Department intends pending receipt motivate for a capital market. This will visually motivating to take the of approval from budget to renovate upgrade the area and clinic back from the the the clinic building, as improve the ward Johannesburg Property Johannesburg it has been closed for generally. Company and render Property over 5 years with no Comprehensive PHC Company maintenance done on services, to lessen the it influx of clients in Sandown Clinic E 106 To manage densification DPUM Specific Urban Ongoing Operating budget at a more detailed level of Development planning than in RSDF, Frameworks and which will support the Precinct Plans respond Ward vision. to this. There are precinct plans for the Greater Sloane Area (including Bryanston West and Sloane Street precinct plans), Parktown to Sunninghill Land Use management guidelines for the BRT. E 106 To address the issue of Housing To address the issue of JMPD/ Housing JMPD/ Housing /ARP homelessness and homelessness a /ARP Ongoing/current invasion of vacant land. number of projects are Operation budgets This will reduce the high being implemented by utilised crime level as well as the ARP. In order to improve security and manage land invasions, confidence levels. JMPD undertakes regular inspections and the ARP have appointed a security company. In co-operation with the DPUM, Housing has be E 107 To transfer skills to others Economic Community can be The city 2008-09 DED in order to create jobs, Development integrated into existing currently trains decrease unemployment programs. training. 500 informal and reduce crime. traders through Grow Your Business Skills Course in p/ship with Wits Enterprise Mentorship Support Programme with W & K SETA. E 107 To maintain houses in Housing Process of Housing R 960 000 available order to improve living regularization has been in 2008/09 budget conditions and the initiated and lease aesthetic value of houses. agreements being signed with tenants Repairs and maintenance being undertaken E 107 To eradicate illegal JMPD JMPD is in the process JMPD and JMPD and SAPS businesses in order to of reviewing its SAPS Immediat Officers Part of create a better community deployment strategies e and ongoing Operating budgets and to address safety to ensure better visibility issues. This is general and improve response throughout the ward to incidences of reported crime and traffic related matters. A ward based deployment
390 approach is envisaged that will enable the JMPD to engage more actively with communities through Ward Safety Committees and CPFs. Closer working relationships with the SAPS were also fostered in the past two years to ensure joint crime-combating and prevention. Joint teams were piloted in 5 priority police precincts in Joburg and the approach will be replicated throughout the City. E 108 To construct sports Community Discussions are Capital Projects R 1.5 Million facilities as this will Development underway with ARP to 2010/11 remove children playing in upgrade the swimming the street. This is general pool & recreation facility throughout the ward. The in Eastbank creation of the facility in a place that the City is able to provide will greatly assist with providing recreational facilities for E 108 To construct a multi Community The project has been Capital Projects Funds will be purpose centre as this will Development prioritized in CIMS for 2010/11 requested in 10/11 bring services closer to the 2010/11 funding request financial year. R2 people. cycle million E 108 To number houses as, at DPUM The Corporate GIS CGIS, JRA, Operating budget. the moment, service directorate is currently Region E providers are not able to busy with a project to 01/07/2008 reach the community, e.g. allocate and implement police. This is general street addresses in the throughout the ward. City. A prerequisite for implementing street addresses is that there are official street names and street name signs are displayed (signage). E 109 To install streetlights at the City Power Installation of City Capital and/or Malboro Clinic in order to streetlights in power 2009/201 operational budget prevent crime. surrounding areas 0 R1.2 Million City Power not liable to install street lights inside the clinic E 109 To provide ablution ISD Issue to be dealt with ISD and Determined after facilities, i.e. toilets, incorporation with Housing investigation sewerage backup, non- Department of Housing leaking taps. This is necessary as the population is growing. E 109 To implement a 24hr Health Thoko Mngoma Clinic is Region health Regional health casualty at the TM clinic, not a community health manager for manager OPEX with experienced staff. centre which may offer Region E to Within existing 24 hour and casualty inform budget for 2008/09 services These services community are offered by the members of the nearby Alexandra package of Community Health services offered Centre which offers 24 by the clinic and hrs services the community health centre.
391 REGION F Region F comprises of the Inner City, Southgate, Aeroton, City Deep and Southern suburbs. Region F is an area of contrasts as it ranges from decaying residential areas such as Bertrams and the more stable commercial suburbs like Braamfontein, to the affluent middle and upper- income suburbs of Glenvista, Mulbarton and Bassonia along the region's southern boundary. The inner city has a vibrant street life, with an estimated one million commuters passing through the inner city daily. It functions as a regional shopping node for residents from around Johannesburg and visitors from other African countries.
Urban Management Activities by Focus Area
The section below outlines some of the key urban management interventions in the region by areas of focus. These interventions are summarised by key regional focus areas which identifies the areas of decay, key interventions required, law enforcement plans and clean up campaigns envisaged for the region, stakeholder engagement and visible service delivery plans.
AREAS OF FOCUS WARD NUMBERS Q1: Greater Ellis Park and Jeppestown 23, 54,55,56,57, 58, 59,60.61,62,63,64,65,66,67 Q2: Hillbrow, Berea and Yeoville Q3: City and Suburban, Core CBD Q4: Newtown, Fordsburg, Braamfontein, Southern Suburbs (peripheral areas) Q5: Bezuidenhout Valley, City Deep, Malvern/Denver Q6: Crown Mines, Booysens, Turfontein/Kenilworth/La Rochelle, Eikenhof informal settlement and Bellavista
Addressing Urban Decay In all six (quadrant) focus areas the regional administration has established individual multi- disciplinary tasks teams staffed by Urban Management, JMPD, Environment Health, all supported by SAPS in the area as well as comprising representatives from the Liquor Inspectorate and Home Affairs.
In 2008/09, 108 matters received legal instructions to proceed to court, a number of slumlords were notified and are in legal proceedings with the city (21). Three of the largest slumlords are in consultation with the City to address their practices. Nine notified matters have been resolved or expired and 126 buildings re-inspected for legal action. Thirty five new cases have emerged and are awaiting further instructions.
Major urban decay crisis points at 158 Market Street, Rochester House and the vacant stand on the corner of Quartz and Kaptein streets have all been closed and secured
At the organisational level the regional administration is expected to expand to accommodate dedicated town planning and building control officers to service regional focus areas outside of the inner-city in 2009/10.
It is anticipated that in 2009/10 the regional administration will increase capacity of dedicated personnel in the multi-disciplinary unit. This will result in an increase in legal action against target slumlords from 20 in 2008/09 to 60 in 2009/10.
Clean Up campaigns In 2008/09 the region implemented a block-by-block clean-up approach to eight blocks identified as critical hot spots across the region in Berea, Yeoville, Bertrams, Newtown and the inner-city. In
392 2009/10 a further eight critical block hotspots will be targeted for a multi-disciplinary clean-up campaigns.
Law enforcement In 2009/10 the multi-disciplinary units are expected to increase daily and nigh time raids from 290 in 2008/09 to more than 500 in 2009/10.
In terms of the Inner-City focus area (quadrant 3) it is anticipated that the Inner-city Safety and Security plan will be fully implemented. In 2008/09 150 specialists were dedicated to the inner-city urban management office. The latter has rolled out priority programmes in the inner-city and has secured high level cooperation with other spheres of government and law enforcement agencies. Law enforcement outside of the inner-city will however will also be extended beyond the current inner-city focus.
Subject to the capacitation of the legal department, the regional administration hopes to increase court orders from 10 in 2008/09 to 30 in 2009/10. And in order to address the process management of legal notices, the regional administration has put in place devices to improve notice tracking up to 60% in 2009/10.
Stakeholder Management A variety of stakeholder engagement activities have taken place in the region, particularly pertaining to the inner-city. These have included walkabouts with councillors (19), one-one inspections (12), with ward committees (10). This has been further augmented by door-to-door campaigns and distribution of information material. Notably in 2008/09 10 public private partnerships were concluded in the inner-city.
Clean Up and Greening Campaigns and Special Projects In 2008/09 End Street park was upgraded and the Elands Park in Ward 57 was partially completed. Bellavista will receive 50 trees in the public environment by the end of March 2009. In four of the regions quadrants 6 traffic islands will beatified.
140 by-law campaigns will be completed in the 2008/09 financial year. These include material and activities covering a variety of issues and disseminated using a variety of communication methods including industrial theatre, broadcast media, advertising and door-to-door contacts.
Visible Service Delivery The regional administration expects to increase the 24 service delivery improvements with MOE’s in 2008/09 to sixty in 2009/10.
Urban inspections are managed through a multi-disciplinary reporting instrument that focuses on logged events, and the extent to which they are resolved by the relevant agencies: City Parks, City Power, JRA, Joburg Water and PIKITUP. Although resolution of the logged events are in various stages of resolution, the instrument assists in terms of identifying blockages in addressing service delivery issues raised by the public.
393 REGION-WIDE CAPEX PROJECTS-2009/10
The table below lists the proposed City of Johannesburg region-wide projects to be implemented department or Municipal Entity (ME).
Project Description Ward Department/ME 2009/10 Budget BIU.Fordsburg-Orlando Region wide (27-58) City Power R 5,500,000
CITY OF JOHANNESBURG CAPEX PROJECTS- 2009/10
The table below lists the proposed City of Johannesburg projects to be implemented in each region, by ward and by department or Municipality Entity (ME). It also outlines the proposed budget of CoJ funding and a total amount including external funding.
Project Description Ward Department/ME 2009/10 Budget Bulk Refuse Containers 60 Pikitup R 1,000,000 Robinson Composting Plant 58 Pikitup R 3,000,000 Incinerator 58 Pikitup R 1,500,000 Underground Waste System (2010) 60 Pikitup R 3,000,000 Bulk Refuse Containers 60 Pikitup R 1,000,000 Robinson Composting Plant 58 Pikitup R 3,000,000 Greater Ellis Park (2010) 61 Johannesburg R 30,000,000 Development Agency Alterations to existing main outer buildings at 58 Metro Police R 2,600,000 Langlaagte Testing Station Recreation Street 60 Community Development R 1,200,000 Upgrade Ellis Park Swimming Pool 61 Community Development R 3,500,000 World Summit on Arts, Culture & Heritage 60 Community Development R 2,000,000 Xuma House Development 60 Community Development R 1,000,000 (2010) Rand Stadium Precinct 58 Community Development R 22,296,782 Air-Conditioning & Temperature Control System 58 Community Development R 2,500,000 Completion. Centre for Excellence 60 Community Development R 8,000,000 Community Centre: Childcare & PWD (all areas) 60 Community Development R 1,300,000 Rewiring ma's electrical system 60 Community Development R 1,500,000 Shelter for Streetchildren 60 Community Development R 2,000,000 2010 Ellis Park precinct: Install 3rd transformer at 61 City Power R 4,000,000 Siemert Rd sub and refurbish/replace 11 kV breakers 2010 Ellis Park: Reconfigure bus bar and refurbish 61 City Power R 8,500,000 switchgear 2010 Nasrec area: New distributors from Crown 54 City Power R 20,000,000 sub station to the Nasrec area BIN. Mulbarton. Re configure bus bar and install 23 City Power R 25,000,000 new 45 MVA transformer BIN.Crown. Establish new 88/11 kV Sub Station 55 City Power R 4,875,000 BIR Braamfontein. Recofigure busbar, extend 60 City Power R 4,000,000 switchroom & install 8 X 1 kV panels. BIU. Bulk infra Elec Haggie Rand 61 City Power R 6,000,000 BIU. Installation of Sergie fire protection system. 58 City Power R 10,000,000
BIU.Fort.upgrade sub station 60 City Power R 7,000,000 Ellis Park Precinct upgrade electrical network 61 City Power R 20,000,000
Load Management. Reuven. Energy efficient 58 City Power R 3,000,000 buildings. ND. Reuven:The construction of new 58 City Power R 2,000,000 infrastructure in newly established townships ND. Siemert Road:The construction of new 60 City Power R 2,000,000 infrastructure in newly established townships SCADA. Masterstation Upgrade Clean up of 60 City Power R 3,000,000 configuration databases and alarm presentation,
394 Project Description Ward Department/ME 2009/10 Budget replacement of FEP as per Masterplan Security. Southern Region. Install alarm systems 58 City Power R 1,000,000 in load centers Service connections - Siemert Road:Installation of 60 City Power R 13,200,000 new service connections to individual homes, complexes, businesses etc. Service connections: Reuven 58 City Power R 5,300,000 UG. John Ware: 11 kV Conversion. 58 City Power R 22,000,000 UG. Northern Region. Closing of spurs. 106 City Power R 3,000,000 UG. Northern Region. Emergency work 106 City Power R 15,000,000 UG. Northern Region. Upgrade MV infrastructure 106 City Power R 12,000,000 due to winter load readings. UG. Siemert Road Depot: Master Plan: Upgrade 60 City Power R 10,000,000 MV & LV networks UG. Southern Region. Closing of spurs 58 City Power R 3,000,000 UG. Southern Region. Double earthing on OHLs 58 City Power R 2,000,000 UG. Southern Region. Reinforce MV infrastructure 58 City Power R 12,000,000 due to winter load readings UG. Van Beek 11 kv conversion 57 City Power R 10,000,000 UG: Northern Region. Install double earthing. 106 City Power R 4,000,000 Upgr elec. Hillbrow 60 City Power R 500,000 Upgr elec.Yeoville area 60 City Power R 500,000 2010 Soccer World Cup: Auxilliary installations 61 Johannesburg Water R 500,000 2010 Soccer World Cup: CCTV Inspection and 61 Johannesburg Water R 2,500,000 Sewer replacements 2010 Soccer World Cup: Water replacements 61 Johannesburg Water R 1,790,000 BK: Balancing tank 23 Johannesburg Water R 32,830,000 BK: Digesters 23 Johannesburg Water R 55,365,000 BK: Online Monitors 23 Johannesburg Water R 20,000 BK: Raw Sludge 23 R 3,050,000 COJ Inner City Programme: Upgrade water and 60 Johannesburg Water R 3,000,000 Sewer reticulation Corporate Requirements 60 Johannesburg Water R 7,450,000 Customer Services 60 Johannesburg Water R 10,760,000 REG B: 2010 Soccer World Cup: Condition 54 Johannesburg Water R 5,000,000 assessment of networks REG C: 2010 Soccer World Cup: Upgrade fire flow 58 Johannesburg Water R 4,650,000 to Rand Stadium REG D: 2010 Soccer World Cup: Upgrade Crown 58 Johannesburg Water R 4,650,000 Gardens REG D: Abbatoir and Market water district: 55 Johannesburg Water R 12,200,000 Upgrade water infrastructure REG D: Eagles Nest water district: Upgrade water 54 Johannesburg Water R 5,500,000 infrastructure REG D: Forest hill, South hills & Oakdene 54 Johannesburg Water R 7,000,000 districts: Upgrade water infrastructure REG D: Glenvista, Glenanda, Winchester Hills & 23 Johannesburg Water R 8,900,000 Bassonia Districts: Upgrade water infrastructure REG D: Yeoville District:Upgrade water 66 Johannesburg Water R 13,300,000 infrastructure Core CBD Upgrade (Diagonal, Fox, Von Weiligh, 60 Inner City R 10,000,000 Retail CID) Economic Development 60 Inner City R 25,000,000 Hillbrow Regeneration 60 Inner City R 30,000,000 Metro Open Space 60 Inner City R 5,000,000 New Doornfontein and Surround Upgrades 60 Inner City R 115,000,000 Pageview Vrededorp 60 Inner City R 15,000,000 Bella Vista (upgrade) 60 JOSHCO R 11,000,000 Citrine Court Refurbishment 60 JOSHCO R 5,000,000 City Deep 2 (Hostel Convesion) 57 JOSHCO R 18,200,000 COJ Public Stock Transfer 60 JOSHCO R 6,836,000 Inner City (BG Alexandra) 60 JOSHCO R 15,000,000 Inner City 2 Bad buildings refurb (Vannin Court) 60 JOSHCO R 8,089,364 Selby Staff Hostel Redevelopment/Conversion 60 JOSHCO R 27,600,000 Better Building Program 60 JOSHCO R 3,000,000 General site development 60 JOSHCO R 5,000,000
395 Project Description Ward Department/ME 2009/10 Budget Newtown Potato Sheds infrastructure and children 60 Johannesburg Property R 1,000,000 museum Company Ellis Park Stadium - SPTN and Precinct (2010) 61 Transportation Planning R 84,000,000 International Transit & Shopping Centre (2010) 60 Transportation Planning R 6,000,000 Nasrec SPTN and Precinct (2010) 54 Transportation Planning R 37,500,000 Donald Mackay Park - Installation of ablutions 60 Johannesburg City Parks R 250,000 ELLIS PARK PRECINT 61 2010 R 50,000,000 Ellis Park Stadium Development 61 2010 R 60,000,000 Flats refurbishment 60 Housing R 5,600,000 Inner City upgrade 60 Housing R 13,000,000 FMMU - Public Conveniences 60 Corporate Services R 4,000,000 Operational Capital (Corp. Serv.) 60 Corporate Services R 1,000,000 Greater Newtown (Carr Street Upgrade & 61 Johannesburg R 5,000,000 Renovation of Kippie's Building) Development Agency Large Scale Mixed Use Nasrec (2010) 54 Johannesburg R 27,000,000 Development Agency Purchase, construct and install standby generators 60 Johannesburg Civic R 6,000,000 and UPS Room on roof of theatre Theatre Replacing of Seware system, Budilding Repairs 61 Metro Trading Company R 4,000,000 and Roof Replacement - Mai Mai Market Road Rehabilitation 57 Fresh Produce Market R 10,000,000 Waste Material Recovery Facility 57 Fresh Produce Market R 10,000,000 Upgrade of IT Systems & Other 60 Metro bus R 6,171,000
WARD ISSUES BY REGION
The table below portrays ward issues identified by each ward, departments or ME’s responsible, action required, time frame and allocated resources.
Rgn Wd Issues Department/ME What/Action Who/When What Resources F 23 Traffic-calming Transport Will implement priority JRA 2008/09 JRA 2008/09 R25 000 (Sneeuberg, True North one measure through per ward and Vorster). This will the ward based road reduce fatal accidents. safety process; Traffic calming measures to be included in the ward based safety programme. F 23 To institute grass-cutting City Parks Designated Public open Kibler Park Contractors have as criminals use the long spaces are maintained depot maintains been appointed to cut grass as a hiding spot. according to Monthly these facilities. areas like Liefde en (Councillor to provide list). Schedules: Vrede. Flagship Parks - 7 day GM Parks to meet cycles with Ward Councillor Developed parks – 14 to verify areas. day cycles Undeveloped Parks – 30 day cycles Sidewalks – 30 day cycles Main Arterials – 14 to 21 day cycles Islands – 30 day cy F 23 To install street lights in City Power Installation of street City Capital budget R4.5 order to reduce crime. lights through out the Power 2009\10 Million (Councillor to provide list). ward (Eikenhof, Glenvista, Liefdeen, Vrede etc.) F 54 To clear storm water Transport Will implement JRA 2008/09 JRA Maintenance drains as this will prevent maintenance Programme OPEX flooding. This is general to programme. 2008/09 all areas in the ward.
396 F 54 To upgrade clinics and Health Regional health Regional health Regional health provide a TB wing (Crown manager to engage manager manager Gardens Clinic). This is clinic staff to organize Immediately OPEX The UV-light necessary as there are clinic programmes to was installed in the insufficient services, much respond / facilitate 2007/08 fiscal year disease is being spread alternative services and and private counselling is liaise with clinic users needed. and ward stakeholders. It is not necessary to provide a special TB wing as services can be provided with F 54 To maintain the parks as City Parks Designated Public open These facilities Existing OPEX and unmaintained parks spaces are maintained are maintained resources. contribute to crime. This is according to Monthly by Kibler Park general to all parks in the Schedules: Flagship depot. ward. Parks - 7 day cycles Maintenance Developed parks – 14 schedules for day cycles Undeveloped designated Parks – 30 day cycles parklands are in Sidewalks – 30 day place. cycles Resources are Main Arterials – 14 to 21 deployed day cycles Islands – 30 according to the day cycles size of the facility and the type of grass that is being maintained F 54 To upgrade and maintain Transport Maintenance JRA JRA Maintenance roads as this will improve Programme. Programme OPEX accessibility and mobility. 2008/09 This will also act as a traffic-calming device. This is general to all areas in the ward. F 55 Vacant spaces need to be Environmental Designated Public open EPWP OPEX Maintenance properly serviced in areas Management spaces are maintained contractors and schedules for such as Kenilworth and according to Monthly Internal staff designated parklands Turfontein. Schedules: Flagship keep to are in place Parks - 7 day cycles maintenance Resources are Developed parks – 14 cycles deployed according to day cycles the size of the facility Undeveloped Parks – and the type of grass 30 day cycles that is being Sidewalks – 30 day maintained cycles Main Arterials – 14 to 21 day cycles Islands – 30 day cycles F 55 To upgrade health facilities Health Land need to be sought Regional health Regional health (Bellavista Estate Clinic), for building a new clinic manager for manager which is a small structure, and Gauteng Heath Region F OPEX is dilapidated and requires Department need to be upgrading due to the influx approached to of people. include the clinic in the next 5-year capex plan. F 55 The rehabilitation of Citrine Housing New units to be built in JOSHCO R10 Million Court, which is council- the 2008/09 financial 2008/09 owned, as there is a huge year in Bella Vista to amount of crime and it is a relocate people from health hazard. Identify Citrine Court vacant spaces and suggest resolution. F 56 Effective streetlight City Power Maintenance of City power On Operational Budget control. (At the moment, streetlights going streetlights either are on (Rosettenville, Linmayer 24.7 or off 24/7). In order etc) to reduce crime, high Installation of electronic
397 master lights need to be timers with battery erected. backup F 56 Parks need to be City Parks Public open spaces are EPWP OPEX Maintenance renovated and resources maintained according to contractors and schedules for need to be put in place for Monthly Schedules: internal staff designated parklands this objective. This is for Flagship Parks - 7 day are in place. the purposes of social and cycles Resources are human development. This Developed parks – 14 deployed according to applies to all parks in the day cycles Undeveloped the size of the facility ward. Parks – 30 day cycles and the type of grass Sidewalks – 30 day that is being cycles maintained Main Arterials – 14 to 21 day cycles Islands – 30 day cycles F 56 Streets such as Linmeyer Transport Will be considered in JRA 2009/10 JRA Resurfacing and Oakdene need to be resurfacing programme Programme 2009/10 kerbed and streets priority throughout the ward need to be resurfaced. This needs to be done in an effort to control storm water and ensure safe walking for pedestrians. F 57 To build fire stations, Public Safety More than the Fire EMS June 2009 Provided for in the clinics and police stations, stations in this region current allocation. e.g. mobile as there is a EMS will build a station need to reduce and report particularly in the crime, to encourage Nasrec area to cover healthy lifestyles and to not only the growth in hold CPF meetings. the area but also the risk associated with 2010. F 57 To build fire stations, Health South Hills and South Regional health clinics and police stations, Rand Hospital are in manager OPEX e.g. mobile as there is a Ward 57. The clinic is need to reduce and report now operational for 5 crime, to encourage days per week. healthy lifestyles and to hold CPF meetings. F 57 To build a business Economic Expanding services The Business 2008/09 DED opportunities centre as Development presently offered by Plan to be ready there is a need to reduce Business Place in by June 2008 unemployment and to particular supporting the with roll out in empower and develop the emerging businesses 2008/09. SME community. and job seekers who Development are hardest to place. Redirect these to labour market database F 57 To upgrade housing. In Housing Temporary Housing JOSHCO OPEX R30 this area there is a lack of accommodation to be 2008/09 Million management, poor developed in Casa Mia JOSHCO 2008/09 maintenance, the and MBV Phase Two. 2008/09 R22.6 Million required environment is unsafe and JOSHCO will complete R53.1 2008/09 there is a problem of BG Alexander, Rosebel Additional funding of overcrowding. and Vannin Court as R80 Million temporary and rental accommodation JOSHCO have acquired additional buildings JOSHCO has acquired an additional 4 building F 57 To build fire stations, JMPD The building and setting JMPD to engage Police stations not clinics and police stations, up of police stations is a with the catered for in JMPD e.g. mobile as there is a function of SAPS Gauteng budget need to reduce and report National. Through Department of Patrols will form part crime, to encourage participation in joint Community of JMPD Operating healthy lifestyles and to planning sessions with Safety and budget hold CPF meetings. the Gauteng SAPS
398 Department of Community Safety, the matter was raised and follow up will be done. JMPD is in the process of reviewing its deployment strategies to ensure better visibility and improve response to incidences of reported crime and traffic related matters. A ward based deployment approach is envisaged that will enable the JMPD to engage more actively with communities through Ward Safety Committees and CPFs. F 59 To extend the clinic Health Motivations for Regional health Regional health (Joubert Park) as this is extension of this clinic manager Region manager not fully equipped. have been made as part F OPEX of the 2010 requests for primary health services near the Soccer match venues. F 59 To upgrade the two taxi Metro Trading In this instance the The proposals MTC 2008-09 ranks in order to Company mandate of MTC is to for these taxi accommodate the informal manage, operate, and ranks would be taxi rank and the hawkers. maintain the facilities at put forward in taxi ranks that have the December been constructed by the 2008 budget Transport Department. review for MTC input will be the implementation design of the facilities to 2009/10 when ensure the smooth funding is operations of the traders approved. MTC that will be using the and Transport facilities at the taxi department ranks. F 59 To open Wanderers Street Transport Gautrans is currently Transportation Transportation to two-way traffic as this working on the site. Department Department 2009/10 will address crime issues JRA will engage 2009/10 and traffic congestion. transportation department.
F 60 To practise proper PIKITUP New multi-faceted The project is at Budget has been maintenance in alley- cleaning system has implementation availed by the Region ways. This will promote been introduced in the phase and by the City. crime alleviation and region including the mitigate health hazards. following: Third round introduced for cleaning high density areas Provision of litterbins Resourcing of relevant depots Procuring street sweeping machines Bin census By-law F 60 To practise proper Health Environmental Health Regional health maintenance in alley- Practitioners will manager ways. This will promote continue to monitor the OPEX crime alleviation and situation and statutory mitigate health hazards. notices will be served to the relevant departments
399 F 60 To build skills Economic Implementing an Roll out 2008-09 DED development centres. This Development integrated skills strategy commences will empower the with a skills hub as a 2008/09. SME community. delivery vehicle for all economic driven skills project. Skills Hub will be linked to satellite skills across all regions in consultation with Community Development. In addition public participation workshops will be part of the Skills Hub rollout. The approach in Skills Strategy is to be both Customer and demand driven. F 60 To formalise stalls for Economic There is a Demarcation 2008/09 rollout. MTC 2008-09 street traders. This will Development Policy Programme in MTC and allow free movement on line with Informal Trade Transport sidewalks, reduce crime Policy approved by and substance abuse. council. An area assessment will be carried out to determine suitability of the area in line with by-laws. The traders will then be issued with smart cards. This work is being done in partnership with other departments and ME’s. F 61 To install CCTV cameras JMPD The CoJ installed 216 Already in place CCTV installations (John Page and Janie CCTV cameras around and further roll were part of JMPD Streets; Wolhuter Street the Inner City and out planned for Capital budget for and Hanau and Janie surrounding areas in the upcoming 2007/08 Street). This will serve to 2007/08 financial year. financial years reduce crime, e.g. cable Further roll-out is theft, muggings, etc. anticipated going forward. F 61 To upgrade and maintain City Power Maintenance of City Power Operational Budget public lighting and streets streetlights (Jeppetown) On going (Park Street; Wolhuter, Ford, Karl, Hans, Hanau, Janie; Public Parks/Gus Park). F 61 To build a skills Economic Through Economic 500 informal 2008/09 DED development centre in Development Development traders have Ward 61. There are Department, the City graduated existing programmes but has trained trains 500 through Grow these need to be Informal Traders Your Business coordinated and this through the “Grow Your Skills Course in coordination will serve to Business skills course” partnership with reduce the unemployment in partnership with the Wits Enterprise. rate. Wits Enterprise Next intake of Mentorship Support 500 traders in Programme and the W QTR1-2009. 200 & R SETA. New intake traders are of 500 traders every six under-going months. ABET training. Mentorship Support Programme with W & R SETA.
400 F 62 To institute a health Health Regional health Regional health Regional health programme. HIV/Aids is manager will facilitate manager manager prevalent and the ward is ward programme for through a ward OPEX over-populated so this HIV management based integrated A workshop was programme will go a long collaboratively with ward Health conducted in the ward way to solving these health sector promotion as per ward problems. representatives and including councilor’s request. other stakeholders. HIV/Aids in There are 20 health 2008/09 promotion outlets for the distribution health information. F 62 To install CCTV cameras JMPD The CoJ installed 216 Already in place CCTV installations as this will assist in CCTV cameras around and further roll were part of JMPD decreasing crime. This the Inner City and out planned for Capital budget for would be most useful on surrounding areas in the upcoming 2007/08 Quartz, Klein, Bree, 2007/08 financial year. financial years Pretorius, Claredon, Further roll-out is Caroline, Banket and anticipated going Goldrich Streets, also on forward. vd Merwe, Claim, Paul Nel, Yager and Yettah. F 62 To institute a youth Community As soon as Governors Community Inner City Team and development programme Development House is completed Development Skills Development as at the moment, programmes will (Human unit. Funding for unemployment, crime, commence in that ward. Development identified programmes loitering and a lack of Needs assessment and and Sport and opportunities are rife. programme Recreation development to be directorates, by undertaken with the August 2008). Youth Ward Forum Youth Unit and Youth Ward Forum. Sport and Recreation will meet with stakeholders and internal sister departments iro youth programmes with job creation as priority F 63 To upgrade the Community A feasibility study will be Capital projects R5 Million Windybrow and O Reilly Development done and necessary Parks as these are funding will be applied currently a health hazard for and their upgrading will contribute to a clean environment. F 63 To convert the BG CSU Gauteng Department of Community No resources required Alexandra buildings to a Department of Education to be Development, at this stage High School as there is a Education approached for Corporate and lack of government approval, funding and Shared Services schools in the ward. partnership
F 63 To close sanitary lanes JRA Will be referred to JRA and Budget to be identified and to convert these into relevant departments for Community after investigation sporting facilities. This will assistance and advice. Development go towards enhancing Community security and doing away Development (Sports with illegal dumping. and Recreation), Environment and Environmental Health F 64 To extend the library Community To be investigated. Community Budget to be identified building so that it is able to Development Development after investigation. house a multipurpose community centre. This will ensure that skills development takes place and provide a venue for
401 gatherings such as ward meetings. (Dept to specify which facilities are being referred
F 64 To build a pedestrian Transport Will implement priority JRA JRA 08/09 R25,000 bridge (from Donald one measure through per ward McKey crossing to Joe the ward based road Slovo Drive) as well as safety process; Bridge speed bumps. This will will be investigated- minimise accidents. BRT; Speed humps to be included in the ward based safety programme. F 64 To utilise open spaces for Economic Work with Region Can be 2008/09 DED flea markets. This will Development Spatial Development proposed during minimise illegal dumping Framework with broader Dec 2008 and minimise crime. prospective including Budget review. other stakeholders. Also Development need to ascertain planning and whether the land is MTC. Can be freely available for this rolled out use. Plan underway to 2009/10 one package land for funds are industrial use approved. F 64 To build a pedestrian JRA Speed humps to be JRA 08/09 budget bridge (from Donald included in the ward McKey crossing to Joe based safety Slovo Drive) as well as programme. Bridge will speed bumps. This will be investigated minimise accidents. F 65 To upgrade the George Community A recent feasibility study Project included Goch Stadium and the Development conducted indicates in CIMS for swimming pool at Jules extensive damage of 2010/11 and Marathon Streets as the George Gogh R15 Million well as to institute the (swimming pool shell) “Learn to Swim” Programme. This is for the purposes of youth development as well as to fight and eradicate crime. F 65 To flatten/green the mine Health Health Dept. The EHP EHP dumps around Denver as will monitor the situation OPEX these are a health hazard. F 65 To fix/upgrade water pipes ISD Installation of high City Power Capital budget or (Denver Informal masts lights in the 2009/10 MIG Business plans Settlement) as they are Denver informal R1.4 Million too old and pose a health settlement Joburg Water The network models hazard. To install high (Denver, Capital has indicated that the mast lights in the Denver (Kensington) Water and Investment amount of work that Informal Settlement, near sewer upgrading has To be prioritized needs to be done the hostel. This needs to been identified through and included on close to R21 Million be done in order to tackle network models future capital for both sewer basin crime. budget and water district, which includes this ward F 65 To flatten/green the mine DPUM The City’s ED: dumps around Denver as environmental Environmental these are a health hazard. department is engaging Management with the Department of Minerals and Energy to prioritise mine dumps for rehabilitation. Further engagement will also focus on Denver. F 66 To have a police visibility JMPD JMPD is in the process JMPD and JMPD and SAPS in our area at all times as of reviewing its SAPS Officers there is a high crime rate deployment strategies Immediate and Part of Operating
402 during the day and at to ensure better visibility ongoing budgets night. This is general and improve response throughout the ward. to incidences of reported crime and traffic related matters. A ward based deployment approach is envisaged that will enable the JMPD to engage more actively with communities through Ward Safety Committees and CPFs. Closer working relationships with the SAPS was also fostered in the past two years to ensure joint crime combating and prevention. Joint teams were piloted in 5 priority police precincts in Joburg and the approach will be replicated throughout the City. F 66 To repair and maintain the ISD Issue to be investigated. Joburg Water water metres in Frere and Residents are Viljoen Streets/3rd street requested to report any as they are leaking and leaking water meters or affecting the houses. sewer related problems directly to the Joburg Water Call Center. 011 688 1500 F 66 To extend our clinics as Health Motivations need to be Region E Gauteng Health the clinic is too small as made to the Gauteng Department there is only one toilet per Health Department for OPEX patient or otherwise to inclusion of the clinic in procure mobile toilets. the next 5-year CAPEX plan. F 67 To extend the library Community A feasibility study will be R10 Million building to be able to Development conducted during house a multipurpose 2008/09, & necessary centre. funding application will be done
F 67 To utilise open spaces for Economic Work with Region Can be DED 2008/09 flea markets. Development Spatial Development proposed during Framework with broader Dec 2008 prospective including Budget review. other stakeholders. Also Development need to ascertain planning and whether the land is MTC can be freely available for this rolled out use. 2009/10 once funds are approved. F 67 To construct a pedestrian Transport To be investigated Transportation/J Budget to be identified bridge from Donald McKey RA after investigation crossing to Joe Slovo Drive and to construct speed bumps.
403 REGION G
Region G comprises of Ennerdale, Eldorado Park and Orange Farm is the poorest region in the city. Unemployment is extremely high and many residences have no regular source of income. A large portion of community lives in informal housing with inadequate access to basic services such as water and sanitation. This region is geographically displaced from the rest of greater Johannesburg; it is largely a marginalised dormitory residential area. Although the northern part of the region does feature some attractive housing and relatively stable communities, as a whole this far-flung region has perhaps suffered more from the legacy of the past than any other, hence it is vital that to turn it into "an integral part of City - a viable and sustainable environment". The section below outlines some of the key urban management interventions in the region. These interventions are summarised by key regional focus areas as listed above. The table identifies the areas of decay, key interventions required, enforcement plans and campaigns envisaged for the region.
Urban Management Activities By Regional Focus Area
AREAS OF FOCUS WARD NUMBER Eldorado 18 Orange Farm (Stretford Station 1,2,3,4 Precinct) Poortjie 5 Lenasia 9
Identify areas of decay In 2008/09 financial, the Eldorado Park Urban Development Framework and Precinct Plans were developed in order to improve public sector interventions to kick -start development, crown in private sector investment around the identified nodes and revitalize the CBD through the establishment of the City Improvement District. All these plans will only be implemented once funding has been secured from In National Treasury Department including transportation node at Poortjie.
In order to address issues of urban decay in Orange Farm, JDA has appointed the professional team commence with the construction of the Taxi Facility. Furthermore, a task team has been established in order to monitor this project, the upgrading of the Stretford Precinct Node as well as to design the Precinct Node. Furthermore, feasibility study has already been completed for a Shopping Mall and a series of presentations to community regarding this project are planned. Also, Lenasia CBD regeneration project are planned for 2008/09.
Law Enforcement Although a number of interventions were identified for 2008/09 financial year, namely awareness road Shows, blitz, curbing illegal trading and dealing with issues of building regulations violations but none of these were undertaken. For 2009/10, Eldorado Park CBD has been identified as an area of intervention for law enforcement.
Although 2 blitzes were planned for Stretford station, to date one blitz was undertaken on 3rd September 2008 and continuous monitoring of by infringements is ongoing.
Stakeholder Management A number of Stakeholder management activities were held with various role-players variety of issues in relation to regeneration of the region. Below is a date of schedule of stakeholder meetings were convened region wide: 14 August 2008: Fine Town Multipurpose Centre 15 August 2008: Protea South Hall 30 October 2008:Orange Farm Multipurpose Centre, Ward 3 18 October 2008:Poortjie Multipurpose Hall
404 03 November 2008: Orange Farm, Skills Centre Ward 4 20 November 2008: Fine Town Multipurpose Centre 21 November 2008:Orange Farm Ext. 1, Hall (Ward 2) 22 November 2008:Elandsfontein 27 November 2008: Protea Glen Hall 3 December 2008: Lenasia Civic Centre
Clean Up and Greening Campaigns and Special Projects In 2008/09, a number of greening campaigns were instituted and tree planting programme supplied with the assistance of EPWP programme. For 2009/10, it is envisaged that the distribution of trees to those in need will continue with the assistance of City Parks.
Visible Service Delivery Urban inspectors appointed to report on a block-by-block basis and check on progress of service delivery deficits; coordination meetings with departments/entities & councillors; define corrective actions; escalation of service delivery deficiencies (Quadrants). Urban Inspectors appointed conduct inspections on daily basis as per allocated areas (Quadrants).In Stretford Precinct; general maintenance of existing services delivery failures is identified by the Urban Inspector (daily) and also the following infrastructure projects such as construction of RDP houses, tarring of roads and upgrading of sewer reticulation is progress well. Furthermore, relocation of plus/minus 81 families that had houses on water logged area – Lakeside was undertaken.
In 2008/09 financial year, the following agricultural initiatives (Poultry farming project on farm 308 IQ Plot 77Elandsfontein, Borehole / irrigation system project: on farm 308 IQ Plot 12, Elandsfontein, Piggery farming on farm 336 plot 95 and the construction of Piggery Structure (Sow unit) with equipments), and Hydroponics farming tunnels on farm 336 plot 15 were completed and launched by the MEC for Agriculture.
REGION-WIDE CAPEX PROJECTS The table below lists the proposed City of Johannesburg region-wide projects to be implemented department or Municipal Entity (ME).
Project Description Ward Department/ME 2009/10 Budget ND. Lenasia: The construction of new 8-10 City Power R 2,000,000 infrastructure in newly established townships
CITY OF JOHANNESBURG CAPEX PROJECTS- 2009/10
The table below lists the proposed City of Johannesburg projects to be implemented in each region, by ward and by department or Municipality Entity (ME). It also outlines the proposed budget of CoJ funding and a total amount including external funding.
Project Description Ward Department/ME 2009/10 Budget BIR.Hopefield. Refurbish sub station 7 City Power R 1,500,000 BIU.Ennerdale. Upgrade sub station 5 City Power R 30,000,000 Electrification. Lawley Ext 2 Electrification: New 7 City Power R 14,000,000 infrastructure 2000 stands Electrification.Kathrada.500 houses 7 City Power R 2,750,000 Electrification: Kliptown. 3000 erven. 17 City Power R 16,000,000 Load management Ennerdale 5 City Power R 5,000,000 Meters.Eldorado Park and Lenasia. Install pre 9 City Power R 20,000,000 paid meters and protective structures Public Lighting: Orange Farm/ Lenasia 5 City Power R 7,000,000 Construction of New Lawley Clinic 7 Health Division R 2,000,000 Orange Farm Gravel Roads 2 Johannesburg Raods R 20,000,000 Agency Ennerdale :Upgrade outfall sewer for Lawley X3 7 Johannesburg Water R 4,600,000 Ennerdale District: Upgrade water infrastructure 7 Johannesburg Water R 17,930,000 OV: Belt Presses 8 Johannesburg Water R 21,075,000
405 OV: Digester Mixing 8 Johannesburg Water R 27,955,000 OV: Upgrade pumps vwyks ps 8 Johannesburg Water R 2,490,000 REG F: Lenasia District Upgrade Water 8 Johannesburg Water R 4,000,000 Infrastructure Phase 2 REG F: Planned replacement: Sewers 8 Johannesburg Water R 2,000,000 REG F: Planned Replacement: Watermains 8 Johannesburg Water R 5,000,000 REG F: Replace sewers identified by ops 8 Johannesburg Water R 1,000,000 Ennerdale Landfill Sites 7 Pikitup R 500,000 Fencing Project 7 Housing Division R 5,000,000 Kanana Park (Thulamtwana): Construction of 6 Housing Division R 12,485,256 Bridges, Bulk Water Sewer, Roads & Stormwater Vlakfontein West: (Lehae) 8 Housing Division R 38,525,000 Lenasia Market - Upgrading of Informal Trading 9 Metro Trading Company R 1,500,000 Stall and Roofing Installation Social Facilities (Community Hall, Libraries - 3 Community Development R 5,500,000 Orange Farm) Upgrade Nike Chris Hani Sports Complex 3 Community Development R 1,200,000 (Orange Farm) Stretford Node Interventions (pedestrian street 3 Johannesburg R 58,500,000 lighting, upgrade sewer network, benches and Development Agency bins, public transport facilities, pedestrian walkways, traffic calming, road upgrade, stormwater reticulation, tree planting and informal trading stall and facilities)
WARD ISSUES BY REGION
The table below portrays ward issues identified by each ward, departments or ME’s responsible, action required, time frame and resources available.
Rgn Wd Issues Department/ME What/Action Who/When What Resources G 1 To tar roads and construct Transport Grading and maintenance JRA 2009/10/11 JRA Stormwater storm water drains in the will be done; Project is Master planning following areas: Link Rd; also included in the Gravel Roads Duma Street next to the Stormwater Master Project Score; 108 Stretford, 9 Phase planning project 2009/10/11 one, 108 Stretford, 9 Phase submitted in the 2009/10 R2 Million per one, Zulu Street, ext. 4, CAPEX budget Cycle; year Dingaan Street, Stratford. Gravel Roads Project These improvements will promote accessibility, prevent floods and promote community development G 1 To construct a recycling Environmental Pikitup to commence the The projects to Budget available centre. This will reduce Management implementation of be rolled out for this. Where unemployment and crime. It separation of waste at during 07/08 budget is not will also go towards promoting source, at household and 08/09 adequate, to a healthy environment as well level, in which they will financial year. partner with as skills development. partner with private private sector to recycling companies. In ensure delivery. addition, Materials Recycling Facilities are being established at the landfills to ensure that recyclable waste is recovered before disposal. Garden sites to be upgraded to accept other forms of recyclable waste. Multi-purpose bins will be introduced, which will separate litter.
406 Rgn Wd Issues Department/ME What/Action Who/When What Resources G 1 To construct a community Community No CAPEX provision for Community R100 000 centre in Stretford, erf Development 2008/9 financial year. Will Development required to kick- 10412/3. This will promote a do a business plan for the start the project skills development programme area, ito needs, land and will allow for a place to availability, zoning status hold public meetings, funerals, and previous spatial church services and planning. An extensive weddings. strategy will be put in place to solicit external funding. Will include item in the 2008/09 financial year planning cycle for consideration. There is an operational recycling facility in Region G (Drieziek Ext. 1) G 2 To construct a youth centre at Community A feasibility study will be Capital Projects CAPEX and erf. 2896. This needs to be Development concluded during 2009/09 2008/09 OPEX estimated done as it is already on the and findings will be made at R 11 Million IDP, the youth need skills available for the next development, the youth have financial year to travel long distances and crime needs to be curbed. G 2 To develop infrastructure, e.g. Transport Recommended for JRA No budget at roads (Stretford 3, 10 and Mayoral priority listing. present Lakeside). All roads are not tarred, this project is already on the IDP, transportation needs to be improved and easy access for the EMS needs to be facilitated. G 2 To construct an old age home Community The project is already in Capital Project R20 million at Erf number 8201 Orange Development the IDP & will be 2010/11 Farm Ext 1. This needs to be prioritised for 2009/10 done as the aged are abused financial year. and this project is already on the IDP. G 3 To install storm water Transport Project is included in the JRA 2009/10/11 JRA Stormwater drainage in all main roads. Stormwater Master Master planning This will go towards reducing planning project 2009/10/11 floods as there is no existing submitted for approval in R2 Million per storm water drainage. This is the 2009/10 CAPEX year a general concern within the Budget cycle. ward. G 3 To create an art and culture Community Land to be identified, Community No resource facility opposite Stretford Development zoning status Development requirements at Station. This will go towards ascertained, then a this stage attracting tourists and creating feasibility study needs to employment. be carried out. Engage both Provincial and National Departments of Arts and Culture. Consider sharing facility with Ward 1 G 3 To upgrade Chris Hani Community Phase one has been Community Funding Stadium in order that it Development done during 2008/09 Development requested becomes fully-equipped, e.g. financial year. Additional 2009/10 through NDPG ablution blocks, offices and funding to carry out R1.2 Million to grand stands. This will go phase two has been be spent towards reducing crime, requested through NDPG 2008/09 accommodating all sporting R2 Million codes and promoting request 2009/10 accessibility to transport.
407 Rgn Wd Issues Department/ME What/Action Who/When What Resources G 4 To construct a sewer in Joburg Water Installation of R17 Million City Power R 5 650 000 Orange Farm, ext. 9 as, at the high masts within2008/9 moment, the situation is very financial year unhygienic. Installation of with the aid of streetlights at Drieziek 1, 3, 4, MIG funding 6 & proper. Storm water drainage is needed for the whole of ward 4. Electrification of Drieziek 5. G 4 To institute tarred roads. To Transport Project is included in the JRA 2009/10/11 JRA Stormwater erect high mast lights in Stormwater Master Master planning Orange Farm 9 and Drieziek planning project 2009/10/11 5, 4. This is necessary as submitted for approval in R2 Million per ambulances, undertakers and the 2009/10 CAPEX year police vehicles cannot access Budget cycle. the area. G 4 To construct sports facilities Community No CAPEX funding Community Opex Budget and multipurpose centres. Development available on 2008/9 for Development This will reduce crime and development. Will do a ensure that the youth are off business plan for the the streets. This will also area, ito needs, land expose the talents of the availability and previous youth and elders. spatial planning. An extensive strategy will be put in place to solicit external funding. Will include the item for consideration in 2008/09 financial year’s planning cycle G 5 Youth developmental Economic Expanding services The Business 2008/09 DED opportunities, training and Development presently offered by Plan to be ready links with the market from DTI, Business Place in by June 2008 Umsobumvu, etc. particular supporting the with roll out in emerging businesses and 2008/09. SME job seekers who are hardest to place. Redirect these to labour market database G 5 To form an accountable Economic The City’s Johannesburg Johannesburg 2008/09 business forum. This will lead Development Business Forum is a Business Forum to the formulation of a platform allowing all and DED developmental plan for a business associations or leveraged landscape and an groupings participation in infrastructure that provides the development plans of growth in economic and job the City. All regions are opportunities. encouraged to have a forum G 5 To promote social integration Community To establish contact with Community No additional and an awareness programme Development the ward committee for Development costs coordinated by NPOs, the planning and religious groups, societies and implementation of the educational institutions. programme by September 2008 G 6 To erect street lights in order ISD Installation of street lights City power Capital budget to promote safety and combat through out the ward 2009/10 or MIG R1,400 crime. This is a general (Finetown) 000 concern across the ward. G 6 To construct a new road to Transport Project is included in the JRA 2009/10/11 JRA Stormwater weather the storm water Stormwater Master Master planning because right now it is planning project 2009/10/11 inaccessible. submitted for approval in R2 Million per the 2009/10 CAPEX year Budget cycle.
408 Rgn Wd Issues Department/ME What/Action Who/When What Resources G 6 To construct recreational Community The project will be 2009/10 2009/10 R5 facilities such as libraries Development included as part of the Million (Finetown) or sports centres departmental capital (Kanana Park) in order to program for 2009/10 and create a caring and integrated the necessary funding environment. application will be done G 6 To construct roads around the Transport Will investigate. Transport : JRA Budget to be Ward as transport is identified after inaccessible. investigation. G 7 To construct water and ISD Water and sewer Joburg Water, To be included sewerage systems. This is a upgrading has been Capital in JW Capital general concern across the identified through network Investment. To Plan ward. models be prioritized and included on future capital budget G 7 To fast-track projects for DPUM Housing has appointed ED: Housing Operating approval (Hospital Hills). service providers for the and budget township establishment. Planning June The planning department 2008 has committed to fast tracking these applications. G 7 To develop skills centres in Economic Implementing an Roll out of Skills 2008/09 DED order to curb unemployment Development integrated skills strategy Hub started July Note: Funding (in Lawley 3). with a skills hub as a 2008. Skills Hub and delivery vehicle for all legal entity management of economic driven skills being skills centres is project. Skills Hub will be established. the responsibility linked to satellite skills Planning is of Community across all regions in currently Development. consultation with underway to However, as Community Development. map out specific part of an In addition public SMME integrated Skills participation workshops programmes Strategy roll-out, will be part of the Skills that are Soweto- DED is targeting Hub rollout. Skills based that could the provision of Strategy launched August be jointly offered skills services in 2008 and Skills Hub by the COJ and city-based being established as legal the university of institutions such entity. Johannesburg.. as skills centers Four skills centers: (i) and libraries and Zakheni;(ii) Ennerdale; the costs thereof (iii) Vlakfonteing and (iv) are to be co- Orange Farm. Training shared by DED offered at the centers and Comm Dev, include computers, art depending on work and sculpting. Other the size and skills programmes include nature of the career guidance, ECD, programmes ICT Hub and an and services agricultural cooperative. offered. G 7 To develop skills centres in Community Development of Skills Economic Budget to be order to curb unemployment Development Centers-will be Development identified after (in Lawley 3) investigated and Community investigation Development G 8 To establish parks and food City Parks To ensure sustainability, Meeting will be CAPEX gardening projects. These can sites to be fully facilitated by Irrigation and be instituted on the many investigated with proper end of June associated vacant sites in the ward. environmental 2008 between infrastructure considerations taken care Ward required. A of. Community Councillors, City tractor will be Development, DPUM, Parks Depot sourced from Environment, JCP and Managers, Parks Unit JPC to consider the Community Depot matter and finalize the Development, Managers. Soil protocol. Environment analysis and
409 Rgn Wd Issues Department/ME What/Action Who/When What Resources and other support from stakeholders GDACE. G 8 To tar streets and to construct Transport Will investigate tarring of JRA 2009/10 JRA 2009/10 speed calming mechanisms roads. Grading will be as this will prevent accidents. done in the meantime. This is a general concern across the ward. G 8 To establish hawkers’ stalls as Economic Carry out feasibility study MTC can rollout 2008/09 MTC this will promote economic Development on the viability of the during 2009/10 empowerment. project in consultation once funding with the stakeholders and has been consider various approved. alternative options. Put forward the proposal during the 2008 December Budget Review Process G 8 To establish parks and food Environmental To ensure sustainability, Meeting will be Irrigation and gardening projects. These can Management sites to be fully facilitated by associated be instituted on the many investigated with proper end of June infrastructure vacant sites in the ward. environmental 2008 between required. A considerations taken care Ward tractor will be of. Community Councillors, City sourced from Development, DPUM, Parks Depot Parks Unit Environment, JCP and Managers Depot JPC to consider the Community Managers. Soil matter and finalize the Development, analysis and protocol. Environment support from and other GDACE. stakeholders G 9 To construct high mast ISD Installation of high mast City Power Capital budget lights/lawley traffic control lights at the intersection 2009/10 R850 000 measures in R554 and Poppy of R554 and Poppy street Street, Lenasia. This will go intersection (Lenasia) towards reducing the high crime rate and the high accident rate. G 9 To institute skills development Economic Implementing an Roll out of Skills In 2008/09 Skills programmes in order to Development integrated skills strategy Hub started July Programme eradicate poverty and to with a skills hub as a 2008. Skills Hub budget, promote job creation. The best delivery vehicle for all legal entity R 7, 941 Million location for such a programme economic driven skills being has been needs to be determined by the project. Skills Hub will be established. allocated for the City. linked to satellite skills SME COJ Skills Hub. across all regions in Development. The current consultation with Phase I of the programmes Community Development. Recognition of that will be In addition public Prior included in this participation workshops Learning(RPL) budget include will be part of the Skills Project entailed Phase II of the Hub rollout. Skills sourcing data Labour Market Strategy launched August from the Labour Information 2008 and Skills Hub Market Database, being established as legal Information Phase II of the entity. Database(520) RPL Project and Four skills centers: (i) and other data the Zakheni;(ii) Ennerdale; sources establishment of (iii) Vlakfonteing and (iv) including the the Skills Hub as Orange Farm. Training City’s EPWP a not-for-gain offered at the centers Database(362). Section 21 include computers, art From the 1561 Company. work and sculpting. Other successfully skills programmes include assessed career guidance, ECD, candidates, 84 ICT Hub and an were from agricultural cooperative. Region G. Phase II of the
410 Rgn Wd Issues Department/ME What/Action Who/When What Resources RPL Project includes both hosting both a Certification Ceremony for the successful candidates and setting up a panel of suppliers from the group of tradespersons who were assessed across 14 trades. G 9 To heat the existing pool at Community No CAPEX funding Community No cost at this Lenz ext. 5. Development available on 2008/9 Development stage financial year. Priority given to repairs and maintenance. Will include the item for consideration in 2008/09 financial year’s planning cycle G 10 To tar Windsor Street, Rocky JRA JDA programmes JDA Street, Stanton Street, Wanderers Street, Canterbury Street, Quarry Street, Crest Street, Clark Street Union Street, Douglas Street, Dundee Street, Dorset Street, Hardy Street, Venture Street & the extension of Potch Road next to the Reach Out for Christ Church in Empire Street as ambulance and police vehicle cannot access the area. G 10 To install streetlights and high ISD Installation of street lights City Power Capital budget master lights in order to through-out the ward 2009/10 or MIG R4 500 lessen the high crime rate. (Lenasia) 000 This is general throughout the ward. G 10 To create an MPCC in Community Engagement first with Community None required at extension 13 as there is Development Gauteng Province for a Development this stage. vacant land available that is partnership and an in- owned by the province. This principle agreement to do will serve the community and a scoping exercise. assist in meeting their needs. G 17 To construct a skills Economic Expanding services Negotiating with 2008/09 DED development centre as well as Development presently offered by The Business to nurture SMME industries Business Place in Place. Roll out and small businesses. This particular supporting the in 2008/09. will facilitate job creation. emerging businesses. SMME Job seekers who are hardest to place will be redirected to Skills Hub, which is currently being established. Four skills centers: (i) Zakheni;(ii) Ennerdale; (iii) Vlakfonteing and (iv) Orange Farm. Training offered at the centers include computers, art work and sculpting. Other skills programmes include career guidance, ECD,
411 Rgn Wd Issues Department/ME What/Action Who/When What Resources ICT Hub and an agricultural cooperative. G 17 In terms of safety and City Power Installation of R17 Million City Power R 3 450 000 security, to construct high high masts within 2008/09 mast lights in Kliptown and financial year Eldorado Park. These are with the aid of necessary as there is a high MIG funding crime rate. Identify high risk and propose solution. G 17 To construct a skills Community Three Skills Centres in Shared Expanding development centre as well as Development the Region exist already. responsibility services to nurture SMME industries Develop a mechanism of between presently offered and small businesses. This enabling people to Community by Business will facilitate job creation. access these facilities. Development Place in Expanding services and Economic particular presently offered by Development supporting the Business Place in Economic emerging particular supporting the Development: businesses and emerging businesses and will develop the job seekers who job seekers who are Business Plan to are hardest to hardest to place. Redirect be ready by place. Redirect these to labour market June 2008 with these to labour database roll out in market database 2008/09. G 17 To upgrade the sewer system ISD Water and sewer Joburg Water, To be included in Eldorado Park as presently, upgrading has been Capital in JW Capital this is a health hazard. identified through network Investment Plan models To be prioritized and included on future capital budget G 18 2010 link transport. The Transport Yes, there is a Transportation Transportation population requires more complimentary Department Department transport to be part of financial BRT link from Nasrec to 2009/10 2009/10 opportunities. Regina Mundi planned for completion in time for the 2010 World Cup. G 18 To develop business in order Economic This will require a scoping The 2008/09 DED to create jobs. The nature of Development of opportunities available stakeholders the jobs are not specified, but in specific sectors within must include unemployment is very high in the area, following which Economic this ward. projects need to be Development identified and budgets Department, prepared identifying Social partners for possible Development, collaboration with the and EPWP. private sector. G 18 To organise sports and Community Inclusive planning with 2008/09 OPEX budget recreation in order to cultivate Development internal and external financial year. 2008/9, Sport talents and decrease crime stakeholders will take Sport and and Recreation rates. The location of such a place to extend sport and Recreation staff, facility needs to be determined recreation programmes to Department, Volunteers, in consultation with the City this area. Will deploy EMS, Human Community and stakeholders. recreation vehicle to the Development leaders area to do programmes and where during school holidays possible and after school. Safety external and anti-crime stakeholders ie: programmes will be done schools, with assistance of EMS federations
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