Table of Contents s255

CITY OF JOHANNESBURG

2005/06 SERVICE DELIVERY AND BUDGET IMPLEMENTATION PLAN (SDBIP) TABLE OF CONTENTS

Chapter 1: Introduction 4

Chapter 2: Overview of Service Delivery 6

Core Departments Service Delivery Summaries 6 Office of the City Manager 6 Shareholders Unit and Contract Management 19 Finance and Economic Development 24 Corporate Services 29 Development Planning, Transportation and Environment 35 Emergency Management Services 42 Johannesburg Metropolitan Police Department 48 Arts, Culture and Heritage Services 55 Health 63 Social Development 75 Housing 81 Ward Councillor Support, People Centre and Support 87 Services UAC Service Delivery Summaries 88 City Power 88 Pikitup 92 Johannesburg Water 97 Johannesburg Roads Agency 105 Johannesburg City Parks 110 Johannesburg Zoo 115 Johannesburg Fresh Produce Market 117 Metrobus 121 Johannesburg Civic Theatre 126 Johannesburg Property Company 128 Johannesburg Development Agency 132 Johannesburg Metro Trading Company 137 Johannesburg Social Housing Company 141 Johannesburg Tourism Company 144 Service Delivery by Region 147 Region 1 147 Region2 148 Region 3 149 Region4 150 Region5 151 Region6 152 Region7 154 Region8 155 Region9 157 Region10 158 Region11 159 Citywide projects 160

2 Chapter 3: Financial Overview 163

Introduction 163 Monthly projections of revenue 163 Monthly projections of expenditure 163 Three year capital work plan 164

3 CHAPTER 1

INTRODUCTION

The Municipal Finance Management Act requires all municipalities to produce a Service Delivery and Budget Implementation Plan (SDBIP) for the 2005/06 financial year, on the basis of the approved Integrated Development Plan (IDP) and Budget.

This is a new requirement emanating from the legislation that is intended to set out a municipality’s implementation plan for service delivery and the execution of its annual budget for each financial year.

In terms of section 53(1)(c)(ii) of the MFMA, the SDBIP must be approved by the mayor of a municipality within 28 days of the approval of the Budget.

The objectives of the SDBIP are to:  give effect to the approved IDP and Budget;  promote accountability through transparency of expenditure, revenue collection and service delivery targets; and  establish a tool for implementation, management and monitoring of performance against year-end targets.

Section 1 of the MFMA specifically defines the SDBIP as: “a detailed plan approved by the mayor of a municipality in terms of section 53(1)(c)(ii) for implementing the municipality’s delivery of services and the execution of its annual budget and which must include the following: projections for each month of- revenue to collected, by source; and (ii) operational and capital expenditure, by vote; service delivery targets and performance indicators for each quarter.”

The SDBIP is an implementation-oriented document, which is specific in terms of quantities, responsibilities, location, time and costs to make sure that delivery takes place. The CoJ’s SDBIP is informed by the overarching CoJ strategies, policies and the Strategic Agenda. The agenda for delivery in the 2005/06 financial year was set at the first Mayoral Budget Lekgotla, which was held in October 2004. The following key strategic thrusts were identified and adopted by the Mayoral Committee:

 Deepen democracy and promote good governance;  Ensure basic service delivery;  Enhance batho pele and customer care;  Address job creation and accelerate economic development;  Target poverty and advance human development;  Consolidate inner city regeneration;  Consolidate HIV/AIDS initiatives;  Create sustainable human settlements;  Enhance integrated transportation;

4  Ensure financial sustainability;  Improve community safety;  Promote strategic planning and management;  Develop and implement strategic projects;  Prepare for 2010 Soccer World Cup; and  Advance sustainable development agenda.

These thrusts are broken down into key performance areas (KPAs) in the senior management’s scorecards.

The City of Johannesburg approved its IDP and Budget on 26 May 2005. The SDBIP set out here complies with the requirements of the legislation and presents the information in terms of each ‘vote’ (one of the main segments of the budget such as a department or municipal entity). The CoJ’s 2005/06 SDBIP is structured as follows:

Chapter 1: Introduction

This chapter introduces the SDBIP, highlights the MFMA requirements, and outlines the nature of the document.

Chapter 2: Overview of service delivery

Chapter 2 of this document provides the service delivery overview. This chapter addresses quarterly projections of service delivery targets and contains summaries of the core department and UACs. Included in this chapter are the scorecards of departments and the companies. The chapter provides an outline of performance indicators for each vote. The scorecards are further broken down into quarters to allow for monitoring of service delivery. The chapter further provides capital projects broken down by region and by department or entity.

Chapter 3: Financial overview

Chapter 3 provides a financial overview using monthly projections of revenue to be collected for each source, monthly projections of expenditure (operating and capital) and revenue for each vote. The chapter provides a capital works plan with three-year projections. Subsequently, the chapter provides capital projects by vote.

5 CHAPTER 2

CORE DEPARTMENTS SERVICE DELIVERY SUMMARIES

OFFICE OF THE CITY MANAGER

Background

The Office of the City Manager (OCM) is a strategic unit that has been established to ensure that the City Manager is enabled to carry out all his tasks and responsibilities in an effective and efficient manner. The City Manager is the chief accounting officer of the municipality, and is responsible for the overall performance of the municipality. As the head of the municipal administration, the municipal manager is responsible for ensuring a strategic and effective interface between the elected councillors and appointed administrative officials. This responsibility complements the strong political leadership of the Council with the technical experience a dedicated administration. The City Manager will ensure that the CoJ’s administration remains economical, effective, efficient and accountable and operates within the CoJ’s performance management system.

The OCM Vote comprises of the following cluster of units namely: Strategic Support (also known as the OCM), Information Technology, Joburg Connect, Johannesburg Risk Assurance Services, Communications, Office of the Executive Mayor, Office of the Speaker, and Councillor Allowances.

Strategic Support: The following business units constitute strategic support: Corporate Planning Unit, Special Programmes, Chief Operations Officer, JIKE, External Relations Unit, Mayoral Committee Support Unit and Office Management Unit. The Office of the City Manager/Strategic Support, is the epicentre of corporate policy and performance management; playing a critical role by facilitating integration, alignment and an interface between the CoJ’s administration and political leadership. It is the efficient and effective machinery of business planning, monitoring and horizontal and vertical integration. The Office is primarily responsible for the enhancement of democracy through public participation, customer relations and service delivery innovation. It plays a crucial role in ensuring strategic partnerships with the continent and the global village.

Information Technology: The IT department in the CoJ, was established to support and maintain systems and infrastructure within CoJ departments, to fulfill an information management role and provide technical advice to departments when necessary. It is also responsible for ensuring e-government implementation.

Joburg Connect: The publishing of the Batho Pele (People First) White paper in 1997 and the launch of a national programme, signaled a significant shift towards a mindset that locates the citizen at the centre of service delivery issues. The overarching policy frameworks of local government also place citizen participation at

6 the heart of local governance. In the context of service delivery, this participation centres on shaping service needs and holding municipalities accountable in terms service standards and service improvements. Joburg Connect has been established to ensure service delivery excellence through efficient and effective management of customer requests, service delivery proposals and complaints handling.

Johannesburg Risk Assurance Services: Johannesburg Risk Assurance Services has been mandated to serve as a support function to departments. It ensures effective financial management, service delivery excellence and the execution of strategic management issues. The department’s core functions include risk assessments, quality reviews, internal and IT auditing assignments, follow-up of auditing assignments, facilitation of various workshops, fraud limitation, forensic investigations and governance consulting.

Communications: The communications department is charged with responsibility of ensuring that the CoJ’s staff and institutions and citizens and stakeholders of the city are informed about service delivery and governance.

Office of the Executive Mayor: Responsible for the management of the office of the Executive Mayor.

Office of the Speaker: Responsible for the management of the office of the Speaker and the functions that are the responsibility of the Speaker of the Council.

Challenges

Great progress has indeed been made in aligning departmental activities to ensure that they support the Mayoral Priorities and Strategic Agenda. Yet, amidst all the major achievements of the last four years of the current Mayoral Term, the CoJ still faces major challenges in its quest for better service delivery; and improving living conditions for all its residents.

The units constituting the Office of the City Manager Vote are faced with a plethora of challenges. These include:

 Capacity building within the context of an election year which will require changes at an executive level;  Ensuring that an appropriate governance model exists to cope with institutional change;  Promoting intergovernmental relations and co-ordination;  Actioning partnership agreements;  Aligning horizontal and vertical planning;  Using knowledge management for innovative service delivery, planning and monitoring;  Recording institutional memory through the packaging and knowledge management of key services;  Improving service delivery by positioning the CoJ to deliver increased quality, effective and efficient services;

7  Establishing an appropriate institutional framework to deal with key customer issues;  Responding to new challenges for auditing the performance management system;  Creating awareness of the CoJ’s anti-fraud and anti-corruption initiatives;  Centralising risk management services in order to create conditions for better co- ordination and monitoring of standards and implement risk policies;  Managing perceptions;  Finalising new IT partners; and  Aligning the CoJ’s IT strategy and security practices with those of the UACs.

Service delivery

Each unit within the Office of the City Manager vote supports the City Manager and the Chief Operations Officer. The respective scorecards are outlined in tables 2.1 and 2.2.

Table 2.1: City Manager’s Scorecard (CoJ Scorecard)

Key Performance Key Performance Baseline Target Q1 Q2 Q3 Q4 Area Indicator Enhance customer % positive 80% 85% - - - 85% service and perception of the This improve basic CoJ achieved in the target service delivery annual customer will be and provision of satisfaction survey achieved free basic services for 2005/06 at the end of the 4th quarter % increase in the 84% 86% - - - 86% perception of This Johannesburg as a target safe city, citywide – will be survey results achieved available by March at the end 2006 of the 4th quarter

8 Key Performance Key Performance Baseline Target Q1 Q2 Q3 Q4 Area Indicator Average time taken to resolve queries that are referred to the following:

Water1 60,5hrs 60hrs 60hrs 60hrs 60hrs 60hrs Electricity2 10 Days 7 days 7 days 7 days 7 days 7 days % issuance of rates 75% 90% 90% 90% 90% 90% and service accounts’ refunds within 30 days

Issuing clearance 69% 90% 90% 90% 90% 90% certificate within 30 days Implementation and Establish- 100% June - - - 100% co-ordination of the ment of the 2006 June citywide CRM CRM Unit 2006 strategy 3 % reduction in 14,2% 13,2% - - - 13,2% unaccounted-for electricity (% billing losses)4 % reduction in 34% 28% - 30% - 28% unaccounted-for water5 No. of electricity outages: Bulk6 165 150 165 160 155 150

Medium7 1500 1275 1500 1400 1350 1275

1 With the migration of the selected domestic customers to Johannesburg Water, the average time taken to resolve water and sanitation queries for the year to date is 60,5%. This average is close to the annual target (2004/05). In addition to migrating selected domestic customers, top customers will be also be migrated during the new financial year. As a result of these migrations, the CoJ is not in the position to assess the potential impact of increased queries. It is for this reason that Johannesburg Water would like to retain the target of 60 hours to resolve queries.

2 The City has previously set a target of 3 days, which City Power has indicated that it will not be meeting due to lack of adequate baseline information that infirmed the 2004/2005 target. City Power has subsequently verified its baseline information and proposes a new target based on correct baseline information. The proposed is an average it takes to resolve all categories of electricity related queries tracked through the Pega system. The CoJ set seven days target is less than the NER’s requirements of fourteen days. 3 The CoJ citywide CRM strategy and implementation model will be finalised by June 2005. 4 The unaccounted-for electricity is the difference between the units of energy purchased and the energy sold. The % loses are calculated as a % of the units purchased. 5 The unaccounted-for water (UFW) is difference between the bulk purchases made from Rand Water less the water that is billed. 6 Bulk outages are outages which occur in City Power’s high voltage network (transmission network) high voltage refers to greater than 44kV (44000 volts). 7 Medium outages are outages, which occur in City Power’s medium voltage network (distribution network). Medium voltage refers to voltages greater than 1kV (1000 volts) but less than 44kV. These outages result from seasonal overloading, theft, vandalism and third party damage.

9 Key Performance Key Performance Baseline Target Q1 Q2 Q3 Q4 Area Indicator Length of gravel 750 30 0 10 20 road upgraded8 Improve on provision of basic services to citizens of Johannesburg % of dwelling units 98,4% 98,5% 100 200 350 331 with access to basic (965 296) (966 277) level of water9 % of dwelling units 93,9% 94,4% 500 1 500 2 000 941 with access to basic (921 115) (926 056) levels of sanitation10 Number of dwelling 299 719 300 000 - - 150 as 150 as units with access to per HMP per HMP basic level of electricity (excluding Eskom areas)11 % of households 90% 100% - 95% - 100% with access to basic level of solid waste disposal in proclaimed areas

8 The areas targeted for gravel road upgrading up grading are: Ivory Park ; Orange Farm , and Diepsloot . The finalisation is pending approval from the Mayoral Committee. The CoJ has requested a report from JRA detailing the extent of the backlog. 9 This indicator, and the following three, measure the access of basic services provision to Johannesburg residents; indicators have been set in terms of Performance Management Regulation of 2001 as part of the Municipal Systems Act. 10. Dwelling units for Johannesburg Water is defined in terms of meters. The total number of households is 980 992, of which 98,4% (965 296) will be have been serviced by the end of 2004/05. For the financial year 2005/06 an additional 981 will be serviced which will bring the total number of households serviced by the end of 2005/06 to 966 277(98,5%). The backlog will be 14 715. This refers to the number of backlog households, which is focused on the provision of bulk services in line with the Housing Master Plan (HMP) requirements; manage the construction of projects in line with the Housing SLA where JW will act as the implementing agent. 10 The total number of households is 980 992, of which 93,9% (921 115) will be have been serviced by the end of 2004/05. For the financial year 2005/06 an additional 4 941 will be serviced, which will bring the total number of households serviced by the end of 2005/06 to 926 056 (94,4%). The backlog will be 54 936. This refers to the number of backlog households, which is focused on the provision of bulk services in line with the Housing Master Plan Requirements; manage the construction of projects in line with the Housing SLA where JW will act as the implementing agent, ensure that public participation and adequate communication is carried out which benefits communities in terms of LOS application and the roll-out of the VIP Programme. 11 Dwelling units for City Power is defined in terms of the customer base, which is approximately 300 000. In line with the HMP an additional 300 households will have access to electricity. Market research has indicated that a saturation point has been reached in the contract area of electricity distribution for large power customers, business customers and domestic customers and a growth of 1% (300) compounded is projected in these segments.

10 Key Performance Key Performance Baseline Target Q1 Q2 Q3 Q4 Area Indicator Manage key % implementation New 100% - - - 100% projects that are of of finalised CoJ EDI Indicator strategic nature strategy 12 % implementation New 100% - - - 100% of the 2010 World indicator Cup plan for 2005/0613 Operation clean Qualified Unqualified N/A N/A N/A Unquali- audit report: items audit audit (key fied audit

12 The EDI strategy will be revised based on the recent discussions with National Treasury; the implementation plan for 2005/06 will be based on the revised strategy and will be made available in the first quarter. 13The 2010 implementation plan is still awaiting approval from the 2010 subcommittee, which is schedule for the 10 May 2005, milestones to be achieved will be attached in the first quarter.

11 Key Performance Key Performance Baseline Target Q1 Q2 Q3 Q4 Area Indicator in management deliverables letter addressed will be based on the audit opinion ) % compilation of New 100% 0 50% 80% 100% the five-year IDP indicator % implementation 50% at mid- 80% by June - - - 80% of by-law year review 2006 ( enforcement JOC targets 14 Enhance human Number of 10 000 37 000 by 5 000 10 000 10 000 12 000 development and provincial social June 2006 ensure grants beneficiaries consolidation of accessing the HIV/AIDS municipal services initiatives within package15

14 This is reflected in JOC scorecard. 15 Social development will ensure that the identified 37 000 account holders already receiving national and provincial grants are enabled to benefit from the CoJ’s municipal services package. The CoJ’s municipal services package entails municipal services (water, electricity and sanitation), write-off of the rates and services.

12 Key Performance Key Performance Baseline Target Q1 Q2 Q3 Q4 Area Indicator the CoJ Number of New 10 000 1 000 3 000 3 000 3 000 HIV/AIDS affected indicator and infected children including orphans benefiting from the food programme Amount of money New R300 000 - R50 000 R150 000 R100 000 collected for indicator Mayoral AIDS fund16 % compliance with 100% policy 100% 100% - - 100% the “Wellness revised in HIV/AIDS in the Feb 2005 Workplace” policy Ensure inner city Facilitate the 2 217 - 1 1 regeneration establishment of (additional) CIDs to support urban management Number of 10 10 2 3 3 2 buildings awarded (additional) through the Better Buildings Programme % implementation New 100% by - - - 100% of UDZ plan 18 and indicator June 2006 milestones achieved

Ensure the % of approved New indicator 100% - 20% 30% 50% achievement of the capital investment desired urban form programme (CIP) projects completed

16 A list of beneficiaries will be provided once the Executive Mayor has approved the list. 17 The two areas that are being targeted for this KPI are: Ellispark Precinct and Diagonal Street (CBD), these would be finalised in consultation with the CJP. 18 The details of milestones and targets that are entailed in the UDZ implementation plan will be attached in the first quarter.

13 Key Performance Key Performance Baseline Target Q1 Q2 Q3 Q4 Area Indicator % completion of the Ongoing 100% - - - 100% CoJ in the ARP19 project implement- Presidential tation of the Programme for business plan 2005/06 for 2005/06 % of development 100% 100% 100% 100% 100% 100% applications recommended in terms of the SDF and all its related policies i.e. Urban Dev Boundary, Density Policy, Nodal Policy, Mobility Policy Number of housing and development opportunities identified: Number of hostel 900 500 - - - 500 units converted (to (additional) (additiona family units or other l) accommodation options) Number of title 6 000 6 000 - - - 6 000 deeds issued as per (additional) (add-

19 The State President announced the Alexandra Renewal Project on 11 February 2001. He stated that an amount of R1,3 billion would be spent on the project from the national coffers over a seven-year period. The focus of ARP is to: 1) improve the quality of life for the community and integrate the area into the surrounding established areas; 2) provide the same level of municipal services that are paid for as per adjacent areas; 3) de-densify the area to improve the quality of life and provide housing; and 4) encourage local economic development and reduce unemployment. The project was divided into eleven functional areas and has been managed jointly between the GPG Department of Housing and the CoJ. A key success factor for ARP is the integration of this project into the normal CoJ projects, especially in regard to housing as the shortage of land has meant that people must be moved to other areas. Success of the targets in this scorecard will be clearly indicative of the success of the overall programme. A block-by-block approach to implement the targets is being considered.

14 Key Performance Key Performance Baseline Target Q1 Q2 Q3 Q4 Area Indicator first directive itional) Number of title 700 700 - - - 700 deeds issued as per (additional) (add- second directive itional)

Number of title 500 500 - - - 500 (add- deeds issued in less (additional) itional) formal townships as per third directive Number of sectional 30 27 - - - 27 title schemes (additional) (add- created itional) Number of units 3 500 5 000 - - - 5 000 built as per special (additional) (add- projects itional) Number of serviced 20 000 20 000 - - - 20 000 stands delivered (additional) (additional) Number of units in 100 100 - - - 100 old-age homes (additional) refurbished or upgraded Ensure financial Ratio of service 11% 10% 10% 10% 10% 10% sustainability, debtors to revenue20 economic Ratio of cost21 22 days 30 days 30 days 30 days 30 days 30 days development and coverage job creation maintained Revenue collected: RMU R7,6 bn R7,3bn22 R1,835bn R1,835bn R1,835bn R1,835bn Johannesburg Water R1bn R1,8bn R450m R450m R450m R450m City Power R2bn R2,4bn R600m R600m R600m R600m Pikitup R168,5m R142,9m23 R35,7m R35,7m R35,7m R35,7m Establishment and - Receipt of Tenants Tenants signed up Facility fully implementation of IDC funding signed up and operational the Soweto facility Empowerment Zone - Stands operational and Development provided and Zone licensed Number of jobs24 TBD 10 000 1 000 2 000 3 000 4 000 created in terms of the EPWP

20 This ratio measures how much of revenue is tide-up in debtors, the ratio is revenue/ net debtors, that is the lesser the debtors the better. 21 This ratio measures how many days our operational cash can cover our operational costs. 22 The drop in the revenue collected by RMU in attributed the migration of customer’s to Johannesburg Water (JW), thus increasing the revenue to be collected by JW from 1Rbn to R1,8bn. 23 The reduction is due to the fact that Pikitup is recording a deviation in the current target. However, the panel is till to approve the deviation. The proposed target will be further informed by panel deliberations in the third quarter coaching session. 24 The CoJ defines a job as per GPG’s definition. The GPG defines a job as employment equivalent to a three-month period.

15 Key Performance Key Performance Baseline Target Q1 Q2 Q3 Q4 Area Indicator Support the of Time taken to New 15 days 15 days 15 days 15 days 15 days deepening respond to issues indicator democracy, raised at Mayoral promoting good road shows governance and % completion of New 100% 20% 30% 30% 20% advancing sound comprehensive indicator external relations legislative compliance register % implementation New TBD26 in the of the inter- indicator first quarter governmental strategy to improve its efficacy25 % provision of New 100% 100% 100% 100% - required support to indicator IEC for the forthcoming municipal elections Ensure the % affirmative 50% 60% - - - 60% effective financial procurement (BEE and human and SMMEs) of resource total procurement management value % of CoJ’s capital 95% 95% 20% 30% 30% 15% budget spent % variance against 0% 0% over - - - 0% the CoJ’s operating expenditure budget % development and New 100% policy - 100% - 100% implementation of indicator development: policy the transfer policy Dec 2005 develop- to deal with existing ment: skills mismatch 100% Dec 2005 related to the CoJ’s implement- strategy tation, June 2006 % implementation New 100% 50% 50% - - of the CoJ’s indicator succession and continuation plan for high level structure in the next term of office 27 % compliance with 100% 100% - - - 100% employment equity targets:

25The CoJ is currently undertaking an audit of the relationships and partnerships with various national, provincial departments and other municipalities to assess the effectiveness of these relationships. Once completed, an implementation plan with milestones and targets will be used to address any identified gaps and initiate programmes to enhance strategic relationships and partnerships. 26 The baseline and target will be made available during the first quarter coaching session of the 2005/06 financial year. 27 The milestone to be achieved include: 1) approved high level structure fully capacitated by April 2006; 2) all signed five-year fixed term performance contract in place; 3) New Human Resource Management Strategy aligned to the five-year IDP and strategy.

16 Key Performance Key Performance Baseline Target Q1 Q2 Q3 Q4 Area Indicator

- Africans: 72% - Whites: 17,8% - Indians: 3,7% - Coloureds: 6,5% People with disability: 5% % compliance with 100% 100% - - - 100% Skills Development Act and the CoJ’s Skills Development Plan targets, in relations to the 1% wage bill for training and development of staff

Table 2.2: Chief Operations Officer Scorecard

Key Performance Key Performance Baseline Target Q1 Q2 Q3 Q4 Area Indicator Enhance customer Implementation and Establish- 100% 100% service co-ordination of the ment of the implement- implemen citywide CRM CRM Unit ation by t-ation by strategy 28 June 2006 June 2006 Completion of 200 scripts 250 scripts - 25 scripts - 50 scripts scripts for services by May and products offered 2006 by the CoJ that facilitate identification of needs and matching these to appropriate services 29

28 In January 2005 the CoJ appointed the Director, CRM. At that stage it was envisaged that the CoJ would establish a Shared Services Centre providing shared services in the areas of IT, HR, Finance, CRM, etc. This conceptualisation has since changed with some of the work being done with Revenue & IT on JoServe. The OCM is now working towards the establishment of a centralised citywide CRM unit that would take responsibility for the implementation of the CRM framework and model agreed upon, setting of standards and monitoring compliance from all departments and UACs. 29 The scripting project is based on best international practice which requires multi-skilled front end staff (customer relationship agents) to deal with all service requests, irrespective of type of contact (telephonic, face-to-face, electronic). In other words, each CRA will be able to use a rational question and answer script for a particular service requirement, to come to a consistent needs identification and match the relevant CoJ services to those needs. The customer will always get the same right answer irrespective of with whom and where they interact with the CoJ. This multi-skilling approach ensures effective utilisation of human resources at contact points; you do not need expensive specialists at the front end;

17 Key Performance Key Performance Baseline Target Q1 Q2 Q3 Q4 Area Indicator % improvement in To be 15% Establish - 15% 15% time taken to verified improve- baseline improve- improve- acknowledge and based on ment on ment on ment close trouble tickets end of baseline baseline as a result of the current established implementation of financial in first the track and trace year data quarter team % compliance of the TBD 90%30 Revision - - 90% Joburg Connect of SLAs SLA by all internal between users Joburg Connect and all internal users To ensure % implementation New 90% - - - 90% management, co- of the 2005/06 ordination and SDP31 monitoring of Amount of money New R300 000 0 R150 000 - R150 000 service delivery collected for indicator across regions and Mayoral AIDS Fund the CoJ 32

% implementation 100% 100% Sign off - - 100% per of the CoJ events of calendar calendar for 2005/06 2005/06 Calendar of CoJ events

reduces the number of staff needed; and frees up back end technical staff to undertake their real core business activities; reduces high cost back end referral, as referral is only when technically unavoidable; reduces third party transfer; enhances the management of citizen expectations, in terms of existing CoJ citizen relationship management (CRM) policies; reduces repeat contact; ensures consistent value added information; and significantly lowers unit contact costs. 30 As per the discussions at the panel: the COO and Joburg Connect will undertake a thorough review of the current SLAs between Joburg Connect and internal users (departments, regions and UACS), these SLAs will be amended to not only include response times to complaints and queries and finalising trouble tickets, butwill also set targets for actual service delivery, i.e. the fixing of the traffic light or pothole reported. The SLAs will be amended within the first quarter of 2005/06 and monitored for compliance for the remainder of the year. 31 See the Health and Social Development SDP for 2005/06. 32 The Mayoral AIDS Fund will be established within the first quarter of 2005/06 and an amount of R300 000 raised. These funds would be disbursed to deserving organisations working in the field of HIV/AIDS based on the framework and criteria that would have been developed in line with the establishment of the fund.

18 Key Performance Key Performance Baseline Target Q1 Q2 Q3 Q4 Area Indicator To ensure the % co-ordination of N/A 100% by - 100% by - - delivery of ‘free and fair’ elections election ‘strategic projects’ elections in the CoJ (date to be date on behalf of the City determined) Manager % implementation New 100% Develop- - - 100% of the 2010 World indicator ment of Cup plan for 2010 2005/0633 World Cup plan for 2005/06 To build and sustain Development of an New 100% by - - - 100% the information Enterprise Systems indicator June 2006 technology Framework (ESF) capability of the for the CoJ and its CoJ to provide an UACs integrated approach to enterprise data and information management. Development of a New June 2006 - - - 100% strategy and indicator business case for the implementation of Open Source software for the CoJ and its UACs 34 Management of the New Dec 2005 - 100% by - - smooth transition indicator Dec 2005 from the current service provider to the newly appointed outsourced partner Ensure effective by- Implementation of Phase 1 Phase 2&3 Sign off - - 100% law enforcement Phase 2 & 3 of the of the of Pilot approved project Joubert Park Project plan of the Joubert Pilot Plan35 Plan Park Pilot Project

33The 2010 implementation plan is still awaiting approval from the 2010 subcommittee, which is schedule for the 10 May 2005. Milestones to be achieved will be attached in the first quarter. 34 The development of the strategy and business case would be supported by the results of pilot studies conducted to demonstrate the technical and financial benefits such software. 35 In Phase 1 of the project a complete audit of the problems identified in the Joubert Park area and surrounds was conducted and a number of trouble tickets logged with various service agencies. Phase 2 and 3 involve the resolution of the trouble tickets and the implementation of corrective measures to clean up the area, including the regularisation of taxi ranks. The project would learn from the experiences of the Soweto 100 spots project but has unfortunately been much more difficult to implement and sustain. A concerted effort from all role players is critical for the success of the implementation of this project.

19 Key Performance Key Performance Baseline Target Q1 Q2 Q3 Q4 Area Indicator (inner city clean up) % implementation 50% at mid- 80% Sign off - - 80% of by-law year review of by law enforcement JOC enforce- targets 36 ment JOC scorecard Support the % development of New 100% by - 100% by - - implementation of the capital funding indicator Dec. 2005 Dec 2005 the CoJ’s Human models for ECD Development centres Strategy Number of residents New 37 000 9 250 9 250 9 250 9 250 accessing the indicator municipal services package37 Ensure sound % variance against 0% over 0% over - - - 0% over financial, HR and operating budget expenditure expenditure expend- operational iture management % of capital budget TBD 100% - - - 100% spent Fully GAMAP 100% Monthly 100% 100% 100% 100% compliant register asset updated updated updated updated of movable assets register update reports signed off by head of department (or responsible manager) Level of compliance 100% Monthly - - - 100% with operation clean project audit GANTT chart report on activities Operation Clean Audit

Budget summary

The OCM vote comprises a number of units as outlined above. The budget allocation for the various components/units is outlined in Table 2.3.

Table 2.3: Office of the City Manager Vote Breakdown

Unit Operating budget 2005/06

36 See by-law enforcement JOC scorecard. 37 Social development will ensure that the identified 37 000 account holders already receiving national and provincial grants are enabled to benefit from the CoJ’s municipal services package. The CoJ’s municipal services package entails the municipal services (water, electricity and sanitation), write-off of the rates and services.

20 (R 000) Office of the Executive Mayor 11 003 Office of the Speaker 12 097 Councillor Allowances 59 642 Strategic Support 62 958 Communications 16 101 Internal Audit 28 904 Joburg Connect 35 819 Information Technology 199 700

Table 2.4 is a quarterly breakdown of the operating and capital budget for the Office of the City Manager Vote.

Total Cashflow Projection (R 000) Q1 Q2 Q3 Q4 Opex 426 225 110 642 105 965 104 809 104 809 Capex 10 056 1 006 2 011 3 017 4 022

21 SHAREHOLDERS UNIT AND CONTRACT MANAGEMENT UNIT

Background

Both the Shareholder Unit (SHU) and the Contract Management Unit (CMU) are responsible for oversight of the companies. The SHU focuses on the financial oversight while CMU focuses on service delivery.

The Shareholder Unit (SHU) was established in August 2003 to represent the interests of the CoJ as the shareholder, in line with corporate governance principles and practices Municipal Owned Entities (MOEs). The core business of the SHU is to monitor, evaluate and report on financial and corporate governance practices and performance, assist with business strategy formulation and evaluate annual financial plans and business plans.

The CMU is responsible for regulating and monitoring the relationship between the Council and the CoJ-owned entities. The CMU monitors, evaluates, reports on compliance, and manages contracts.

Challenges (SHU)

After the first year of operating the key challenges faced by the Unit in giving effect to its stated mandate may be summarised as follows:  Over reliance on financial consulting support which has shown to be lacking in quality in key respects;  Ineffective and inefficient financial and corporate governance monitoring mechanisms;  The development of relevant and realistic financial and non-financial performance measures against which the Municipal Owned Entities are to be monitored;  Actualisation of the Extended Public Works Programme;  The development of effective communication channels between the CoJ and the municipal owned entities to ensure compliance with legal requirements, Council policies, processes, priorities and strategies (the latter embraces Mayoral priorities, the Joburg 2030 strategy, the Integrated Development Plan and legislative requirements);  The absence of independent and cost effective mechanisms and means of verifying reported performance;  The absence of strategies to:  optimise the utilisation of assets owned and/or controlled by the municipal owned entities,  pursue the growth of the entities;  ensure sustainability of entities;  compute and quantify the return on the CoJ’s investment in the entities in both financial and non financial terms;  Auditor General requirement that all companies are to draft their financial statements, the issue here is whether the MOEs are sufficiently capacitated to comply with this requirement;

22  Lack of integration of programmes of the various entities amongst themselves and as they relate to CoJ departments; and  Limited funding which could impact negatively specifically on financial monitoring projects.

Challenges (CMU)

The CMU is the first of its kind in the South African municipal context and as such has had to confront problems without the privilege of referring to comparable experiences. The challenges relate to the CMU’s commitment to implement the Joburg 2030 strategy regarding utilities and companies - which requires that electricity, water, sanitation and waste services comply with international standards of service and reliability, and be cost-competitive and price-competitive on a world scale. Specifically the challenges include:

 Relevance of the KPIs currently being measured by the UACs;  Lack of baseline and benchmarking information;  Conflicting priorities of expanding service delivery and sustainable growth;  Lack of an integrated system to measure citizen satisfaction in terms of service delivery;  Reliability of data supplied by the UACs;  Lack of independent verification of performance of UACs;  Evolving mandate of the CMU in its infancy; and  Role and responsibilities of other core departments in relation to the CMU.

Table 2.5 is the CMU scorecard. The SHU scorecard has not yet been finalised.

Table 2.5: CMU Scorecard

Key Performance Key Performance Baseline Target Q1 Q2 Q3 Q4 Area Indicator To monitor and Number of UACs 10 10 N/A N/A N/A 10 evaluate service monitored against delivery excellence the IDP scorecard, Strategic Agenda and key service delivery areas/sectors38 % of dwelling units 98,4% 98,5% N/A N/A N/A 98,5% with access to basic (965 296) (966 277) level of water39

38 To engage in this process the monitoring, evaluation and reporting protocol will be used. Included in the process will be an evaluation of the quarterly reports in which the KPIs, the Strategic Agenda items and the key service delivery sectors are analysed and a report generated. 39 Dwelling units for Johannesburg Water is defined in terms of meters. The total number of households is 980 992, of which 98,4% (965 296) will be serviced by the end of 2004/05. For the financial year 2005/06 an additional 981 will be serviced which will bring the total number of households serviced by the end of 2005/06 to 966 277(98,5%). The backlog will be 14 715. This refers to the number of backlog households, which is focused on the provision of bulk services in line with the Housing Master Plan requirements; manage the construction of projects in line with the housing SLA where Johannesburg Water will act as

23 Key Performance Key Performance Baseline Target Q1 Q2 Q3 Q4 Area Indicator % of dwelling units 93,9% 94,4% N/A N/A N/A 94,4% with access to basic (921 115) (926 056) levels of sanitation40 Number of dwelling 299 719 300 019 units with access to basic level of electricity (excluding Eskom areas)41 % of households 90% 97% 95% 95% 95% 97% with access to basic level of solid waste disposal in proclaimed areas Average time taken to resolve queries that are referred to: Water42 49 hrs 60 hrs N/A N/A N/A 60 hrs Electricity43 10 days 7 days N/A N/A N/A 7 days Number of UACs 5 10 N/A N/A N/A 10 with reliable baseline information for informing decision-making and performance improvement44 Monitoring of % unaccounted-for 14,2% 13,2% N/A N/A N/A 13,2% sustainable and electricity (% billing accessible service losses) delivery % unaccounted-for 34% 28% N/A N/A N/A 28 water Number of

the implementing agent. 40 The total number of households is 980 992, of which 93,9% (921 115) will be serviced by the end of 2004/05. For the financial year 2005/06 an additional 4 941 will be serviced which will bring the total number of households serviced by the end of 2005/06 to 926 056 (94,4%). The backlog will be 54 936. This refers to the number of backlog households, which is focused on the provision of bulk services in line with the Housing Master Plan requirements; manage the construction of projects in line with the housing SLA where Johannesburg Water will act as the implementing agent, ensure that public participation and adequate communication is carried out with benefiting communities in terms of LOS application and the roll-out of the VIP Programme. 41 Dwelling units for City Power is defined in terms of the customer base, which is approximately 300 000 – in line with the Housing Master Plan an additional 300 households will have access to electricity. Market research has indicated that a saturation point has been reached in the contract area of electricity distribution for large power customers, business customers and domestic customers and a growth of 1% (300) compounded is projected in these segments. 42 With the migration the average for the year to date is 60,5%, which is close to the annual target (2004/05). However, additional top customers will be migrated during the new financial year, and it is not yet possible to assess the impact of queries arising from these additional accounts, hence a turn around time of sixty hours will be retained. 43 This calculation was based on the Pega basket and the manual tracking of queries that require investigative work. 44 The baselines of five companies were assessed (City Power, Johannesburg Water, City Parks, Pikitup and Johannesburg Roads Agency). The remaining five companies (Civic Theatre, Johannesburg Fresh Produce Market, Joburg Zoo, Johannesburg Property Company and Metro Bus) are to be completed.

24 Key Performance Key Performance Baseline Target Q1 Q2 Q3 Q4 Area Indicator electricity outages Bulk 165 150 N/A N/A N/A 150 Medium voltage 1 500 1 275 N/A N/A N/A 1275 Low voltage45 133 600 93 900 N/A N/A N/A 93 900 Length of gravel 750 42,6 N/A N/A N/A 42,6 road upgraded46 Completed potholes 95% 95% 95% 95% 95% 95% expressed as a % of reported potholes Completed 75 100 80% 90% 95% 100% reinstatements as a % of total orders Number of new 0 3 N/A N/A N/A 3 regional parks established47 Number of traffic 1 790 1 783 1 783 1 783 1 783 1 783 signal controlled intersections working in any one day Number of 240 litre 0 50 000 12 500 12 500 12 500 12 500 bins rolled-out in Orange Farm48 Number of 240 litre 21 000 30 000 (9 000 2 500 2 500 2 500 1 500 bins rolled out (new to be rolled out) developments and replacements) Volume of waste 5% 5% 5% 5% 5% 5% recycled as a % of total waste collected To monitor and Number of fleet 0 4 1 1 1 1 evaluate service performance reports delivery generated in respect performance and of: compliance; Availability facilitate service Affordability delivery monitoring Contractual and innovation obligations The level of 100% 100% 100% 100% 100% 100% performance in respect to which the Egoli Gas and the CoJ are meeting the: Licensing agreement

45 Low voltage – this calculation is based on the number of jobs created and dispatched and not the number of complaints. The reason being is that many customers may report the same complaint several times, hence a better measure is the number of jobs created and dispatched. 46 The areas targeted for the gravel road upgrading are: Ivory Park - 25,56km at a cost of R33million; Orange Farm – 12,78km at a cost of R16,5 million; Diepsloot – 2,25km at a cost of R5,5 million. The finalisation is pending approval from the Mayoral Committee. 47 New regional parks will be established in Orange Farm (R2 million), Soweto – Region 6 (R1,17 million), Cosmo City (R4 million), Mayibuye (R800 000). 48 The bin roll-out will happen in Orange Farm only.

25 Key Performance Key Performance Baseline Target Q1 Q2 Q3 Q4 Area Indicator Sale and purchase agreement The level of Kelvin 100% 100% 100% 100% 100% 100% and CoJ performance in terms of the contract Performance review 0 206/06 N/A N/A N/A 2006/06 of the power purchase agreement by target date Number of 2 4 1 1 1 1 photometric reports of Pikitup service delivery performance Closed landfill 0 206/06 N/A N/A N/A 2006/06 evaluation completed by target date Number of UAC 10 10 N/A N/A N/A 10 business plans and KPIs evaluated annually Number of UACs 10 10 N/A N/A N/A 10 with new service delivery targets negotiated Implementation of CMU database 206/06 N/A N/A N/A 2006/06 an integrated CMU designed data warehouse system by target date Establish system for 0 206/06 N/A N/A N/A 2006/06 addressing cross- cutting issues in respect of BEE, EMS, CSS, ABC49 by target date Establish a database 0 06/06 N/A N/A N/A 2006/06 for basic service delivery in informal settlements by target date Number of suppliers 0 20% 20% 20% 20% 20% accredited in respect of BEE as a percentage of the total supplier database of Johannesburg

49 Develop protocols, frameworks and procedures for the implementation of a BEE framework across the UACs, standardised procedures in respect of Environmental Management Systems in particular setting up and EMS, developing methodologies for customer satisfaction and undertaking Meta-evaluations of UAC conducted customer satisfaction surveys, developing a process for the implementation of activity based costing.

26 Key Performance Key Performance Baseline Target Q1 Q2 Q3 Q4 Area Indicator Water, City Power and Pikitup % BEE Spend by 50% 60% 60% 60% 60% 60% the UACs Number of jobs 6 310 4 786 N/A N/A N/A 4 786 created by Johannesburg Water, City Power and Pikitup

Budget summary

Table 2.6 is a quarterly breakdown of the operating and capital budget for the CMU and the SHU.

Total Cashflow Projection (R 000) Q1 Q2 Q3 Q4 Opex 2 090 934 508 081 507 884 511 222 563 747 Capex 400 40 80 120 160

FINANCE AND ECONOMIC DEVELOPMENT

Background

The Finance and Economic Development (FED) department is responsible for the development of the CoJ’s strategy, for economic development, marketing and overall financial management. This includes the development of a financial framework for the municipal entities which are under the ownership and control of the CoJ and to coordinate and effect the implementation of the Joburg 2030 strategy for economic development and job creation. The department is also responsible for ensuring a balance between the municipal entities, core administration and compliance with legislation (including the implementation of the MFMA), regulations, and governance practices.

Overall management of FED includes:  Compilation of the medium-term budget framework;  Management and control of expenditure;  Collection of revenue through the proposed Revenue Shared Services Centre (currently Revenue Management Unit);  Raising of loan finance and cash-flow management;  Physical risk management;  Asset and liability management;  Supply chain management;  Ensuring legislative and professional compliance in respect of financial management by the various municipal entities and departments; and

27  Strategic co-ordination and effecting the implementation of the Joburg 2030 strategy for economic development including the responsibility for various Joburg 2030 projects, small business support, as well as oversight of the Metro Trading Company, Johannesburg Tourism Company and Johannesburg Development Agency.

Service delivery

FED strives to enhance customer service by being more responsive and financially accountable to its citizens. The department seek to ensure effective revenue management and ensure sound financial management. The department has the major task of ensuring overall financial oversight of the CoJ.

FED has put aside an operating budget to deal with specific departmental programmes and projects. The focus is on financial management, supply chain management, revenue billing and collection. Focus is also given to economic development programmes which include sector support, area regeneration, skills, safety and security, investment facilitation and BEE, informal trading, economic access, research, mainstreaming Joburg 2030and tourism.

The department has also budgeted for marketing programmes which includes oversight of Joburg website and leveraging content into media, co-ordination of the Joburg brand and corporate identity and leveraging brand recognition to ensure awareness of the CoJ’s programmes, qaphela/be safe campaign in partnership with other agencies, marketing of progress on the six mayoral priorities, production and flighting/distribution of media on events and offerings in Joburg and sponsorship of major events in line with an approved policy.

The CoJ is committed to economic development and in keeping with this commitment the department seeks to promote economic development and tourism. The CoJ seeks to be the world class city in Africa and therefore it becomes important to market the CoJ.

The overall service delivery of the department is summarised in Table 2.7. This scorecard outlines key performance indicators and targets for FED.

Table 2.7: Finance Scorecard

Key Performance Key Performance Baseline Target Q1 Q2 Q3 Q4 Area Indicator

Enhance customer Number of UDZ 2 0 40 5 1 0 5 2 0 service projects register for incentives 50 % positive 80% 85% - - - 85% perception of the CoJ achieved in the annual customer

50 Explain processes, milestones and targets that are entailed in the UDZ implementation incentive.

satisfaction survey Ensure sound % attainment of Disclaimer Unqualified - - - Unqual- financial unqualified audit ified management report in terms of revenue and fixed assets

Opening and New 100% 10% 20% 50% 100% closing of indicator accounts51

Amount of revenue New TBD TBD TBD TBD TBD recovered from indicator outstanding debtors handed over to attorneys Ensure effective Cash collected against billed: revenue and RMU R7,6bn R7,3bn R1,825bn R1,825bn R1,825bn R1,825bn economic development to Johannesburg R1bn R1,8bn R450m R450m R450m R450m Water City Power R2bn R2,4bn R600m R600m R600m R600m Pikitup R168,5m R142,9m R35,7m R35,7m R35,7m R37,5m Performance against billed: RMU New 90,5% 90,5% 90,5% 90,5% 90,5% Johannesburg indicator 100% 100% 100% 100% 100% Water City Power 101% 101% 101% 101% 101% Pikitup 95% 95% 95% 95% 95% Ratio of service 11% 10% 10% 10% 10% 10% debtors to revenue52 Ratio of debt 11:1 times 13:1 times 13:1 times 13:1 times 13:1 times 13:1 times coverage or improved comparative target Ratio of cost 22 days 30 days 30 days 30days 30days 30days coverage maintained53 Ensure overall % variance against 0% over 0% over 0% 0% 0% 0% financial over sight the CoJ’s operating expenditure expenditure budget % of CoJ’s capital 85% 90% 25% 50% 75% 90% budget spent % alignment of New 100% 100% 100% 100% 100% current corporate Indicator governance protocol with MFMA and MSA54 51 The objective is to eliminated duplication of accounts to customers. 52 This ratio measures how much of revenue is tied up in debtors, the ratio is net debtors/revenue, that is the lesser the ration the better. 53 This ratio measures how many days operational cash covers operational costs. 54 Timetable to be determined by the first quarter.

% reduction of New 100% 3 months 3 months 3 months 3 months procurement indicator turnaround to three months % alignment of New 100% by 10% 50% 75% 100% processes with the indicator year end SCM policy Promote economic % establishment New Establish- Nil Nil 50% 100% development and and operation of indicator ment by Jan tourism to market Soweto Tourism 2006 the CoJ Information centre Operational by June 2006 Number of safety New Nov 2005 Nil 100% Nil 100% awareness indicator and May campaign55 2006 (Qaphela) % establishment of New Agreements - - - 100% the CoJ indicator with two merchandise brand fashion 56 designers

Implementation of 2030 projects Support small businesses in the CoJ through:

Management of New 90% Nil 20% 60% 90% 500 street trading Indicator occupation stands by MTC57 Number of Launch 500 people Nil Nil 250 250 SMMEs trained in trained small businesses and basic skills through Wits Business School58 Establishment and Feasibility Tenants TBD TBD TBD TBD implementation of study and signed up business business and facility empowerment zone plan operational

55 The purpose of the campaign is to alert people especially children in terms of safety precautions. 56 This KPI is subject to the merchandising strategy approval by EMT. 57 To run their business effectively and seek further employment opportunities giving access to labour market through training. 58 The outcome of this KPI to equip small businesses owners to be better entrepreneurs and assist them in managing their businesses.

in Soweto Establishment of a Business First intake Nil 300 200 200 call centre training plan and of 700 academy in feasibility students60 partnership with CIDA and business59 Expansion of Establish- Contract in Nil 2 4 4 Joburg Art Bank61 ment place with of ten clients Completion of Approved Milestones TBD TBD TBD TBD phase I62 development as set out in development in plan phase I and Nasrec per business plan Publication of New Report - - - Report annual economic indicator published published overview for CoJ and and dissemin- dissemin- ated ated Ensure the strategic % of capital budget 90% 100% 25% 50% 75% 100% management of the spent department % variance against 0% over- 0% over- 0% 0% 0% 0% operating budget expenditure expenditure Fully GAMAP 100% 100% 100% 100% 100% 100% compliant register monthly of movable assets asset register update reports Level of 100% 100% 0% 20% 60% 100% compliance with operation clean audit GANNT chart activities Frequency of Monthly Monthly 3 reports 3 reports 3 reports 3 reports procurement reporting by head of department/ region Achievement of 100% 100% Influenced Influenced Influenced 100% employment equity by by by requirement as per vacancies vacancies vacancies plan % departmental 1% of wage 1% of wage 25% 25% 25% 25% budget spent on bill bill skills development

59 Getting assess to training and enable young people to the exposed to call centres. 60 The targets will be done once the feasibility study is complete. 61This KPI aims to empower and expose artist, by providing them with a platform to exhibit their art works. 62.The Nasrec development is one of the development towards 2010, the milestone of Phase I will be made available in the first quarter. 62

Levels of staff Up to and Up to and 100% 100% 100% 100% performance including including managed level 4 level 4 Frequency of Six monthly Six monthly - Report - Report reports submitted (December (December to Office of the 2003 and 2004 and City Manager on June 2004) June 2005) progress against the department’s scorecard Level of 100% of 100% of 100% 100% 100% 100% compliance to implement- implement- CoJ’s HIV/AIDS ation plan ation plan workplace policy

Budget summary

Table 2.8 is a quarterly breakdown of the operating and capital budget for the Finance and Economic Development department.

Total Cashflow Projection (R 000) Q1 Q2 Q3 Q4 Opex 1 959 308 524 614 431 100 426 920 576 674 Capex 67 978 000 679 780 6 797 800 13 595 600 46 904 820

CORPORATE SERVICES

Background

The Corporate Services Department was established in the CoJ as part of the CoJ’s constitutional mandate to “structure and manage” its administration, as well as the CoJ’s iGoli 2002 strategy and plan. The Corporate Services Department is responsible for providing a range of support services to the core administration and the regional administrations of the CoJ. The support services currently consist of: human resource management, administrative services, legal services, facilities and maintenance management, geographical information services, valuation and property advisory services, occupational health and safety management and financial and fleet management. Some directorates such as GIS and Valuations also provide services to external clients.

Challenges

The following has been identified as some of the key challenges:

 Limited resources;  Attracting and training staff;

32  Retaining skilled staff;  Unfunded liability;  Lack of integration and alignment of systems; and  HIV/AIDS in the workplace.

Service delivery

Some of the key programmes identified for implementation are:  HIV/AIDS workplace programme;  Support by-law enforcement;  GIS priority data sets;  Compilation of the next valuation roll;  Skills development programme;  Employee relations programme;  Provide a technical support for the management of unfunded liabilities;  Management of disciplinary cases; and  Upgrading of buildings programme which includes improving access to public conveniences.

The overall service delivery of the department is summarised in Table 2.9. This scorecard outlines key performance indicators and targets for Corporate Services.

Table 2.9 : Corporate Services Scorecard

Key performance Key performance Baseline Target Q1 Q2 Q3 Q4 area indicator

Maximise client and % improvement in 54% 80% 36% 60% 70% 80% stakeholder customer satisfaction. satisfaction rating for human resources % fleet availability 90% 95% 90% 91% 93% 95% for CoJ core functions and regions Increase in the 350 000 hits per 10% increase TBD number of hits in annum on July 2005 the usage of GIS baseline Internet Mapping Site (IMS Online Maps)

33 Key performance Key performance Baseline Target Q1 Q2 Q3 Q4 area indicator

Ensure proper Number of existing 33 25 See See See 25 management of all public conveniences capex capex capex public conveniences upgraded and and performance of refurbished63 outsourced contractors in the Number of new 3 3 See See See 3 CoJ public conveniences capex capex capex established64. 100% compliance 60% 100% 60% 70% 85% 100% with the service level agreement in the management of cleaning services65 100% compliance Baseline to be 100% 25% 50% 75% 100% with the services established level agreement in the management of security services66 Provide Number of days 45 days 30 days TBD comprehensive taken to finalise human resource disciplinary cases management and related to fraud, sound employee corruption and other relations for the CoJ infringement before appeal Number of days TBD taken to finalise disciplinary cases as per the code of good practice:

-Complex 180 days 120 days -Simple 90 days 60 days TBD % implementation 50% 100% 25% 50% 75% 100% of the total human resource model for the CoJ of e-shared services67. Employees climate survey68

63 Twenty-five new hotspots will be identified and the list will be different to the thirty-three public conveniences refurbished and upgraded during 2004/05. 64 The thirty-three new public conveniences to be established will be in the new hotspots identified and approved by the CoJ. The areas will only be made public after they have been identified. 65The lists of deliverables/milestones in the newly signed service level agreement between Corporate Services and the cleaning company should be clearly spelt out and tightened up. 66 The lists of deliverables/milestones in the newly signed service level agreement between Corporate Services and the security company should be clearly spelt out and tightened up. 67 E- Shared Services is the profience that apply to the full utilisation of the SAP human resource system in a centralised manner that leads to proper management of systems in process.

% increase in 1 038 12% sample TBD the number of employees – employees 9,4% sample participating in the climate survey % improvement 0 100% 25% 50% 75% 100% in the progress on three recommended interventions Number of existing 140 100 25% 50% 75% 100% skills mismatch corrected69.

68 he first Climate Survey conducted in November 2003 recommended twelve interventions. The three critical recommended interventions for improvement are; (a) communicate successes regarding employment equity. (b) prepare a skills development plan (technical and people skills) for the CoJ and train managers/employees accordingly. (c) train managers in the following: how to manage change, coaching skills, leadership skills, communication skills, diversity management. 69 The CoJ has identified 140 mismatches during the last financial year through skills audit. Of the 140, twenty-five were due for normal retirement and were requested to extend for another year to transfer skills and the remainder were placed through normal placement, promotion and succession planning process related to the CoJ strategy.

% compliance with 100% 100% 25% 50% 75% 100% Skills Development Act and the CoJ’s skills development plan targets, in relations to the 1% wage bill for training and development and staff Effective and % completion of the 100% 100% by 30 75% 100% - - efficient provisional November 2005 management of supplementary Corporate Services valuation roll sub-directorates (SV4)70 with regard to valuation and the printing thereof % implementation 60% 100% 60% 70% 80% 100% of OHASA standards in terms of fire, electrical, etc as per EMS assessment report71 at all corporate buildings and the Metro Centre % street names 0% 100% of 25% 50% 75% 100% captured for existing approved street informal names settlements72

70 Due to the uncertainty on the actual date of the completion of the General Valuation (GV) Roll, the CoJ will continue with the annual Supplementary Roll (SV4). However, the uncertainty with the GV will be resolved within the current year. 71 The EMS assessment report identified the following gaps in terms of Section 16 of the Fire Brigade Services Act 99 of 1987; e.g. Fire signage (TT29), fire extinguishers unlocked (TT38), stoppers to be installed, all ventilated smoke and draught doors must be reinstated (TT45), etc. 72 The CoJ is capturing street names on the GIS SYSTEM in order to contribute on other efforts such as the response times for emergency services and incidents of crime.

provided and approved through housing, regions and planning departments % of legal services provided within set of departmental guidelines (time and quality): Complex opinions 100% in16,4 100% in 15,9 TBD days days Less complex 100% in 8.2 100% in 7.9 days TBD opinions days Drafting of legal 100% in 16.5 100% in 15 days TBD documents days % of litigations 70% 80% 72% 74% 77% 100% against the CoJ successfully defended and won % implementation 100% 100% 25% 50% 75% 100% of the recommended options from the feasibility study on the printing department73 % reduction of R40 m 10% reduction - - - telephone costs - across the CoJ74 % compliance with 100%, policy 100% - - - 100% the “Wellness revised in Feb HIV/AIDS in the 2005 workplace” policy75 Ensure sound % affirmative 50% 60% - - - 60%% financial, HR and procurement (BEE operational and SMMEs) of management total procurement value

73 The feasibility study has revealed the following weakness: shortage of competent staff members, old technology to cope with the high demand for services; high maintenance costs not able to compete with private companies, prices not competitive, poor workmanship, etc. The printing department is technologically driven and competitiveness is highly dependant on the accessibility to machinery and technology. The following options have been considered in the feasibility study: internal provision of the services (centralised); management contract with recapitalisation and reskilling; joint venture through an institutionalised structure and outsourcing of the function. 74The implementation of the CoJ’s Telephone Management System is intended to reduce the citywide budget from R40 052 000 by 10% to R36 046 800. 75 The HIV/AIDS in the workplace programme and policy suggest the following for compliance – a) appointment of the co-ordinator (b) establish local committees (c) peer educator forums (d) road shows (e) register of referrals to wellness unit (f) register for condom distributions.

% variance against 0% 0% over - - - 0% the CoJ’s operating expenditure over budget expend iture Fully GAMAP 100% 100% - - - 100% compliant register of movable/immovable assets % compliance with 100% 100% - - - 100% Employment Equity targets:

Africans: 72% Whites: 17.8% Indians: 3.7% Coloureds: 6.5% People with Disability: 5% Levels of staff Up to level 6 100% up to and - - - 100% performance including level 6 managed % implementation 100% 100% of leave - - - 100% of the e - application to be government in completed on respect leave line

Budget summary

Table 2.10 is a quarterly breakdown of the operating and capital budget for Corporate Services.

38 DEVELOPMENT PLANNING, TRANSPORTATION AND ENVIRONMENT

Background

The CoJ has a vision of becoming a ‘world class African city’. In becoming a world- class city Joburg will have to face a number of challenges. In addition to the usual challenges of inner city decline, attracting new business and rapid growth of traffic volumes, the city also has to restore investor confidence, create jobs in local communities and redress development and infrastructure imbalances. Both internationally and nationally there is great awareness to the need to promote sustainable development, through among other interventions, environment management. The Development planning, Transportation and Environment department has a key role to play in addressing these challenges.

Within the above context DPTE plays a very meaningful role in moving CoJ towards “a World Class City”. The department’s mandate is to formulate development policies, strategies and plans that provide guidance to CoJ entities and private sector on the development direction the CoJ should take. As the developer of the policies, DPTE also has a responsibility to facilitate the implementation of the policies; however the actual implementation is conducted by other core departments and the UACs

DPTE is divided to six directorates, namely; Development Planning and Facilitation, Transportation Planning and Management, Environmental Planning and Management and Development management. The combination of these sectors within one Department is regarded as best practice as it enables the principle of integration to be effected in the policies and strategies that are produced and in the operations of the Department. In fulfilling the mandate all Directorates have two common main goals, that is, attaining a particular desired urban form and improving quality of life.

Challenges

The department is faced with a number of issues that pose a challenge and have an impact on service delivery efforts.

Transportation  Divisions in the taxi industry together with a shortage of operational funding for managing taxi ranks have made the opening some newly-constructed taxi facilities impossible to achieve;  The institutional fragmentation of transport functions across the three spheres of government in the CoJ continues to pose an implementation challenge;  Private vehicle congestion;  Traffic safety; and  Gautrain.

Development planning and facilitation  Further integration between development plan proposals and infrastructure and services delivery;

39  Support the CoJ’s housing delivery objectives and ensuring the development of sustainable communities;  Plan and support better nodal management and development in developed and under-developed areas to support the CoJ’s economic development objectives;  Identify and implement appropriate development promoting mechanisms and incentives in priority development areas;  Further integration between the CoJ’s spatial and development plans and area regeneration initiatives; and  Prepare the CoJ from a spatial planning and infrastructure managing point of view for the 2010 Soccer World Cup.

Environment planning and management  Obtain corporation from all other UAC’s to develop and implement Environmental Management Systems;  Implement cleaner production and consumption initiatives within the CoJ; and  Enuance the productive use of landfill gas through the harvesting of landfill gas for other use.

Development management  Improve the efficiency of the department in the form of turn around times for the different types of applications in the absence of additional financial resources;  Improve the efficiency of the department in the form of turn around times for the different types of applications in the absence of additional financial resources;  Improve overall Law enforcement; and  Provide a new, equitable, standardised and comprehensive LUMS.

Service delivery

DPTE has capital projects that align with the range of strategic priorities of the CoJ that relate to development, planning, transport and environment. The departmental scorecard signals the commitment of the Department to achieve desirable urban form that is characterised by bylaw enforcement. Given the traffic volumes the department plans to enhance transportation service delivery. The department strives to strategically manage and coordinate the CoJ’s public investment in line with strategic agenda and ensure job creation. The department is committed to EPWP and BEE.

The department is also faced with an enormous task of promoting sustainable development that is people centred. At the centre of the departments priority is to enhance customer service and ensure communication with the citizens of Joburg. The department has the task to manage and coordinate strategic projects that have citywide significance.

The overall service delivery of the department is summarised in Table 2.11. This scorecard outlines key performance indicators and targets for the department.

40 Table 2.11: DPT & E Scorecard

By-law enforcement % notices issued on 100% 100% 100% 100% 100% 100% confirmed illegal uses

% contraventions 65% 70% 15% 25% 50% 70% successfully resolved (including compliance with notices and prosecutions)

Plan of intervention 80% TBD in line with the plan of intervention for five hotspots to successful be concluded to resolution of ensure that at least contra- 80% of venations in contraventions are five hotspots successfully resolved

Number of illegal TBD TBD TBD TBD TBD posters removed monthly

% removal of legal Will 100% 100% 100% 100% 100% posters where establish deposits have been baseline forfeited. from deposit book

To enhance Maximum turnaround times for planning applications: customer service Rezoning TBD TBD at the TBD TBD TBD TBD end of first quarter

Consent TBD TBD at the TBD TBD TBD TBD end of first quarter

Townships TBD To be TBD TBD TBD TBD establishment determined at the end of first quarter

Building plans:

Minor building 5 days 5 days 28 days 28 days 10 days 5 days works

New dwelling 10 days 10 days 5 days 5 days 28 days 10 days houses

Building plans 10 days 28 days - - - 28 days

% implementation Currently TBD – To TBD TBD TBD TBD of a system to fast focusing on be driven by track high CoJ projects the EDU investment value development applications that promote the achievement of 2030

To ensure % completion of the 100% 80% by end 5% 40% 60% 80% achievement of the design for a of the desired urban form planning trend and financial analysis system year

% of development 100% 100% 100% 100% 100% 100% applications recommended in terms of the SDF and all its related policies i.e. Urban Dev Boundary, Density Policy, Nodal Policy, Mobility Policy

% completion of LUMS 100% by Implement TBD in TBD in TBD in implementation plan policy September ation plan line with line with line with for the Land Use 2005 complete implement implement implement Management policy -action -action -action including: plan plan plan operational and information systems participation strategy legal process to be followed

Implementation of Completion 100% 25% 50% 75% 100% the densification of the programme programme including: Identification of focus areas Infrastructure capacity Mechanisms for implementation

Number of pilots New 2 (East-West 25% 50% 75% 100% implemented to test indicator corridor and some of the Remising) interventions

To promote Number of hectares New To be done 50% 100% - - sustainable of land identified for indicator by Dec 2005 development conservation in terms of JMOSS

% completion of - 100% 25% 50% 75% 100% open space measures in line with the density policy

Auditing of New Annual audit 50% 100% - - implementation of indicator environment management systems at the City Power, Pikitup and City Parks

% facilitation of a New Workshops 25% 50% 75% 100% process to assist indicator with JRA JRA and JW to and JW complete environment Other management corresponde systems nce

Determination of an New 100% 25% 50% 75% 100% appropriate vehicle indicator for implementation of cleaner production programme

To strategically Extent of 12 Monthly 3 3 3 3 manage and co- compliance with reports ordinate the CoJ’s division of Revenue public investment in Act (DORA) line with the including strategic agenda and appropriate ensure job creation interventions

% utilisation of the 100% - 100% - 100% 100% 100% Capital Investment registration tracking of Management of projects projects for System (CIMS) by implementati JRA, JW, Power, on City Parks and Pikitup - Report to include information on the number of jobs created

Implementation of Completion Completion 1 report 1 report 1 report 1 report EPWP framework of the of 4 reports

framework outlining progress with respect to implementation of sector plans (job creation, learnerships)

% completion of the - 100% by 30% 100% - 100% infrastructure December management 2005 framework include- ing : - Defining infrastructure service levels

- Developing life cycle infrastructure planning parameters

- Determining current infrastructure asset status, (capacities), gap analysis, (backlog), and improvement action steps

To enhance Number of public Completion Part of Bara Tender Tender 50% 100% transportation transport facilities of Bara Phase 4 and processes processes service delivery constructed phase 3 New Canada Transfer Node

Number of 5kms Additional 5 Tender Tender 50% 100% kilometres of the kms from processes processes Strategic Public Orlando Transport Network Station implemented northwards

% completion of the Preliminary December 50% 100% - - preliminary design design 2005 and funding model initiated for the inner city distribution system

Number of off-street New TBD TBD TBD TBD TBD and on-street taxi indicator ranks and stops legalised

To effectively % implementation 2010 action 100% 25% 50% 75% 100% manage and co- of the 2010 project plan ordinate strategic in line with the projects which have action plan a citywide significance Completion of the New 100% 25% 50% 75% 100% high level indicator transportation plan for 2010

% implementation ongoing 100 % 100 % 100 % 100 % 100 % and co-ordination of the Alex Renewal Project

% implementation DRA signed 100% TBD in TBD in TBD in TBD in of the project plan in line wit line wit line wit line wit terms of the Huddle project project project project Park Development plan plan plan plan Reservation agreement

% implementation - TBD TBD TBD TBD TBD and co-ordination for the Cosmo City project, as per approved business plan

Gautrain – Extent to - 2 reports per - 1st report - 2nd report which there is annum alignment in the planning of precinct plans and feeder and distribution system with the CoJ’s policies with specific reference to SDF, RSDF and ITP

45 Budget summary

Table 2.12 is a quarterly breakdown of the operating and capital budget for Development Planning, Transportation and Environment.

Total Cashflow Projection (R 000) Q1 Q2 Q3 Q4 Opex 232 320 51 719 66 125 56 650 57 826 Capex 253 585 000 25 386 280 50 726 260 76 066 240 101 406 220

EMERGENCY MANAGEMENT SERVICES

Background

The CoJ’s Emergency Management Services (EMS) is one of the largest providers of emergency services in Africa, operating out of twenty-eight base stations across the city. EMS processes an average of 158 000 calls for emergency assistance annually, Eight-five percent of these are medically related, and the balance are fire and rescue related incidents.

The main business focus of 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 CoJ’s inhabitants.

Challenges

The EMS faces the following challenges:

 Over-expenditure consistently on fleet, staffing (ambulance over R3,4million although overall fleet contract realised a savings of 6,7% overtime over by 64%);  The CoJ’s risk profile is growing faster than its budget and its ability to mitigate that risk;  Under recovery on ambulance fees (recovering between 3% and 5% for the last three years);  Fire safety inspectors not meeting the demand in terms of by-law enforcement due to staff shortages;  Disaster management under is funded;  Implementation of uniform shift system was not accompanied by the filling of the 600 position gap of FF/EMTs and about ninety-eight acting positions;  Joburg Connect model not tracking response value chain;  Poor industrial relations – there is a high number of disciplinary cases, low staff morale;  Poor internal controls regarding procurement, and human resource; and  Lack of capacity both in terms of numbers and competency levels.

46 Service delivery

To enhance service delivery the department has developed programmes and awareness campaigns. For example, the department has Operation Uzungashi, which is a proactive fire programme, the focus is on building and business centres inspection. This programme is aimed at enforcing by-laws. There are other programmes like Vuka Uzenzele, water hydrant project and water safety programme (with Johannesburg Water) and a disaster management programme. Other projects and programmes include the GIS incident mapping project, community first aid and basic fire fighting programme, 2010 emergency preparedness programme, the implementation of the Batho Pele/Best practice model, a capacity building programme, an informal settlement programme (with the housing department), the public education and junior cadet programme.

EMS is committed to providing a sustainable emergency service. EMS implemented the first emergency services learnership in the country.

The overall service delivery of the department is summarised in Table 2.13. This scorecard outlines key performance indicators and targets for EMS.

Table 2.13: EMS Scorecard

Key Performance Key Performance Baseline Target Q1 Q2 Q3 Q4 Area Indicator To ensure effective % positive 62,8% 80%77 - - - 80% customer relations perception of the management and CoJ achieved in the sustainable service annual customer delivery satisfaction survey76 % implementation 30% 60% - - - 60% of the Batho Pele/ best practise model78

Number of facilities N/A Commercial - - - 2 upgraded/rebuilt to Station80 match the risk profile of the area of operation79 Orange Farm

76 The department achieved a rating of 3,14 out 5 points in the 2003/04 annual customer satisfaction survey in respect of EMS specific questions. This decline is attributed to the drop in the Diepsloot and the inner city. 77 The baseline is based on the results of the 2003/04 annual customer satisfaction survey. The current baseline and target may change subject to the results of the 2004/05 survey. 78 Total quality assuarance model which include station-based quality champion, implementation of Batho Pele principles, periodical mini audits, training component, peer review co-ordinated by an organisational champion programme outline. 79 Commercial – catchment area – Ivory park, Mayibuye and Edenvale – vandalised and neglected station following the demarcation of border with Ekurhuleni. Call volume has increased by more that 30% in the last two years. Diepsloot – No fire station. Currently serviced by Lonehill. Settlement has grown exponentially. Call volume demand exceed two ambulances based at satellite points. Area of lowest customer satisfaction in 20030/4 survey.

47 Key Performance Key Performance Baseline Target Q1 Q2 Q3 Q4 Area Indicator % of operational N/A 30% staff trained in Fire Fighter II, 10% (of 740 intermediate, and ops- figure Rescue (up skilling will change programme) with new recruits) HAZMAT 0 10 - 5 - 5 technician Number of fire 108 160 - 50 50 50 officers trained in EMS by-laws and legislation Number of cadets 100 150 - 50 50 50 recruited for emergency services learnership

Call centre learnership to be transferred to Finance as part of the CIDA partnership. % of supervisors/ N/A 50% - - - 50% managers on a development programme management, LR and HR, leadership and incident command % implementation N/A 50% - - - 50% of organisational review model81 % development N/A 100% - - - 100% 2010 emergency preparedness strategy % implementation New indicator 20% (five year - - - 20% of 2010 emergency plan) preparedness strategy82 % compliance to all 32%83 75%84 - - - 75% SLAs monitoring

Central- inner city major risks – fires, building collapse, urban decay, high population density and exponential calls increase. Current Fire Station building – structural damage and unsafe 2003/04. 80 Diepsloot Fire Station, Relocate Central station, Berea station [Phase II], Rietfontein Training Academy [phase II], BESAFE CENTERS Ivory Park. 81 Milestones and measurable desired outcomes to be available once review report has been finalized. 82 Capacitation programme – community, council staff, advisory forum members (civil and private centre), disaster centre upgrade, events management , early warning systems and disaster response capacity.

48 Key Performance Key Performance Baseline Target Q1 Q2 Q3 Q4 Area Indicator mechanisms in terms of GPG Health Department’s M.O.A, and Fleet Africa outsource agreement % compliance with TBD 100% - - - 100% reviewed SLAs with Joburg Connect and JMPD Number of PPP New indicator TBD - - - TBD ventures in the delivery of emergency services strategy developed To ensure effective % of Priority I 39% 60% of P1 - 45% 50% 60% co-ordination of patients responded cases planning and to within twelve delivery minutes in urban mechanisms for areas and twenty- emergency response five minutes for and disaster peri-urban areas management % of fire and rescue 65% 60% of P1 - 45% 50% 60% calls responded to cases within twelve minutes in urban areas and twenty- five for peri-urban areas (maximum response times only for first due appliance) % of calls not 25% 10% 20% 15% 10% 10% serviced85 % completion of 0 100% - - - 100% electronic system that links computer aided dispatch with fleet management system86 To maintain a state % of provincial 20% 50%87 - - - 50% of readiness and government alertness aimed at buildings with containing all disaster plans and potential disaster which are situations emergency by-law compliant

83 This baseline is based on the second quarter performance report as at the end of December 2004. 84 This target will not be achieved in 2004/05 and projection indicate 40%. 85 Calls not serviced imply are calls where ambulance/fire unit is called and patient refuses treatment/transportation or where the patient is not at the scene upon arrival. 86 This indicator will have been achieved by end of June 2005. There is not evidence that a deviation has been recorded in this KPI. 87 Separate buildings.

49 Key Performance Key Performance Baseline Target Q1 Q2 Q3 Q4 Area Indicator % of CoJ buildings 20% 60%88 30% 40% 50% 60% with disaster plans and which are emergency by-law compliant Number of New indicator 11 2 3 3 3 simulation exercises conducted per region % of CoJ major 80% 100% 100% 100% 100% 100% events have disaster plans and planned EMS interventions in place89 % development of New indicator 100% - 100% - - the local government election emergency management plan % completion of N/A 50% - 25% - 50% citywide risk profile (targeting industrial areas, informal settlements, residential areas, malls, banks, churches, inner city buildings) Number of N/A 11 2 3 3 3 community based safety multi- disciplinary workgroups established % of facilitation of 30% 50% - 25% - 25% emergency life- skills programme in CoJ owned by early childhood development centres % implementation 40% 60% - - - 60% of emergency life- skills in primary schools To ensure effective Number of buildings 1 500 2 000 - 200 200 100 by-law enforcement inspected for EMS and code application that are by-law compliant90

88 The set target appears to be incremental. The EMS may have to consider increasing the target for CoJ buildings so that the CoJ may set an example. 89 Events Management Unit – calendar of events for the year.

90 This indicator has to be linked to other by-law enforcement agencies. This will minimize fragmented approach to by-law enforcement. The co-ordination of the integrated enforcement will have to be agreed within a clearly defined institutional framework.

50 Key Performance Key Performance Baseline Target Q1 Q2 Q3 Q4 Area Indicator % of operating 25% 50% - - - 50% licenses issued as prescribed in the EMS by-laws (hazardous chemicals and flammable liquids enterprises storage and transportation) % implementation New indicator 100% 100% 100% 100% 100% of summons and warnings SLA with JMPD To ensure effective % attainment of TBD Unqualified - - - Unquali- financial and human unqualified audit fied resource report in respect of management EMS specific issues % variance against 0% over 0% over 0 0 0 0 operating budget expenditure expenditure

% of capital budget 90% 100% 25% 25% 25% 25% spent Fully GAMAP 100% 100% - - - 100% compliant register of movable assets % affirmative 50% 60% - - - 60% procurement (BEE and SMMEs) of total procurement value Achievement of N/A 100% - - - 100% employment equity requirement as per plan % departmental 1% of wage 1% of wage - - - 1% spent budget spent on bill bill on wage skills development bill Levels of staff Up to and Up to and - - - - performance including level including level managed 5 4 Level of compliance 100% of 100% of - - - 100% by the department to plan plan CoJ’s HIV/AIDS workplace policy

Operating budget

Table 2.14 is a quarterly breakdown of the operating and capital budget for EMS.

Total Cashflow Projection Q1 Q2 Q3 Q4 (R 000) Opex 364 274 89 538 97 830 88 454 88 454

51 Capex 15 998 1 674 500 3 224 500 4 774 500 6 324 500

JOHANNESBURG METROPOLITAN POLICE DEPARTMENT

Background

The CoJ has identified a set of six Mayoral priorities as part of its internal planning process, one of which being the provision of public safety to the broader citizenry of the city. This has led to the establishment of the Johannesburg Metropolitan Police Department (JMPD) that provides the CoJ with a unit tasked to combat crime, manage compliance to road traffic legislation and the enforcement of municipal by-laws.

Although the department is still in its infancy, a number of initiatives the department has implemented have been successful in the effort towards ensuring civil compliance to anti crime, municipal and road traffic legislation. The JMPD has been instrumental in developing a citywide strategy to combat crime that involves partnerships with key crime fighting agencies and stakeholders.

Since the establishment of JMPD in 2001, the department has been faced with the daunting task of ensuring rapid organisational growth (especially in terms of resources and capability) and simultaneously achieving operational efficiencies in delivering services in line with the mandated functions to the citizens of Johannesburg. This balancing act still remains one of the key challenges the department faces especially in consideration of the highly dynamic local government environment in which it exists.

Challenges

The implementation of the JCSS brings about a variety of challenges the department has to overcome in meeting the objectives as set out in the implementation plan. These challenges have been prioritised and are outlined below as key issues that need to be addressed so as to meet the pronouncements on the 2005/06 JMPD business plan balanced scorecard.

 Lack of capability (funding/resources) with respect hosting the local government elections;  Misalignment of JCSS, PMS system of the CoJ and the business planning process;  Preparations for the CoJ and patron safety in staging 2010 soccer world cup;  Lack of capacity (numbers) and the ability to increase the numbers in terms of operational staff;  The hosting of the World Petroleum Conference; and  CCTV roll-out implications.

Service delivery

JMPD strives to achieve its service delivery objectives through road traffic enforcement, municipal by-law enforcement and crime prevention. The following are

52 some of the key initiatives implemented by JMPD in the drive towards greater civil compliance to anti crime, road and bylaw regulations:

 The department has Operation Token Days programme;  High visibility of Metropolitan Police Officers (MPO’S) in Johannesburg as a crime deterrent strategy has been successfully implemented;  The training and upskilling of municipal security guards into sworn-in metropolitan officers;  The successful transformation from being a traditional traffic department to a being a metropolitan police department;  The continuous development and implementation of a first-of-its-kind integrated information management system to enhance effective enforcement initiatives;  The implementation of a queue management system geared at reducing the waiting time at the traditionally long queues for service requests at licensing and processing service centres; and  The establishment of the municipal court has provided the department with leverage in the enforcement and subsequent prosecution of by-law and road traffic offenders.

The overall service delivery of JMPD is summarised in Table 2.15. This scorecard outlines key performance indicators and targets for JMPD.

Table 2.15: JMPD Scorecard

Key Key Performance Performance Baseline Target Q1 Q2 Q3 Q4 Area Indicator To enhance service % increase in the Baseline % Target Est. - - - delivery excellence customer TBD by Dec TBD baseline and Batho Pele satisfaction 05 rating of key JMPD services: Operations (In 8 ------GFA’s)91 Licensing and ------processing Testing stations ------Number of metro 500 500 250 250 police officers trained in Batho Pele and customer care % of registered 100% 100% 100% 100% 100% 100% customer complaints that have been resolved in line with the CRM policy Reduction in the ------average time taken to respond to registered

91 GFA-Geographic focus area as per the City Safety Strategy.

53 Key Key Performance Performance Baseline Target Q1 Q2 Q3 Q4 Area Indicator emergency calls within the City of Joburg Inner city (GFA 2004/05 15 minutes 15 15 15 15 1-4) actual minutes minutes minutes minutes GFA’s 3rd Quarter 20 minutes 20 20 20 20 results minutes minutes minutes minutes % improvement Based on 10% learner 10% 10% 10% 10% in the average Dec 2005 testing time taken to complete key business processes in licensing and processing: Vehicle registration Learner testing (e.g. reducing waiting period) A JMPD No baseline June 2006 - - - June communications 2006 strategy implemented To enhance the Number of 1 426 3 000 750 750 750 750 effectiveness of by municipal court law enforcement cases prosecuted and prosecutions

54 Key Key Performance Performance Baseline Target Q1 Q2 Q3 Q4 Area Indicator Number of all Est. baseline TBD Est. - - - inclusive by-law in 1st Qtr baseline compliance certificates issued in GFA’s92 Number of hours New TBD in 1st Est. - - - taken to remove indicator Qtr baseline reported trading in non designated areas % of trading in 2004/05 0% 0% 0% 0% 0% non-designated baseline areas within the inner city Number of by TBD June - - - - - law offenders 2005 prosecuted for trading in non designated areas % of land 0% 0% 0% 0% 0% 0% invasions in the CoJ Number of New 1 per quarter 1 report 1 report 1 report 1 report reports submitted indicator (4) to DPT&E identifying nuisance buildings in the city (in respect of by-laws and crime) % increase in the 2004/05 10% 2% 5% 1% 2% prosecution of baseline buildings and premises that do not comply with waste management and health by laws in the eight geographic focus areas

92 Indicator dependant on funding for the implementation of the system.

55 Key Key Performance Performance Baseline Target Q1 Q2 Q3 Q4 Area Indicator % of identified93 04/05 100% 0f 40% 25% 20% 15% buildings in the baseline buildings in inner city that the inner comply with city legislation and council by laws with specific relation to the following targeted areas: crèches and Nurseries parking at petrol stations To ensure % decrease in 2004/05 20% 20% 20% 20% 20% community safety business baseline burglary in areas covered by CCTV

93 JMPD will identify areas that will be of focus as part of the internal planning process and also develop a compliance checklist for these buildings.

56 Key Key Performance Performance Baseline Target Q1 Q2 Q3 Q4 Area Indicator Increase in the N/A % TBD 0% 5% 5% 5% number of cases referred to SAPS for the possession of illegal firearms % decrease in 2004/05 2% 2% 2% 2% 2% the incidence of Baseline priority crimes in the eight geographic focus areas: armed robbery burglary business premises burglary residential premises theft of MV and Trucks Number of 600 800 100 200 300 200 unroadworthy taxis impounded by JMPD Number of fines 5 669 8 000 2 000 2 000 2 000 2 000 issued to unroadworthy taxis Increase in the No info as - - - - - number of yet vehicles tested for roadworthy compliance Number of No info as - - - - - prosecutions for yet fraudulently registered vehicles at licensing stations % achievement New 100% as per 25% 25% 25% 25% in the indicator plan implementation and roll out of CCTV plan94 To enhance the A JMPD 2010 No baseline Approved - - - June preparedness, world cup public by June 2006 sustainability and safety plan 2006 growth of JMPD developed by for better delivery target date of its mandate % of JMPD No baseline 100% - - Alloca- Jan 2006 manned voter tion of polling stations resources

94 Dependant on the availability of funds for implementation

57 Key Key Performance Performance Baseline Target Q1 Q2 Q3 Q4 Area Indicator that were to polling effectively stations policed during the local government elections95 To enhance the JMPD Academy New By June 25%-as 25%- 25%- 25%- preparedness, training and Indicator 2006 is - JMPD Compreh Training sustainability and development analysis compete ensive and growth of JMPD strategy comp- ncy skills develop for better delivery implemented as leted profiling audit ment of its mandate per plan conducte conducte strategy d d approved % of issues New 100% as per HR 25% 50% 25% addressed Indicator plan climate relating to the response human resources plan climate survey complete report d Number of new 2004/05 326 by June Training 163 Training 163 metropolitan baseline 2006 police officer recruits that have graduated from the JMPA To ensure effective Level of staff Up to and Up to and Level 2 2nd 3rd Final governance and performance incl. level 5 incl. level 7 to 7 sign coaching coaching review management of managed score- sessions sessions sessions JMPD cards held held PMS training conducte d

95 Effective policing based on an agreed checklist/agreement on standards and practices

58 Key Key Performance Performance Baseline Target Q1 Q2 Q3 Q4 Area Indicator Clean audit - By June M&E M&E M&E 100% report achieved 2006 by target date Real time New Consoli- - Demonst - May information Indicator dated annual ration of 2006 generated report by compl- through the June 2006 eted Tactical elements Command Centre by target date with respect to: cash management at collection points printing of warrants live on site operational deployment against criteria % of capital 100% 100% 25% 25% 25% 25% expenditure budget spent % compliance New 100% 100% 100% 100% 100% with statutory indicator requirements in line with the Municipal Finance Management Act % of Baseline 100% 100% 100% 100% 100% employment 2004/05 equity targets achieved % compliance New 100% 100% 100% 100% 100% with the supply indicator chain management policy and procedures of the CoJ

Budget summary

Table 2.16 is a quarterly breakdown of the operating and capital budget for the JMPD.

Total Cashflow Projection (R 000) Q1 Q2 Q3 Q4 Opex 719 441 168 603 187 772 182 084 180 982 Capex 9 248 000 992 000 1 872 000 2 752 000 3 632 000

59 ARTS, CULTURE AND HERITAGE SERVICES

Background

Arts, Culture and Heritage Services play a pivotal role in the construction of a national identity. Arts, culture and heritage are critical in the institutionalisation of tourism and other economic initiatives. All art forms offer a sanctuary from degrading poverty and despair. Engagement in the arts also gives communities hope and nurtures their souls. Johannesburg has always been a magnet for South African arts and cultural expression.

The national thrust is focused on the transformation of arts, culture and heritage institutions, to address the shortcomings of the past and face the challenges of the future, to ensure equity and to celebrate diversity.The department is responsible for the protection, conservation and proclamation of the unique and diverse cultural heritage of South Africa within the CoJ. The department manages the CoJ’s museums, historic sites and buildings, as well as co-ordinating and presenting arts events and festival programmes, including urban regeneration.

Challenges

The CoJ faces challenges in the context of arts, culture and heritage. These include:

 Attracting previously disadvantaged communities to museums and galleries as well as training and developing these communities on the various aspects of the arts;  Increasing interest levels of arts and culture from aspiring practitioners and audiences;  Enhancing the value of CoJ’s historic sites;  Repositioning arts, culture and heritage as a key economic sector that is capable of being a significant contributor to the CoJ’s economic growth and development drive;  Linking arts, culture and heritage with tourism, including the promotion of local arts and culture on an international scale; and  Developing and training arts students from disadvantaged communities.

Service delivery

The department identified capital projects that support the development of arts, culture and heritage needs. The capital budget is attempting to give practical expression to the mission of the CoJ’s Arts, Culture and Heritage Services within the CoJ in the creation of an enabling environment for the conservation, showcasing and celebration of arts, culture and heritage through dynamic sustainable programmes and projects for the enrichment of local, national and international communities”

The CoJ is committed to service delivery excellence and enhancement of customer treatment in all the CoJ-owned arts, culture and heritage sites and centres. The ultimate intention is to increase customer numbers at all the sites, including targeting women and disabled groups.

60 Arts, Culture and Heritage Services is also committed to convening the highly popular “Arts Alive” festival. The CoJ Carnival concept will be fully implemented in 2005/06, while two international and local partnerships will be concluded respectively.

The department’s scorecard also emphasises the role that arts, culture and heritage will play towards the regeneration of the inner city in making the inner city attractive to investment, tourism and art, culture and heritage visits and performances. The CoJ will also be profiled through the creation of the ‘New African Museum’ for a ‘New African City’.

Table 2.17: Arts, Culture & Heritage Scorecard

Key performance Key performance Baseline Target Q1 Q2 Q3 Q4 area indicator To ensure service % positive 80% 80% 80% 80% 80% 80% delivery excellence perception of the and enhance access CoJ achieved in to, and ensure that the annual everyone embraces customer arts culture and satisfaction survey heritage Number of visitors 201 668 201 66896 50 417 50 417 50 417 50 417 at arts and culture facilities and activities % of customer 100% 100% 100% 100% 100% 100% complaints resolved on Pega system % of CoJ facilities 100% 100% 100% 100% 100% 100% complying with CoJ standards in terms of facility management and operation Number of 3 of 11 97 2 1 1 - - facilities that are accessible to people with disabilities

96 The number is projected to remain much the same as the 2004/05 financial year saw huge number of visitors as a result of the significance of the ten years of democracy celebrations. Furthermore, the upgrading work at Museum Afrika will severely limit our numbers. 97 The Johannesburg Art Gallery, The Arts and Culture Headquarters and Uncle Toms Hall are being done in 2004/05. By the end of 2004/05, therefore, seven of the total eleven ACH facilities will be accessible to people with disabilities, two additional facilities will be covered in the 2005/06 financial year, they are: Sandton Art Gallery and James Hall Transport Museum.

61 Key performance Key performance Baseline Target Q1 Q2 Q3 Q4 area indicator Number of 4 98 699 1 1 2 2 programmes targeting people with disabilities Number of 4 100 2101 - 1 - 1 programmes targeting women Number of Arts N/A 30 events102 30 - - - Alive events held

98 All programmes encourage people with disabilities to participate. The current list of events is indicative of the type of programmes to be run; Orphans Living with AIDS (Sandton Art Gallery, December 2004); Crafting and HIV/ AIDS (Johannesburg Art Gallery); Ambulance Services and Diseases – A school drawing competition (James Hall Museum of Transport);Gateway School for the Mentally Handicapped Theatre Programme (Roodepoort Theatre, August 2004). 99 Six programmes are targeted for 2005/06; the three that have been identified thus far are: Museum Afrika (Dance programme), AIDS Festival, James Hall Transport Museum programmes. 100 The current list of events is indicative of the type of programmes to be run; at present the new programmes have not been planned. 101 Two programmes are targeted for 2005/06; one of which will be the James Hall Transport Museum ‘Women in Transport’ Women’s Day Celebration. The second is still to be determined. 102 For each event the target would be an audience of 75% of the total capacity of the venue.

62 Key performance Key performance Baseline Target Q1 Q2 Q3 Q4 area indicator over a four-day period Number of key N/A 3 3 - - - objectives achieved through Arts Alive for the city: - Revival of the inner city - Contribute to economic development Promote up and coming artists Number of events N/A 8 2 2 2 2 held as part of the Road to Arts Alive Number of arts, N/A 2 international 1 1 1 1 culture and 2 local heritage exchanges facilitated and implemented Implementation of N/A 20% 5% 5% 5% 5% a public art and public performance strategy 103 Implementation of 100% 100% 50% 50% - - the CoJ carnival plan by target date104 Number of 10 15 5 5 2 3 exhibitions at which our objects are displayed To profile the CoJ To develop a plan New Signed-off 25% 25% 25% 25% through the for the relocation indicator plan and creation of a ‘New of Johannesburg phased targets African Museum’ Art Gallery to met for a ‘New African alternative City’ premises and finding an appropriate new use of the Joubert Park building which currently houses the JAG105

103 Arts, Culture and Heritage Services will investigate the costs involved in undertaking an audit of council owned immovable heritage assets such as Kliprieviersberg, Thaba ya Batswana, monuments, public sculptures. 104 Hillbrow New Year’s Carnival. 105 The physical move of JAG will not take place in the 2005/06 financial year. The following will be achieved: (i) feasibility study of the suitability of the Turbine Hall as an alternative

63 Key performance Key performance Baseline Target Q1 Q2 Q3 Q4 area indicator To promote and % implementation 100% 100% 25% 25% 25% 25% facilitate citywide of inner city conservation and heritage survey regeneration results and report recommendation s106 Number of Arts, 4 108 4 109 0 1 2 1 Culture and Heritage projects implemented in the inner city (including Newtown) 107 Number of urban 2110 4111 1 1 1 1 regeneration projects implemented that involve identified heritage structures that have been

location; (ii) plan signed off for the actual relocation; (iii) stakeholder consultation completed; (iv) required funding (approximately R110m) raised to facilitate the relocation. 106 This needs to be included in the regional directors scorecard. 107 This is not just heritage but also arts, culture and museums. 108 Images of Defiance, Dumile Feni Project, Zapiro Cartoon Exhibition, Gandhi Sculpture. 109 969 Festival, AIDS Festival, Festival of Fame, and various other events at Museum Africa and Johannesburg Art Gallery still to be confirmed. Heritage: relocation and restoration of sculptures, plaques in Sophiatown, etc. 110 Stamp Battery restoration project, Cenotaph restoration in Harrisson Street 111 Fairview Tower, Wilhemi House, Museum Africa, Restoration of the Credo Mutwa Cultural Village; these are immovable heritage projects only.

64 Key performance Key performance Baseline Target Q1 Q2 Q3 Q4 area indicator restored To promote social Number of Arts, 1 2112 0 1 1 - and economic Culture and development Heritage Services through arts, activities culture and implemented as per heritage tourism strategy Number of partnerships: 113 Educational 1 3 with schools 1 1 1 or other learning institutions Exhibitions 10 12 with local 3 3 3 3 and international institutions, organisations. Number of projects 0 1 per region 115 4 2 4 1 completed in partnership with regions114 Number of 6 1 2 2 1 emerging artists being supported by the CoJ Rand value of R100 000 R150 000 R37 500 R37 500 R37 500 R37 500 public assistance and loans raised

112 Oppenheimer Garden and Drill Hall. 113 Some of the partnerships that are being explored for 2005/06 are: Kellog Foundation, Dutch government, National Lottery, MTN, Standard Bank, etc. Educational: Wesbank Design project at James Hall museum of transport, Carnival link with MAPPSETA and Province, Various education projects at Museum Africa and Johannesburg Art Gallery Exhibitions: List not confirmed yet. 114 These need to be biased towards identified poverty areas. ACH will sign SLAs with regions on how these programmes will be incorporated in the regional programmes. 115 Targets will be ready in the first quarter. Some of the ones identified include Diepsloot and Orange Farm.

65 Key performance Key performance Baseline Target Q1 Q2 Q3 Q4 area indicator for events or projects Rand value of R100 000 R150 000 R37 500 R37 500 R37 500 R37 500 public assistance and loans (raised that is) disbursed Kind value of N/A Tour two 2 2 1 1 public assistance major and loans exhibitions in SA; Four smaller loans to SA and international exhibitions116 Number of creative N/A Enter into SLA TBD TBD TBD TBD industries projects with EDU and supported that determine promote economic target117 development To ensure efficient % completion of 50% 100% 25% 25% 25% 25% management of moveable asset cultural heritage register collections and Compliance to 100% 100% 25% 25% 25% 25% assets heritage standards agreement118 Number of museum artefacts: Collected 804 088 119804 488 100 100 100 100 Documented 788 006 120 789 006121 250 250 250 250 Conserved 8 5 1 2 1 1 Number of artefacts: 122 Vandalised 8 4 (50%) Stolen 10 5 (50%) Damaged 8 5

116 ACH department will tour two major exhibitions throughout South Africa. These would be CoJ-initiated exhibitions and loans that would accrue non-financial benefits such as publicity and recognition for the CoJ as well as improving the profile of the CoJ as a world class ACH destination. 117 This is dependant on budget allocation from the EDU and provision of staff from the EDU. 118 Standards currently being set with targets for each entity across the CoJ, this will need to be complied with over the next financial year. 119 This is based on assumption that 400 new items will be collected. 120 These are documents captured on a card manual system as well as the STAR electronic database system. 121 1 000 additional items will be documented in the 2005/06 financial year. 122 The number of items that are either vandalised, stolen or damaged should not be more than the targets indicated.

66 Key performance Key performance Baseline Target Q1 Q2 Q3 Q4 area indicator To ensure sound Percentage of 95% Summary 23,75% 23,75% 23,75% 23,75% financial, HR and operating income receipt operational collected accounting for management all cash received for the period or report Percentage 0% over Venus report 0% 0% 0% 0% variance against expenditure operating budget Percentage of 100% Venus report 25% 25% 25% 25% capital budget spent Fully GAMAP 100% Monthly asset 25% 25% 25% 25% compliant register register update of movable assets reports signed off by head of department (or responsible manager) Number of 11 Monthly 3 3 3 3 monthly financial reports administrative compliant with reports submitted reporting framework Level of 100% Monthly 100% 100% 100% 100% compliance with project report operation clean on Operation audit GANTT Clean Audit chart activities Frequency of Monthly Monthly 3 3 3 3 procurement procurement reporting by head report of department/region % affirmative 50% Monthly 12,5% 12,5% 12,5% 12,5% procurement procurement (BEE and reports SMMEs) of total procurement Achievement of 100% Progress report Progress Complet 100% 100% employment against the report -ed plan compli- compli- equity current 3 year ance ance requirement as per planning cycle plan by Jan 2004. -Employment Equity plan for the new planning cycle with annualised targets by

67 Key performance Key performance Baseline Target Q1 Q2 Q3 Q4 area indicator March 2006 % departmental 1% of wage -Workplace 25% of 25% of 25% of 25% of budget spent on bill Skills Plan 100% of 100% of 100% of 100% of skills development developed for 1% 1% 1% 1% department -Annual Implementatio n report showing inter alia expenditure incurred Levels of staff Up to and -Signed 50% 100% performance including performance managed level 5 agreements and contracts -Confirmation of coaching and reviewing Frequency of Six monthly Report 1 1 1 1 reports submitted (December submitted as to Office of the 2003 and per reporting City Manager on June 2004) framework progress against the departments scorecard Level of 100% Final report on 100% 100% 100% 100% compliance by the of implementa- department to implementation by March councils tion 2005 HIV/AIDS plan workplace policy

68 Budget summary

Table 2.18 is a quarterly breakdown of the operating and capital budget for the Arts, Culture and Heritage Services.

Total Cashflow Projection (R 000) Q1 Q2 Q3 Q4 Opex 45 673 18 390 11 610 7 801 7 872 Capex 3 433 000 408 250 708 250 1 008 250 1 308 250

HEALTH

Background

The South African Constitution and Bill of Rights defines access to health care as a basic human right. In respect of development, health indicators such as the infant mortality rate are a critical measure of a country’s developmental profile. The African continent has been faced with the challenge of HIV and AIDS while having to deal with such killer diseases as Tuberculosis and Malaria. South Africa has not been immune from the health challenges faced by the developing world in general and the African continent in particular. The health exclusion policies of the pre-democratic era are still being felt by the historical periphery to this day, hence the priority given to access to health care by the democratic South African government.

The National Health Act defines the role of local municipalities in the provision of primary health care, as well as the inclusion of environmental health services, as municipal service delivery area. The CoJ’s Health department contributes to the provision of comprehensive primary health care by extending the service available to all the CoJ’s citizens, while ensuring the availability of safe, good quality essential drugs in the CoJ’s health facilities. Environmental health management will include by-law enforcement and issues relating to public conveniences. HIV/AIDS is also a major priority of the CoJ. The CoJ has also established the Johannesburg AIDS Council to support and co-ordinate the CoJ’s response to this pandemic.

Challenges

The CoJ forms the hub of economic and social activity in the Gauteng province. It continues to attract people from other parts of South Africa and from abroad. This attraction to the province, and Johannesburg in particular, puts presents demands for more services in an environment where resources are already limited and stretched. In addition, the CoJ is faced with telling challenges that need specific attention, namely:

 Integration with offerings by other spheres;  Enhancing primary health care through integration, decentralisation, and rationalisation of facilities;  Increasing range of services offered at facilities

69  Intensifying efforts in respect of HIV/AIDS through programme implementation and co-ordination with other spheres of government and non-governmental organisations (including business and community based organisations;  Consolidation the CoJ’s focus on environmental health services (municipal health services) through promotional, educational and enforcement programmes; and  Waste management practices and non-compliant trade practices.

Service delivery

The Health department has developed capital projects to address the infrastructure requirements. Great strides have been made in the general area of health access in the CoJ. In the final year of the current mayoral term, the challenge for health is to consolidate gains made over the past five years while also introducing innovative programmes and ways of improving service delivery. The 2005/06 departmental scorecard takes the dual form of consolidation and advancement.

In terms of customer service improvement and Batho Pele, the CoJ’s department of Health is focused on ensuring that services are improved from the perspective of accessibility and comprehensiveness. The efforts in this regard centre on institutionalising the policies, norms and standards within clinics, rolling out initiatives that focus on HIV/AIDS, conducting outreach and community engagement initiatives, driving the functional integration of CoJ and provincial clinics and defining service areas with clear performance targets. There are further commitments to improving turn around times for regional enquiries, and waiting times at service centres.

The CoJ’s Health department is also emphasising partnership with stakeholders and practitioners to enhance service delivery in the CoJ. Additionally, it is increasing the number of site testing centres across the city for HIV/AIDS testing. The department is, furthermore, establishing the Mayoral Aids Fund to enhance the struggle against HIV/AIDS.

Financially, the CoJ’s Health department is focused on achieving the broader financial management objectives of the CoJ. Compliance with legislation broadly (Municipal Finance Act) and specific issues such as achieving a clean audit are critical in this regard. The capital development plan is also important, as expenditure on facilities is critical in how the CoJ enhances its service delivery. The department has tried to match capital and operational capital requirements.

The department is focused on enhanced monitoring and supporting the implementation of CoJ strategies, policies and procedures and compliance with relevant national and provincial legislation. The focus on decentralisation is also about establishing a well-defined, structured relationship with the provincial Department of Health that will result in the integration of service delivery.

The department’s scorecard also commits to enhanced by-law enforcement in the area of environmental health. The National Act, 2003 (Act No. 61 of 2003) stipulates the functions of environmental health at the local government level; this calls for placing environmental health high on the agenda and developing interventions and key

70 performance indicators that will address environmental health in an integrated manner at local level.

Table 2.19: Health Scorecard

To enhance health Time taken to respond to service requests and complaints: services delivery High priority N/A 24 hours 24 hours 24 hours 24 hours 24 hours Medium priority N/A 5 days 5 days 5 days 5 days 5 days Low Priority N/A 10 days 10 days 10 days 10 days 10 days Environmental N/A 2 days 2 days 2 days 2 days 2 days health Number of requests for services resolved as a % of the total requests received annually:123 High priority N/A 90% 90% 90% 90% 90% Medium priority N/A 95% 95% 95% 95% 95% Low priority N/A 95% 95% 95% 95% 95% Environmental N/A 95% 95% 95% 95% 95% health % improvement of 124 Baseline 85% - Annual - - customer will be survey satisfaction as per available at clinic based survey end of June – local clinics 2005 % of correctional N/A 100% 100% from 100% from 100% 100% measures previous previous based on based on implemented as per survey survey survey survey customer (only those (only those findings in findings in satisfaction survey correction- correction- 2nd quarter 2nd quarter results al al (100% of (100% of measures measures correction- correction- that are that are al al within our within our measures measures control control that are that are within the within the health health depart- depart- ment’s ment’s control control Number of New 2 high 11 schools - 11 schools - awareness schools per programmes on region substance abuse125

123 Monitor reasons if problems are not resolved. 124 Baseline of previous year. To maintain customer satisfaction levels. 125 Substance abuse programmes specifically aimed to target youth.

Frequency with Quarterly MDS & - 1 1 1+1 which the service CSM quarter 3 delivery plan is quarterly & 4 = 1 monitored and report month data evaluated (for 2005/06) 126 A citywide New 2 1 1 awareness programme on women and child health issues as per the identified priorities in the research report. 127 Number of quality New 2 1 1 assurance reports produced on waiting times, fast queues, and triage systems at health facilities 128 To improve access Number of N/A 2 1 1 to, and optimize, analytical reports comprehensive on EDS (Essential primary healthcare Data Set) and EHS service delivery (Environmental within the CoJ Health Services) % monitoring of 76% 80% 80% 80% 80% 80% children under 60% of the expected weight for age 129 Number of active 9 10 9 10 partnerships that contribute to the PHC services of the CoJ130 Number of 3 3 1 1 independent practitioners associations with

126 SDP for 2005/06 attached. 127 Women’s programme will include awareness session on breast self-examination training and awareness on cancer of the cervix as well as preventable causes of maternal death. Child health programmes will include immunization awareness as well as prevention of injuries and accidents. 128 Service delivery improvement to assess waiting times, obtain a baseline and then implement systems to reduce waiting times. Issues such as availability of water bottles and health education at clinics are to be included. 129 Children found to be severely malnourished will be monitored and supplementary feeding initiated. 130 The desired results will include improving access and coverage of health services; improving quality of care; ensure skills transfer; collaboration in training, networking and research. These types of partnerships form the basis of the district health system that clearly articulates the need for all role players involved in health care service delivery to work together to improve the health of the communities we serve.

signed MOUs monitored biannually131 Number of New 10 - - 10 - community workshops conducted on raising awareness on prostate gland cancer 132 Number of 16 10 (1 per - 4 6 professional nurses region) trained in Integrated Management of Childhood Illnesses (IMCI) Number of training New 4 - 2 - 2 sessions on emergency care 133 To effectively Number of 2 5 0 2 4 5 address the Johannesburg challenge of AIDS Council HIV/AIDS in the programmes community focusing on HIV and AIDS impact and programme implementation facilitated 134 Number of sites 66 70 66 66 68 69 offering rapid on site testing 135 % of fixed clinics 100% 100% 100% 100% 100% 100% offering VCT % completion of New 100% 0 100% 100% 100% the establishment of Mayoral AIDS Fund Amount of money New R300 000 0 R100 000 R200 000 R300 000 collected for

131 The purpose of these IPA’s is to improve health care service delivery. This will improve access for public sector user population to reproductive health services after hours (when public sector facilities are closed). 132 The workshop will target men and partners and include the distribution of educational material. 133 Course content will be discussed with EMS. 134 List of programmes: 2 Informal Settlements – Matholesville (region 5) and Ivory Park (Region 1 & 2): to co-ordinate an awareness outreach programme targeting informal settlements. 2 Hostels – Merafe (Region 6) and Diepkloof (Region 10): to coordinate safe sex drives and awareness campaigns targeting hostels. 1 Youth Programme coordinating HIV and AIDS awareness campaign targeting youth out of school. 135 Rapid on site refers to those sites with lay volunteer counselors and on-site HIV testing where results are provided on the same day.

Mayoral AIDS fund Number of New 10 (one site 2 4 8 10 facilities offering per region) diflucan To contribute % completion of 100% 100% 0 40% 80% 100% towards inner-city the physical regeneration upgrading and infrastructure of the health precinct as per plan/list by target date 136 % implementation 100% 100% as per 100% 100% 100% 100% of HIV/AIDS project plans related projects at the centre of excellence 137 Number of 40 100 - - - 40 identified informal food traders trained 138 To effectively Number of 27 013 28 363 2 837 7 091 8 050 10 385 address the critical statutory notices challenge of based on the visits environmental by environmental health in the CoJ health officers Number of fines 2 112 2 376 238 594 610 934 issued in relation to contravention of legislation % collection from 90% 90% 90% 90% 90% 90% fees and tariffs Number of New 2 visits per - 1 - 1 inspections to indicator annum public conveniences. 139 Number of N/A 2 - 1 - 1 citywide campaigns to promote EHS Number of visits at New 2 per annum - 1 - 1 correctional prisons Number of N/A 10 - 2 3 5 citywide campaigns to promote EH issues

136 The upgrading in 2005/06 is the Phase 1 upgrading of the Hugh Solomon Building. The target is to clean up of the building, to make it safe to access and 50% completion of the upgrading of two wings of the building. 137 Maintenance of the Voluntary Counselling and HIV testing (VCT) project implemented in 2004/05. For 2005/06, it will include the French-speaking volunteers in the inner city clinics (Region 8) (Yeoville, Urban Health, Joubert Park and Esselen Street) and Commercial Sex Worker Project. 138 To include means of identification of the food traders trained. 139 Checklist to be developed to indicate level of compliance.

at hostels 140 % of newly N/A 20% - - - 20% appointed environmental health officers trained in by-laws and legislation % of notices that N/A 100% 100% 100% 100% 100% appear before the court that are not rejected 141 To ensure sound % variance against 0% over Venus report - - - - financial, HR and operating budget expenditure operational % of capital budget 75% Venus report - - - - management spent Fully GAMAP 100% Monthly - - - - compliant register asset register of movable assets update reports signed of by head of department (or responsible manager) Number of 11 Monthly - - - - monthly financial reports administrative compliant reports submitted with reporting framework Level of 100% Monthly - - - - compliance with report on operation clean Operation audit GANNT Clean Audit chart activities Frequency of Monthly Monthly - - - - procurement procurement reporting by head report of department % affirmative 50% Monthly - - - - procurement (BEE procurement and SMMEs) of report total procurements Achievement of 100% -Progress - - - - employment equity report requirement as per against the plan current three year planning cycle by Jan

140 The Healthy Hostel Programme will be conducted in ten hostels across the city. The campaigns will include the clean up of hostels and surrounds, food hygiene, HIV and AIDS, promotion of healthy living etc. 141 In conjunction with JMPD.

2006 - employment equity plan for the new planning cycle with annualised targets by March 2006 % departmental 1% of wage -Workplace - - - - budget spent on bill skills plan skills development developed for department -Annual implementat ion on report showing inter alia expenditure incurred Levels of staff Up to and -Signed - - - - performance including performance managed level 5 agreements and contracts -Confirma- tion of coaching and reviewing Frequency of Six monthly Report - - - - reports submitted (December submitted as to Office of the 2003 and per reporting City Manager on June 2004) framework progress against the departments scorecard Level of 100% of Final report 100% 100% 100% 100% compliance by the implement- on department to ation implement- councils plan ation by HIV/AIDS March 2004 workplace policy

76 Table 2.20 sets out the Health Services delivery plan which proves a composite view of health service delivery in each of the CoJ’s regions.

Table 2.20: Health Service Delivery Plan

Service Area Key Performance Indicators Target 2005/06 Regional management Incidents reports attended to (as per CSM) as a % of the 100% (Generic KPI’s) total number of incident reports received Incidents resolved as a % of total incidents received 90% Number of facilities implementing clinical norms of 100% standards Number of fixed facilities providing basic antenatal care 100% Frequency of reports on regions with the asset registers, Quarterly theft and loss reports, fleet management reports, leave rosters, absenteeism records and attendance registers (Report separately for HR and Finance) Implementation of correctional measures as identified in 100% the customer satisfaction survey Environmental health: Number of diesel vehicles tested per annum for emissions- 6420 preventative services air quality management (standard compliance) ( 535 per month) % compliance to sampling protocol/programmes for the 95% city – water quality management % certificates issued to identified known formal food 90% premises in terms of R918 – food hygiene management % certificates issues to identified known informal food 65% premises in terms of R918 - food hygiene management % of referred cases of notifiable medical conditions and 100% outbreaks fully investigated and reports submitted – communicable disease management Number of blitzes in identified high risk areas – vector 34 control (as per regional target) Number of statutory notices per year based on the visits by 28 363 environmental health officers – law enforcement Number of fines issued in contravention of legislation – 2 376 law enforcement % collection from fees and tariffs in relation to the CoJ 100% approved tariff structure – law enforcement Number of public programmes aimed at by-law legislation 30 education- law enforcement Number of residential units inspected per year 13 000 Number of public schools inspected per year (as per 1 visit per year per school regional database; routine inspections) Number of work performance quality inspections done at 15% of schools public schools (environmental health managers/ operational managers as per regional database)

77 Service Area Key Performance Indicators Target 2005/06 Number of child care centres inspected per year as per 1 visit per year per day care centre regional database (routine inspections) Number of work performance quality inspections done at 10% of day care centres child care centres (environmental health managers/ operational managers as per regional database) Number of public sector clinics inspected per month as per 1 visit per month per clinic regional database (routine inspections) Number of work performance quality inspections done at 20% of public sector clinics public sector clinics (environmental health managers/ operational managers as per regional database) Number of public sector hospitals inspected per year (as 2 visits per year per hospital per regional database routine inspections) % of work performance quality inspections done at public 100% of public sector hospitals sector hospitals (environmental health managers/ operational managers as per regional database) % inspection of vacant council owned properties (as per 100% regional database) Number of inspection visits at council owned public 2 visits per annum conveniences Environmental health Number of mortuaries/funeral undertakers inspected per 1 visit per year per mortuary/ annum (one visit per facility as per regional database; funeral undertaker routine inspections) Number of work performance quality inspections done at 20% of mortuaries/funeral mortuaries/funeral undertakers (environmental health undertakers managers/operational managers as per regional database) % completion of updated database of properties identified 100% updated by September 2005 on which dumping has taken place, including: - Undeveloped properties other than CoJ owned; - Undeveloped CoJ owned properties Number of work performance quality audits carried out by 1 audit per month of at least 15 the CoJ on illegal dumping on undeveloped properties different properties Number of statutory notices issued to owners of 90% of properties requiring undeveloped properties, other than CoJ owned properties, statutory notices where illegal dumping has taken place % of non-compliant cases taken further by means of legal 75% of non-compliant cases action or cleaning and clearing by the CoJ at the cost of the owner (vacant properties) % fines issued for dumping on pavements or undeveloped 100% of observed or reported cases properties by identified persons or from identified properties % updating of "nuisance buildings" database 100% completed by September 2005 Environmental health Number of identified nuisance buildings with action plans 100% (as per regional database) Number of statutory notices issued in relation to nuisance 95% building identified (as per the updated database) % of fines issued to owners/occupiers of "nuisance 75% of non- compliant cases

78 Service Area Key Performance Indicators Target 2005/06 buildings" who failed to comply with requirements of compliance notices % of illegal land invasions observed by or reported to 100% regional environmental health that were referred to housing and JMP Environmental Health: % request for services attended: 95% curative/ responsive services Air quality management Noise management Water quality management Communicable disease management Vector control Land and building sanitation % request for services resolved: air quality management 80% % request for services resolved: noise management 75% % request for services resolved: water quality management 60 % % request for services resolved: communicable disease 90% management % request for services resolved: vector control 85% % request for services resolved: land and building 60% sanitation Number of unresolved requests for services referred to Data as per regional complaints another authority: register Air quality management Noise management Water quality management Communicable disease management Vector control Land and building sanitation Primary health care % increase in immunisation coverage in children under the 1% age of one % monitoring of children under 60% of the expected 100% weight for age Number of pap smears taken per month per fixed clinic 24 % of adequate pap smears 98% % service delivery points providing contraceptive methods 100% daily % of smear results that are not available for all TB cases Below 13% (according to region specific targets) % service delivery points with TB suspect registers 100% % interruption rates (according to region specific targets) Below 10% % Tuberculosis patients on DOTS 90% Sputum turnaround time 95% within 96 hours

79 Service Area Key Performance Indicators Target 2005/06 Number of community education workshops on breast 10 self-examination Number of awareness programmes on substance abuse 10 Number of quality assurance reports produced in relation 2 to waiting times, fast queues and triage systems Number of community workshops conducted on raising 10 awareness about prostrate gland cancer Number of health awareness programmes: personal health 40 personal health x 4 including lifestyle programmes that cover 40 environmental health hypertension, diabetes and nutrition and environmental health x 4 Number of health professionals trained in health 20 promotion % implementation of clinic norms standards 100% Number of service delivery points linked with support 60% groups % of service delivery points within the regions 100% implementing the clinic supervisors manual % completion of joint sub district (regional) plan 100% Number of health personnel trained in customer care 90% Number of client satisfaction survey conducted for 1 services provided at clinics % ward committees with community health participation 85% structures in place % of drug stock outs in customised EDL at service Less than 5 % delivery points % clinical staff trained in drug management 75% % service delivery points with monthly stock control 100% systems Frequency of reporting on EDS (Essential Data Set) Monthly HIV and AIDS % service delivery points offering syndromic sexually 100% transmitted diseases management % availability of condoms at service delivery points 100% Number of awareness campaign to promote VCT, ARV 10 and PMTC Number of service delivery points offering HIV 100% counselling and testing Frequency of reports on the number of persons attending Quarterly the VCT sites Frequency of reports on the number of persons who test Quarterly positive at the VCT sites Number of HIV/AIDS awareness campaign for vulnerable 10 groups and targeted areas

80 Service Area Key Performance Indicators Target 2005/06 % Hhealth care professionals trained on ARV and PMTCT 65% programmes across the city Number of campaign on ARV, PMTCT and VCT 10 programmes Number of community based condom outlets established 85 citywide Number of moral regeneration workshops conducted to 10 combat the HIV and AIDS epidemic

Budget summary

Table 2.21 is a quarterly breakdown of the operating and capital budget for the Health department.

Total Cashflow Projection (R 000) Q1 Q2 Q3 Q4 Opex 225 861 57 974 61 531 53 224 53 132 Capex 12 589 000 1 497 250, 2 597 250 3 697 250 4 797 250

SOCIAL DEVELOPMENT

Background

Social development is primarily a function of national and provincial government, with little specific role assigned legislatively to local government. In interpreting the strategic role of social development, the CoJ has adopted a comprehensive approach that is aligned to the national thrust of the country but is customised to the specific challenges of Johannesburg as a city. This identifies poverty alleviation and human development as a key part of the growth of the city. To this end, the CoJ has adopted the Human Development Strategy (HDS).

In regard to the CoJ’s strategic priorities of poverty alleviation and human development, in terms of its social development focus, the CoJ delivers an array of social, sporting, recreational, library and information services through its regional structures. In order to ensure that service delivery is focused and that the CoJ can report on its performance, the CoJ produces an annual service delivery plan with tangible service delivery targets.

The CoJ runs seventy-nine libraries under Library and Information Services; owns sixty-five swimming pools, 233 sports fields, and ninety-three recreation centres managed by the sports, recreation and aquatics division. Numerous projects and programmes fall under Social Services with forty-three offices in the regions. There is an active strategic support division responsible for new capital works (such as libraries, multi-purpose centres, etc) and for upgrading.

81 Challenges

The CoJ’s department of Social Development is committed to the enhancement of access to services and ensuring quality service delivery. Social access provides the best avenue for social inclusion to vulnerable groups. The key challenges facing the CoJ are as:

 Optimally utilising facilities for all citizens, particularly disadvantaged communities, in a spirit of Batho Pele;  Addressing backlogs both in terms of maintenance and development of new facilities;  Facilitating and creating programmes and projects that meaningfully impact on people’s lives through targeting poverty, including skills development and job creation through the EPWP;  Having a more clearly-defined social development component within the human development strategy;  Addressing the challenges of HIV/AIDS to complement other initiatives in an integrated way; and  Fostering effective inter-governmental relations and broader partnerships in respect of programme implementation and co-ordination.

Service delivery

The CoJ’s department of Social Development has been allocated capital to deal with its three functions of social service enhancement, libraries, and sport and recreation. Achieving strategic and operational efficiency, which are both business process issues, ensure optimal utilisation of resources and high levels of service delivery. It must be remembered, though, that resource utilisation is not limited to internal resources. It extends to partnered delivery and development. Using external resources to deliver allows for the leveraging of existing successes and for the sharing of good practices. In this respect, the department is in a position to enhance both internal (inter-departmental) and external (province, NGOs and CBOs) partnerships.

Residents must be in a position to expect uniform service standards irrespective of the geographical location of the facility. The only way that this can be achieved is to provide policies, procedures and standards within which these services are offered. The CoJ’s Social Development department will develop a service delivery framework. The service delivery plan will be utilised as both a management and monitoring tool and will provide the department with valuable information that can be used in the next planning cycle.

While day-to-day service delivery, in the functional areas, is crucial, the department will ensure that it remains at the cutting-edge of social development. This approach means that the department continues to improve the quality and types of services it delivers. The social development needs of the community are dynamic and will continue to make new demands on the department’s resources. The 2005/06 scorecard tries to respond to the evolving needs of the community within available budget.

82 The indicators that have been developed have a bias towards delivery. Previous planning cycles have been used to establish the policies, procedures, systems, processes and mechanisms that aimed at creating enabling environment. Targets linked to development and design have been used primarily in the first year of the 2004/05-2005/06 business plan. The focus, in 2005/06, shifts towards implementation and actual delivery according to implementation plans and service delivery targets. These targets should see the department showing year-on-year improvements in quality of delivery.

Table 2.22: Social Development

Key Performance Key Performance Baseline Target Q1 Q2 Q3 Q4 Area Indicator To enhance % positive 70% 15% 35% 55% 70% customer service perception of the delivery and service CoJ achieved in the sustainability annual customer satisfaction survey for 2004/05 142 Frequency with Quarterly 1 1 1 1 which the service delivery plan is monitored and evaluated for 2005/06 % implementation 90% 30% 50% 70% 90% of the 2005/06 SDP % implementation TBD TBD TBD TBD TBD of the maintenance/ upgrading plan:143 To ensure Number of 2 0.5 1 1.5 2 development of Corporate Social partnerships Responsibility (CSR) partnerships benefiting AIDS orphans Amount of money R1m R250 000 R500 000 R750 000 R1m raised Number child TBD by TBD TBD TBD TBD headed households 1st quarter benefiting from the coaching CSR To promote Number of targeted 30 5 15 20 30 community groups offered participant empowerment and learnerships144 s

143 144 This intervention will in the current financial focus on the entrepreneurship skills. The Social Development department will enter into partnerships to provide learnership opportunities to thirty participants. The participants will be drawn from the regions.

83 Key Performance Key Performance Baseline Target Q1 Q2 Q3 Q4 Area Indicator skills development Number of women 10 groups 2 5 8 10 groups offered training programmes145 % auditing of 100% 25% 50% 75% 100% existing sporting codes in the CoJ Number of new 5 by June 1 3 5 5 sporting codes 2006 introduced in the CoJ Joburg Literary 1 festival Report on Report on 1 Festival Festival146 by June project plan project report 2006 to Section implement- 80 ation with all role players To ensure human Number of residents 37 000 by 10 000 19 000 25 000 37 000 development accessing the June 2006 municipal services R2million R0, 5m R1m R1, 5m R2m package Amount raised for 1 by June Premises Funding Funding Implemen- the programme of 2006 identified proposal requests to tation of the CoJ’s senior and and donors capital citizens procured business project for Development of and plan centre proof of usage of the developed Biokinetics Centre (Wellness Centre) 147

% development of 100% by 50% 100% N/A N/A the capital funding Dec. 05 models for ECD centres To enhance the % establishment of 100% by Lease 50% 75% 100% CoJ’s vision of a the street children June 2006 agreement / child-friendly city 148 shelter/centre149 title deed % of school-going 100% by Enrolment Enrolment Enrolment Enrolment street children in the June 2006 register register register register shelter attending signed by signed by signed by signed by schools school school school school principals principals principals principals Number of street 10 2 5 8 10 children reunited with their families To ensure sound % variance against 0% 0% 0% 0% 0% financial, HR and operating budget operational % of capital budget 95% 25% 50% 75% 95% management spent

146 147

84 Key Performance Key Performance Baseline Target Q1 Q2 Q3 Q4 Area Indicator % spending on 95% 25% 50% 75% 95% repairs and maintenance % attainment of Unqualifie - - - Auditor unqualified audit d report General’s report Fully GAMAP 100% - - - Monthly compliant register of asset movable assets register update reports signed of by head of department (or responsible manager) Level of compliance 100% Monthly Monthly Monthly Monthly with operation clean project project project project audit GANNT chart report on report on report on report on activities Operation Operation Operation Operation Clean Clean Clean Clean Audit Audit Audit Audit % affirmative 50% 10% 20% 40% 50% procurement (BEE and SMMEs) of total procurement Achievement of 100% 25% 50% 75% 100% employment equity requirement as per plan % departmental 1% 0,25% 0,50% 0,75% 1% budget spent on skills development Levels of staff Up to and Signed Signed Signed Signed performance including perform- perform- perform- perform- managed level 6 ance ance ance ance agreements agreements agreements agreements and/or and/or and/or and/or contracts contracts contracts contracts

Confirm- Confirm- Confirm- Confirm- ation of ation of ation of ation of coaching coaching coaching coaching and and and and reviewing reviewing reviewing reviewing Level of compliance 100% 100% 100% 100% 100% by the department to councils HIV/AIDS workplace policy target is 100%

85 Table 2.23 sets out the Social Development’s delivery plan which proves a composite view of social development service delivery in each of the CoJ’s regions.

Table 2.23: Social Development Service Delivery Plan

Service area Key Performance Indicator 2005/06 Provision of library Implementation of user control and education policy to 100% facilities and services reduce defaulted items Investigate, collect information and submit report with 10 recommendations in terms of the approved standards on the rationalisation/optimisation of services per region Enter into a partnership to provide additional study room 10 during peak times % of front line staff trained in the use of the internet 60% Conduct in-service training sessions specific to library 10 (1 per region) services % of libraries per region that implement stock taking of 20% improvement on baseline books as per approved policy % recovery of borrowed items may not be less then the 95% target Promoting a reading Number of reading development programmes for children 3 culture of which one should focus on pre-school/crèche level Number of book reviews per service point, and published 2 per point (164) on intranet Number of reading circles 20 Scientific and Number of campaigns around science and technology 20 technological awareness Community Implementation of computer-based media works literacy 30 service points- as per capacity of empowerment programme with special focus on vulnerable groups region Number of programmes that deliver active guidance and 20 information services to the youth on business development and business opportunities Management of facilities Average number of people utilising sport facilities and 850 000 services Implementation plans for PWD with accessibility and 7 amenities at facilities Sports development Number of integrated programmes with federations e.g. 20 SAFA, Swimming SA, and Athletics SA, targeting new talent per region Number of programmes to promote indigenous games 30 Number of sports development clinics conducted per 20 region Number of codes implemented for employees 50 participating in the employee games Number of citywide sports development mass 30 programmes focusing on sports, recreation and aquatics activities. Number of skills development programmes to assist 20 volunteers in regions By-law enforcement Number of by-law and tariffs awareness programmes for 20 sports and recreation users of facilities per region Number of crime prevention programmes (sport against 20

86 Service area Key Performance Indicator 2005/06 crime) per region HIV/AIDS programmes Number of integrated programmes at facilities in 20 partnership with internal and external stakeholders per region Victim empowerment Number of victim empowerment prevention programmes 3 per region for vulnerable groups (aged, women, children, youth and people with disabilities) Number of victim empowerment and crime prevention 4 per region programmes conducted in partnership with other stakeholders Early childhood Completion of annual audits of day care centres for 100% development compliance and registration (qualitative analysis according to template) Compliant ECD centres link to province for 1 per region subsidy/support Number of ECD programmes facilitated for training 3 per region HIV/AIDS programmes Number of awareness campaigns implemented in a co- 4 per region ordinated way Number of programmes for poor households linked to 1 per region social assistance Vulnerable groups Number of children linked to shelters and life skills 250 across city training programmes Number of orphans linked to support programme 20 per region Number of programmes facilitated to support the aged, 1 per region women, youth and people with disabilities

Budget summary

Table 2.24 is a quarterly breakdown of the operating and capital budget for the Social Development department.

HOUSING

Background

The Housing department is geared towards a practical intervention of housing delivery that is informed by national development imperatives, objectives and citywide focus. The medium to long-terms development goals of the department are articulated in the Housing Master Plan (HMP), which translates identified priorities and programs into tangible development outcomes. The key strategic objectives of the plan include accelerating housing delivery as a key strategy to address poverty alleviation. The CoJ’s HMP provides a detailed implementation strategy for housing

87 delivery in the Johannesburg metropolitan area and is in line with the provincial Housing Development Plan.

Challenges

Given the historical background of housing development in South Africa, housing development is still faced with challenges from past and present pressures. The following are key challenges towards housing development:

 Persistent housing backlog;  Fraud and corruption in allocation of houses;  Uncertainty with regard to provincial funding;  Proper communication with beneficiary communities;  Affordable, suitable land; and  Project management.

Service delivery

The service delivery model of the department is such that while the central department focuses on strategic direction, implementation of development projects, co-ordination and monitoring, the actual delivery of services is managed through the CoJ’s regional structures. The regions ensure that there is localised implementation of the CoJ’s housing strategy. To enhance the focus on customer satisfaction, the department is relocating its project management staff from head office to the regions.

The department has undertaken to facilitate the delivery of housing opportunities through the following strategic programmes:

 Formalisation of informal settlements;  Informal settlement upgrading programme;  Top structure construction;  Greenfield development projects;  Hostel redevelopment;  Flat refurbishments;  Upgrading of old age homes;  Provision of bulk infrastructure; and  Sales and transfer programme.

To ensure integrated planning, the department specifically targets housing and development opportunities in line with the CoJ’s IDP. The department strives for an effective development plan fostering community participation.

88 Table 2.25: Housing Scorecard

Key Performance Key Performance Baseline Target Q1 Q2 Q3 Q4 Area Indicator To enhance % positive 50% 55% customer relations perception of the management CoJ achieved in the annual customer satisfaction survey for 2004/05 produced by August 2005 and results fed into Mayoral Committee Lekgotla in October to plan for 2005/06 Minimum turn 10 10 working around times for days resolution of complaints involving referrals150 Minimum turn New 7 working around 151times for indicator days resolution of complaints without referrals (internal) % of complaints New KPI 100% forwarded to the provincial tenants landlord office Draft and sign New 2nd quarter service level indicator signed SLA agreement with Gauteng Housing Department on the resolution of complaints Monitoring New 100% performance indicator compliance against service to SLA level agreement Number of housing 36 24 staff trained in customer care

150 This KPI refers to complaints that are referred to province. 151 This KPI refers to complaints that can be resolved internally by the housing department.

89 Key Performance Key Performance Baseline Target Q1 Q2 Q3 Q4 Area Indicator To identify housing % compliance with New 80% and development signed funding indicator opportunities in agreements of all line with the CoJ’s provincially funded IDP projects Number of title 5 000 10 000 deeds issued in new settlements Number of New 29 informal indicator settlements formalised Monitoring New Quarterly JOSHCO’s152 indicator reports performance against the IDP scorecard, Strategic Agenda and key service delivery areas/sector Number of units in 100 Additional old-age homes 100 refurbished or upgraded To identify housing Number of housing 1 000 3 300 and development units built through opportunities in 153Community line with the CoJ’s Builder Programme IDP (based on (CBP/ PHP). provincial subsidy approval) Number of title 3 000 3 000 deeds issued as per first directive154. Number of title 700 3 000 deeds issued as per second directive155 Number of title 1 500 2 000 deeds issued in less formal townships as per third directive156

152 The housing department has the an oversight role in ensuring that JOSHCO delivers on the CoJ ‘s mandate, a set of key deliverables for the 2005/06 will be made available once JOSCHO’s business plan has been approved by council. 153 PHP- Peoples Housing Processes. 154 1st Directive – Transfer of properties in Greater Soweto. 155 2nd Directive – Transfer of Own affairs properties. 156 3rd Directive – Transfer of all properties and serviced sites located within less formal township.

90 Key Performance Key Performance Baseline Target Q1 Q2 Q3 Q4 Area Indicator Number of hostel 600 1 000 units converted to family units or other accommodation options Number of units 3 000 5 000 built as per special projects Number of 20 000 10 000 serviced stands delivered Number of units in 1 000 1 000 buildings identified for future projects Number of stands 25 000 5 000 to be generated by land parcels identified for future projects % of Transferred 10% 2005/06 Council stock to 40% JOSHCO (of 14 000) % implementation New 20% of the Housing indicator Master Plan157 Number of New 3 informal indicator settlements relocated within Soweto Number of New 3 informal indicator settlements relocated within the inner city Number of jobs158 New 813 housing created through the indicator EPWP Effective Clean up sessions New 2 management of the in hostels. indicator housing Clean up sessions New 2 environment in informal indicator (stretch) settlements Number of units 16 30 developed through Letsema (voluntarism process)

1571The housing master plan is a five -year plan to streamline housing delivery. The milestones for the 2005/06 include township establishment; detailed design and installation of services; installation of bulk infrastructure; construction of family units; 158 The CoJ defines a job use the GPG’s definition, which defines employment for a three- month period.

91 Key Performance Key Performance Baseline Target Q1 Q2 Q3 Q4 Area Indicator To ensure strategic % of fraud and 100% 100% management of the corruption cases department investigated as compared to allegations received % of fraud and New 100% corruption cases indicator prosecuted where evidence exist to warrant disciplinary measures To ensure effective Fencing of 500 units Additional land invasion and formalised units in 2000 units informal settlement informal management settlements To ensure sound % of capital budget 95% 95% financial, HR and spent operational % variance against 2,6% over 5% management operating budget expenditure Fully GAMAP 100% 100% compliant register of movable /immovable assets % implementation 100% 100% of of the e- leave government in application respect leave to be completed on line Level of 100% 100% compliance with operation clean audit GANNT chart activities Frequency of Monthly Monthly procurement reporting % affirmative 60% 60% procurement (BEE and SMMEs) of total procurement value Achievement of 100% 100% employment equity requirement as per plan % of departmental 1% of wage 1% of wage budget spent on bill bill skills development Levels of staff Up to level 5 Up to and performance including managed level 5 Level of 60% 100% compliance by the compliance

92 Key Performance Key Performance Baseline Target Q1 Q2 Q3 Q4 Area Indicator dept. to councils’ HIV/AIDS workplace policy % variance against 0% over Sign-off by operating budget expenditure FED and the City Manager

93 Budget summary

Table 2.26 is a quarterly breakdown of the operating and capital budget for the Housing department.

WARD COUNCILLOR SUPPORT, PEOPLE CENTRE AND SUPPORT SERVICES

Introduction

Service delivery improvement has assumed prominence in the operations and strategic management of the CoJ. Indeed, the best variable for judging the CoJ’s performance is improvements in service delivery.

As part of the attempt to enhance service delivery, the CoJ has decentralised service delivery around the eleven regions. Administratively, the CoJ has enhanced service delivery and customer relation management through the establishment of people centers. Politically, the CoJ has institutionalised the councillor support structure to assist councillors in every region.

Challenges

Peoples centres and councillor support are faced with a plethora of challenges, but the principal ones are the following:

 Inadequate capex to cater for cost of new peoples centres;  No sustainable outreach into communities;  Problems with management of regionally-specific information that is often required by communities;  Unit cost of telephone and electronic contact too high and unsustainable;  Councillor capacity building inadequate; and  Strengthening of ward committees.

Budget summary

Table 2.27 shows the quarterly breakdown for the operating and capital budgets for this vote.

Total Cashflow Projection (R 000) Q1 Q2 Q3 Q4 Opex 241 828 62 132 63 338 58 222 58 136 Capex 3 100 0,775 0,775 0,775 0,775

94 UAC SERVICE DELIVERY SUMMARIES

CITY POWER

Background

City Power is a utility established in terms of the Companies Act. City Power was established in November 2000 and is fully owned by the CoJ.City Power Ltd is the electricity distribution service provider to the CoJ. The core competency of its business is to purchase, distribute and sell electricity within certain areas of the CoJ. City Power is not the sole provider of electricity services within the city. Eskom is the other provider, servicing some areas of the city. In terms of electricity supply, City Power continues to rely on two main sources, namely, Eskom (80%), Kelvin Power Station (20%). City Power also has access to its own gas turbines (160 MW of gas capacity) that is used for emergency start-up.

Challenges

The company faces a number of challenges, including:

 Citywide power outages;  Identification of households without access to basic levels of electricity; and  Billing and accounts reconciliations.

Service delivery

City Power complies as required in terms of Section 87(5) (d) (i) of the MFMA and Sections 41 and 81 of the MSA. City Power is committed to creating jobs through the EPWP and ensuring the adequate training and development of previously disadvantaged individuals and the disabled. Specific quotas are set at the onset of each capital programme and project, making provision for the inclusion of targeted individuals to be employed for the duration of the project cycle. Skills and training are also provided and skilled individuals advance to other programmes and projects if the skills are required. KPIs have also been developed to monitor the effectiveness of the EPWP programme and this is similarly reported on an annual and quarterly basis. The list of KPAs includes the national treasury requirements and that of environmental management.

95 Table 2.28: City Power Scorecard

Key performance Key performance Baseline Target Q1 Q2 Q3 Q4 area indicator Households with at Number of 299 719 300 019 299 794 299 869 299 944 30 0019 least basic services dwelling units with access to electrification connections (excluding Eskom areas) Number of 222 164 222 386 222 220 222 275 222 331 222 386 households with access to free basic electricity Revenue Revenue collected as percentage total revenue billed: improvement Key customers 100% 98% 100% 100% 100% 100%

Top customers 101% 100% 98% 98% 98% 98% Domestic 88% 93% 93% 93% 93% 93% customers Gross margin 38% 35,3% 26% 46% 43% 29% Unaccounted-for 14,2% 13,2% 13,2% 13,2% 13,2% 13,2% electricity as a percentage of electricity dispatched (billing losses) Power outages Number of power outages: Bulk 165 150 29 34 52 35 M v 1 500 1 200 255 242 357 421 L v 133 600 93 900 26 647 23 701 21 370 22 812 Public lighting Public lights New - New - - - repaired as a (2004/05) (2004/05) percentage of complaints re- received Regulatory % compliance with nrs 048 (quality of supply) compliance (ner) Category 4 - 45% 65% 100% 87% 74% 65% domestic Category 5 – rural 84% 88% 100% 100% 100% 88% Category 2 – 45% 55% 94% 89% 77% 55% industrial Implementation of New June 2006 New - - - disaster indicator management plan by target date Environment Compliance with New 70% New - - - environmental management systems (iso 14001) by target

96 Key performance Key performance Baseline Target Q1 Q2 Q3 Q4 area indicator date Opex budget New - New - - - allocated for environmental management system as a percentage of total opex Occupational health Number of 0,50 0,4% 0,5 0,46 0,46 0,4 and safety employees (2004/05) disabling injury frequency ratio Number of 0 0 0 0 0 0 employee job related fatalities Established New June 2006 New - - - NOSA baselines and action plan (not accreditation) by target date EDI process Red 4 integration Jan 2004 December Jun 2005 - - - plan developed by 2005 target date HIV/AIDS Number of 1 1 1 1 1 1 HIV/AIDS workplace programme in place Compliance with Jan 2004 June 2006 Jun 2005 - - - CoJ and approved CP policy by target date HIV/AIDS 100% 100% 100% 100% 100% 100% statistics reported quarterly Data accuracy Levels of core 60% 66% 66% 66% 66% 66% system data accuracy Human recources Employment 71% 70% 70% 70% 70% 70% development equity (AA ratio) Employment 16% 16% 16% 16% 16% 16% equity (gender equity ratio) Employee 75% 76% 76% 76% 76% 76% satisfaction Economic Number of 12 77 1 090 - - - - development and job temporary jobs creation created Number of 24 17 - - - - permanent jobs created Safety and security Number of public 0 0 0 0 0 0 fatalities Customer Annual customer satisfaction index rating:

97 Key performance Key performance Baseline Target Q1 Q2 Q3 Q4 area indicator satisfaction and Key customers 75% 75% 75% 75% 75% 75% responsiveness Top customers 75% 75% 75% 75% 75% 75% Domestic 75% 75% 75% 75% 75% 75% customers Number of total 90% 91% 91% 91% 91% 91% calls answered in (30 seconds) as a percentage of total calls received Number of 96% 98% 98% 98% 98% 98% customer complaints/queries resolved per total calls received Average time 48 hrs 36 hrs 36 hrs 36 hrs 36 hrs 36 hrs taken for City Power to resolve queries that are referred to Black economic Compliance with June 2005 64% June - - - empowerment BEE policy by 2005 target date BEE procurement 62% 64% 65% 65% 65% 65% as a percentage of total budget BEE spend as a 62% 64% 65% 65% 65% 65% percentage of opex BEE spend as a 62% 64% 65% 65% 65% 65% percentage of capex Profitability Interest expense R218 ml R239,3 ml R58,5 ml R60,7 ml R59,6 ml R60,3 ml Attributable R61,7 ml R42,8 ml R39,9 ml R89 ml R57,4 ml R63,9 ml income Engendered Engendered 20% 22% 20% 20% 20% 20% companies expenditure empowerment Tariffs Implementation of 10% - 95% 100% 100% 100% tariff methodology Maintenance Faults restoration within the specified time frame as a percentage of the total number of faults programmes reported (nrs 047): Within 1,5 hours 30% 30% 30% 30% 30% 30%

Within 3,5 hours 60% 60% 60% 60% 60% 60% Within 7,5 hours 85% 86% 95% 95% 95% 95% Greater than 24 95% 96% 96% 96% 96% 96% hours Opex Opex spent on New - New - - - maintenance programmes in targeted areas as a percentage of overall opex

98 Key performance Key performance Baseline Target Q1 Q2 Q3 Q4 area indicator budget

Opex R666 ml R700,83 ml - - - - Capex Capex spent on - R674,5 ml - - - - network as a percentage of the overall capex budget Capex spent in R469,57 ml - R674,5 - - - targeted areas as a ml percentage of total capex

Budget summary

Table 2.29 is a quarterly breakdown of the operating and capital budget for City Power.

Total Cashflow Projection (R 000) Q1 Q2 Q3 Q4 Opex 3 632 898 1 064 362 794 440 791 218 982 878 Capex 675 178 67 518 135 035 202 554 270 071

PIKITUP

Background

Pikitup was corporatised as a private company in 2001. Pikitup provides waste management services to the 3,2 million Johannesburg residents. Pikitup also offers commercial services to approximately 17 000 businesses in the city, and picks litter and sweeps approximately 9 000 kilometers of streets within Johannesburg’s eleven regions. The city generates a total of 1, 5 million tons of waste per annum.

The company currently has 3 212 employees operating from eleven depots, and a fleet of 355 vehicles and seventy-three third party fleets, five landfill sites incinerator and forty-eight garden refuse sites across the city. More than 190 informal settlements which comprise of approximately 200 000 dwellings are serviced weekly. The refuse collection service to these settlements varies from weekly round collections, to placement of skip containers, removed weekly. Pikitup has modernised and improved waste collection systems by constantly upgrading its fleet, and also delivering the 240 litre wheeled bins in the phased replacement of the old refuse bag system.

The new integrated Waste Management Policy and the National Waste Management Strategy seeks to minimise the waste stream going to landfills, while extracting maximum value from the waste stream at all stages of the collection. The strategy also introduced new environmental regulations, designed to bring South Africa’s waste

99 management in line with the best environmental practices in the world. This strategy has been formulated to ensure revenue growth, increased customer satisfaction, improved employee attitude and morale.

Challenges

Pikitup operates in an unregulated, harsh, yet highly competitive, environment. The challenges that have been identified by the company as greatly impacting on its business are:

 Fleet optimisation and labour cost management;  The impact of HIV/AIDS on the business and on service delivery;  Striving towards alignment to National Waste Management Strategy and compliance to the Polokwane declaration;  Landfill site depletion;  Clients’ service delivery expectations and the financial impact thereof;  Maintaining service delivery in line with the growth of the CoJ  Unregulated market entrance by illegal, formal and informal operators and the resulting price undercutting;  Ineffective enforcement of waste by-laws leading to damage to the environment, e.g. illegal dumping;  Complexity of CoJ’s projects overlapping with Pikitup projects (CDM, Thermsave, and recycling);  Ownership of landfill sites; and  Introduction of new financial relationship between the parent municipality and the entity by the MFMA.

Service delivery

The CoJ has allocated a capex budget of R45,1 million to Pikitup in the 2005/06. This is intended to cover the roll out of the various programmes and projects aligned to the CoJ’s Strategic Agenda. The capex allocation will be spent on, amongst others, procurement of refuse bins, garden site roll out and upgrade of existing sites, plant and machinery, landfill sites upgrade, bulk containers, office equipment, signage, alterations to depots and to head office. There was, however, no budget allocation in respect of rehabilitation and management of closed landfill sites, simulation model development, development of a builders rubble plant and for the formation of a waste transfer station.

The majority of the capex is scheduled to be applied in the second half the budget year. Seventy-five percent of the projected expansion is into new land and buildings and 14% is into fixed assets.

The company strives for service delivery excellence in terms of domestic waste management, public waste management services, waste disposal. The company also focuses on poverty alleviation and human development through Zivuseni project for job creation and training. The company works with other UACs in improving the inner city and maintaining cleanliness and with other areas like Diepsloot service delivery improvements and maintenance.

100 The overall service delivery of the department is summarised in Table 2.30. This scorecard outlines key performance indicators and targets for the department.

Table 2.30: Pikitup Scorecard

Key Performance Key Performance Baseline Target Q1 Q2 Q3 Q4 Area Indicator Strategic Agenda Daily level of 65% 70% 66% 67% 69% 70% cleanliness achieved according to photometric standards in targeted159 areas % households with 95% 97% 96% 96% 97% 97% access to basic level of solid waste disposal in proclaimed 160 areas % households with 90% 97% 93% 95% 95% 97% access to basic level of solid waste disposal in proclaimed areas Environmental % compliance with 70% 100% 75% 80% 90% 100% management environmental management system (EMS) based on ISO 14001 No of depots 0 8 2 2 2 2 implemented EMS No of landfills 0 3 1 1 1 implemented EMS Occupational Number of 20 5 1 2 1 1 healt employee disabling h injury/incidents and reported safet Number of depots 0 11 3 2 3 3 y obtained NOSA grading Number of landfills 0 5 1 2 1 1 compliant with NOSA grading Disaster % implementation 90% 100% 92% 94% 97% 100% management of a disaster management plan

159 Targeted areas – Soweto, Inner City, Randburg, Ivor Park and Diepsloot. 160 Proclaimed areas – Informal settlements.

101 Key Performance Key Performance Baseline Target Q1 Q2 Q3 Q4 Area Indicator HIV/AIDS Medical 70% 90% 75% 80% 85% 90% % implementation examinations for of employee drivers wellness On site health care 50% 70% 55% 60% 65% 70% programme programme HIV/AIDS training 10% 60% 15% 15% 15% 5% for managers Job creation Number of 8 10 1 1 sustainable jobs Number of jobs 1 500 100 25 25 25 25 created in targeted areas of the EPWP Number of person 0 20 5 5 5 5 days of standard training received Number of 0 2 1 1 1 learnerships completed for the EPWP Waste collection Number of 21 000 30 000 2 500 2 500 2 500 1 500 domestic 240l bins rolled out Number of bins 0 50 000 12 500 12 500 12 500 12 500 rolled out to Orange Farm Cost per ton 373,30 370 -1 -1 -1 -0,3 collect ed from domest ic custom ers Cost per ton 353,11 350 -1 -1 -1 -0,11 collect ed from comm ercial custom ers Cost per ton 217,50 215 -1 -1 -1 -0,50 collected from illegal dumping spots Cost per ton 2 749,52 2 745 -1.0 -1.0 -1,0 -1,52 collected from street sweeping Cost per ton 750,89 745 1.0 1,89 2,0 1,0 collected from informal areas Cost per ton 4 423 4 400 5,1 5,1 5,1 5,0 healthcare waste collected and incinerate Tonnages disposed 1,4m tons 1,4m tons - - - -

102 Key Performance Key Performance Baseline Target Q1 Q2 Q3 Q4 Area Indicator at landfill Waste Volume (tons) of 5% 7% 0,5% 0,5% 0,5% 0,5% minimisati waste recycled as a on and percentage of total recycling waste collected Volume (tons) of 2 980 3 500 130 130 130 130 waste recycled From garden sites Volume (tons) of 9 600 36 000 6 600 6 600 6 600 6 600 waste recycled for composting Illegal dumping Reduction of 9 000 8 500 125 125 125 125 illegal dumping sites Financial Revenue generated R26,6ml R31,1ml R1,125ml R1,125ml R1,125ml R1,125ml Managem from commercial ent customers (profitability) % completion of a 60% 100% 10% 10% 10% 10% bin census Capex Spent % of capex spent 75% 100% 6,25% 6,25% 6,25% 6,25% against approved budget including MIG Black economic % of capex spent 50% 65% 3,75% 3,75% 3,75% 3,75% empower on BEE ment procurement as a percentage of total budget % of opex spent on 75% 67% 2% 2% 2% 2% BEE procur ement as a percen tage of total budget Customer Response time to 20 hours 18 hours -30 -30 -30 -30 perspectiv closure of minutes minutes minutes minutes e emergency customer queries responsive Number of calls 75% 80% 1,25% 1,25% 1,25% 1,25% ness closed as a % of total calls logged

Budget summary

Table 2.31 is a quarterly breakdown of the operating and capital budget for the Pikitup.

Total Cashflow Projection

103 (R 000) Q1 Q2 Q3 Q4 Opex 621 951 152 002 156 585 155 826 157 538 Capex 48 321 4 796 9 952 14 388 19 185

104 JOHANNESBURG WATER

Background

Johannesburg Water (JW) was incorporated as a private company in November 2000 by the CoJ to provide water and sanitation services to its inhabitants.

Annually JW purchases 470 000 Ml of purified water from Rand Water, and reticulates it to the residents and businesses of Johannesburg through a network of 9 800 km of distribution pipes and 120 reservoirs and water towers. It also collects and treats 325 000 Ml of wastewater annually using a 9 200 km network of sewers and six wastewater treatment plants before returning the treated effluent to the local river system.

Challenges

 Improve the quality of data on which planning and investment decisions are Based;  Improve service provision – especially sanitation - in rapidly growing informal settlements;  Source additional capital to address the service growth needs of the CoJ;  Balance capital expenditure with provision for sound maintenance – particularly for sustainable maintenance and repair programmes for both networks and treatment works repair and upgrade the old infrastructure JW inherited which requires significant refurbishment and maintenance funds;  Improve management of the revenue function, which is split between CoJ and JW;  Reduce high levels of non-payment in low income areas;  Reduce unaccounted-for water from 34% to 31% in 2005/06, through reducing both physical and commercial losses;  Reduce consumer resistance to the introduction of “free-paid” meters in Soweto; and  Raise awareness of the need for water conservation throughout the CoJ.

Service delivery

JW’s targets for improved service delivery in 2005/06 including the following:

 Increase the number of households with access to at least basic water to 98,5%  Increase the number of households with access to at least basic sanitation to 94,4%  Increase the number of households with access to free basic water who earn less than R1 100-m per month;  Improve restoration of mainline water bursts within forty-eight hours to 82%  Improve clearing of sewer blockages within twenty-four hours to 80%  Improve responsiveness to customer queries and complaints; and  Maintain extremely high standards of water quality, wastewater effluent quality and wastewater plant sludge disposal.

105 JW’s capital budget aligns with the CoJ’s 2030 vision as well as the IDP and mayoral focus areas for 2005/06. A budget of R407,1 million has been set aside to improve service delivery by improving and extending JW’s infrastructure, implement the VIP sanitation programme in informal settlements, replace old and obsolete infrastructure, and enable compliance with government regulations such as upgrading existing infrastructure on the wastewater reclamation works.

Doornkop/Soweto have the highest budget allocation due to the Operation Gcin’amanzi project that is currently underway there. This project aims to reduce abnormally high levels of unaccounted-for water, particularly in Soweto’s deemed consumption areas. The project represents a R569 million investment over four years and will benefit 162 000 households. The Gcin’amanzi project is labour intensive, and emphasis is being given to maximising job creation within the local communities. It is anticipated that project costs will be recovered fully over four years through massive reductions in unaccounted-for water.

Other capital projects include upgrading, renewal and replacement of water and sewer reticulation and related reservoirs and pump stations; new water and sewer mains; extension of water and sanitation services in informal settlements; and upgrading of bulk infrastructure to support proposed developments in Alexandra, Driezek and Cosmo City.

The CoJ and its companies are also committed to advancing BEE and job creation through the EPWP. JW is further committed to creating jobs through training and development of previously disadvantaged individuals and the disabled. Service delivery monitoring and reporting thus ensures the company effects BEE spend both in terms of its capex and opex expenditure. Specific quotas are set at the onset of each capital programme and project making provision for the inclusion of targeted individuals to be employed for the duration of the project cycle. Skills and training are also provided and skilled individuals advance to other programmes and projects where the skills are required and if such need arises. KPIs have also been developed to monitor the effectiveness of the EPWP programme and this is similarly reported on an annual and quarterly basis.

Table 2.32: Johannesburg Water Scorecard

Key Key Performance Performance Baseline Targets Q1 Q2 Q3 Q4 Area Indicator Customer % calls answered - - - - 94.,6% 90% responsiveness within 30 seconds Number of 86% 80%(2) - - - - customer billing queries resolved at first contact as a % of total number of billing queries received Customer queries 97% 95%(2) - - - -

106 Key Key Performance Performance Baseline Targets Q1 Q2 Q3 Q4 Area Indicator resolved as a proportion of calls received Written customer 75% 75% - queries resolved within 72 hours Average time 49 hrs 60 hrs (2) - - - - taken to resolve customer queries (hours) Investment Actual capital 95% 95% - - - - delivery expenditure as a % of total capital budget Environmental % compliance 96% 96% - - - - compliance with wastewater effluent quality permit % compliance 100% 100% - - - - with wastewater plant sludge disposal –DWAF standards Number of 143 145 (4) - - - - wastewater spills per annum Water quality % drinking water 99.7% 99% - - - - quality (E.coli/ 100ml) in compliance with SANS 241 Response times Number of 82% 82% - - - - mainline bursts restored within 48 hours as a % of jobs completed Number of sewer 77% 80% - - - - blockages cleared within 24 hours as a % of jobs completed Number of N/A 90% - - - - missing sewer manhole covers attended to within 24 hours as a % of jobs completed % of households 98% 98,5% - - - - with access to minimum level of (18 960) (14 745) water service (number of backlog households)

Additional - 1 413 - - - -

107 Key Key Performance Performance Baseline Targets Q1 Q2 Q3 Q4 Area Indicator households to be connected by JW by CoJ Housing % of households 92,8% 94,4% - - - - with access to basic level of (70 478) (54 935) sanitation (number of backlog households) Additional - 4 592 - - - - households to be connected by JW by CoJ Housing Impermanent (5317) 4 000 - - - - informal (19000) settlement- upgrading of services (LOS1) performed by JW. Number of VIP’s installed (cumulative) % of households 98% 98,5% - - - - earning less than R1100 per month with access to free basic water Households who 0% 0% - - - - must pay for services even though they have access to just: -A basic water supply service (and only use a basic amount) -A basic sanitation service (and use only the basic service) Number of 52% TBD - - - - households which are using more than 6kl/ month of water and purchase additional water credits as % of the total number of households with prepayment meters (OGA)

108 Key Key Performance Performance Baseline Targets Q1 Q2 Q3 Q4 Area Indicator Average monthly 3.37 kl/ month TBD - - - - amount of water purchased in the form of prepayment meter credits (kl/ month) (OGA) Development of N/A 100% - - - - new tariff structure according to new indigent policy if available Reduction in 170 140 - - - - debtor days(top customers) Number of N/A 0.5% - - - - households supplied by formal piped systems which have inadequate continuity of water supply Completion of a N/A 100% - - - - customer charter by target date of July 2005 Perception in the CoJ’s customer satisfaction survey for: 75,4 % 78% - - - - -Water provision -Sanitation 70,6 % 73% - - - - % compliance N/A 100% - - - - with JW policy on the installation of prepayment meters 2005/06 Billed revenue R2 414 R2 879 - - - - Cost of sales R1 190 R1 349 - - - - Gross profit R1 224 R1 530 - - - - Gross margin 50,7% 53,1% - - - - Expenditure R1 310 R1 478 - - - - Other income R33 R41 - - - - Interest R265 R303 - - - - Interest grant R200 R240 - - - - from CoJ (Loss)/profit (R118) R29 - - - - before tax % revenue 92% 100% - - - - collected from top customers % of 36% 31 % - - - - unaccounted-for water

109 Key Key Performance Performance Baseline Targets Q1 Q2 Q3 Q4 Area Indicator Intervention gains - 1% - - - - - 2% - - - - Billing correction, commercial and physical losses interventions Operation Gcin'amanzi (Soweto) Number of water 95% 96% - - - - meters of original top customer read as a % of the total number of water meters of original top customers Number of stands 630 64 940 - - - - equipped with prepayment 0% 40.1% meters during financial year (% of total of 162 000 stands) Water saved 19 200 15 401 000 - - - - through OGA : - for stands equipped during the year (kl/annum) Customer N/A 100% - - - - satisfaction survey carried out annually in Soweto where prepayment meters have been installed Level of cross - - - - subsidisation on social tariff (less than 10 kl/ month) -Social Tariff as a 30% TBD percentage of average cost (%) Number of annual 564 500 - - - - breakdowns repaired at pump stations and reservoirs Rand value of all R513 247 TBD - - - - contractors e.g. Tellkom/ City Power etc billed for water losses caused by burst due to them

110 Key Key Performance Performance Baseline Targets Q1 Q2 Q3 Q4 Area Indicator damaging pipes % compliance N/A 100% - - - - with the implementation of the Water Services Development Plan (WSDP) Number of public 200 600 - - - - education/ newspaper/ radio events which include responsible water consumption % implementation N/A 100% - - - - of drought management strategy In line with CoJ’s Disaster Management Strategy -% development N/A N/A - - - - of JW DM Plan -% compliance N/A 100% - - - - with JW DM Plan Number of labour Data collection 10% increase - - - - intensive jobs (3 211) (3 886) created in terms of EPWP jobs created % value of total 52% 60% - - - - procurement spent allocated to BEE Number of N/A 80% - - - - suppliers BEE accredited as a % of the total suppliers Training budget 2,3 %(8) 1% - - - - as a % of payroll % of training 103% (8) 95% - - - - budget spent on implementation of workplace skills plan EE targets for top Level 1: Level 1: 100% - - - - three levels of 100% PDI PD management Level 2 : Level 2 : 83% PDI + 75% PDI HDI (17% non-HDI)

Level 3 : Level 3 : 56% PDI + 75% PDI HDI (44% non-HDI)

111 Key Key Performance Performance Baseline Targets Q1 Q2 Q3 Q4 Area Indicator Training and 7 813 (8) 3 000 - - - - mentoring plan implementation – achievement of skills development target (training events) Reduction of 2% 2% - - - - actual overtime 44 2627hrs/a hours worked by 2% Awareness of 90% 94% - - - - HIV/AIDS interventions measured at the hands of direct contact and coverage measured in percentage of employees trained % access of J W N/A 60% - - - - staff to food supplements (programme introduced in the 2004/2005) year % commitment to N/A 100% - - - - the approved safety protocol of the CoJ % subcontractors N/A 100% - - - - made aware of the approved CoJ’s safety protocol Disability injuries 1,82 1,7 – 1,8 - - - - incidence rate

112 Budget summary

Table 2.33 is a quarterly breakdown of the operating and capital budget for Johannesburg Water.

Total Cashflow Projection (R 000) Q1 Q2 Q3 Q4 Opex 3 130 075 796 169 829 127 776 050 728 729 Capex 456 197 55 620 111 239 166 859 122 479

JOHANNESBURG ROADS AGENCY

Background

The Johannesburg Roads Agency (JRA) was formed in November 2000 but started operating in January 2001 as a (Pty) Limited, incorporated in terms of the Companies Act. The main company objective in the next three years is to work towards becoming a world class company, which will manage and develop balanced road services infrastructure to ensure sustainable service delivery and movement within the city of Johannesburg, thereby creating a sustainable platform for economic growth by attending to the following:

 Upgrade of road infrastructure in townships and informal settlements;  Improve accessibility;  Upgrade systems for safety and sustainability;  Manage the growing car usage and congestion;  Support of public transport; and  Improve the efficiency, management and sustainability of the company.

The JRA’s core business is the development, administration and management of the municipal transport infrastructure, especially roads, stormwater bridges and culverts, traffic lights and road signage in Johannesburg. It is, therefore, responsible for the activities associated with roads, stormwater, footways, railway sidings and traffic mobility management in Johannesburg. These activities include:

 Design;  Construction;  Maintenance; and  Management of road infrastructure networks including traffic lights and stormwater.

The general responsibility for roads within Johannesburg is shared between three spheres of government with the CoJ controlling the vast majority of road kilometers. The total road network managed by JRA is 9 435km.

Since its inception, the JRA has progressively developed into one of the leading agencies in Johannesburg in respect of service delivery and is embarked upon a

113 strategy to create a world class company by June 2005. It has changed its focus from that of building and maintaining roads to “the ability to get the customer around the city with minimum hindrance, least cost and shortest time”.

Challenges

The following are some of other major challenges:

 Implementation of continuous improvement strategies in all the depots: All business units within JRA must comply with world class status, which focuses on efficient customer relationship and continuous improvement;  Access to disadvantaged communities through the eradication of development backlog with a specific focus on the construction of over 800km of township roads: This will enable residents to better cope with accessibility in wet weather, dust problems and management of stormwater.  JRA will be investigating possible financing instruments. This will require a redefinition of an institutional framework within the JRA and how currently operates;  The existing traffic control systems are old and do not communicate to a centralised operations centre resulting in a reliance on the public to notify the JRA if there are service defects;  Integrating service delivery with the GPG Department of Transport to minimise inter-governmental duplications and disparities in service standards;  In the face of ever increasing impact of HIV/AIDS in the workplace, the recruitment training and retention of staff will have to receive a new impetuous in the road sector given the labour intensive nature of its activities; and  The emphasis for skills will need to go beyond the development of artisans and include IT challenges to enable JRA to be competitive in an ever changing world.

Service delivery

Roads JRA has a total length of 8 166km under its control, of which 852km are gravel roads, mostly in township areas and informal settlements of the city.

Stormwater JRA is responsible for ensuring that stormwater is conveyed in a safe manner that does not compromise asset value, the environment, ecology, life, health or property. The JRA has 3 943km of closed stormwater infrastructure and an extensive open drainage system under its control.

Bridges and culverts Bridges and culverts refer to crossings and include road over road, road over rail, road over river and pedestrian over road structures. There are currently approximately 470 bridges and forty-one major culverts.

Traffic lights Non-functioning traffic lights are a contributory factor to the congestion problem within the city. There are currently 1 851 traffic signal controlled intersections which

114 are managed and maintained by the JRA. The total number of traffic light units are estimated at 91 500.

Integrated transport plan The land transport vision, goals and objectives were developed, taking into account those formulated in the national and provincial spheres of government, but also with regard to the CoJ’s approved spatial, local economic and development frameworks. In particular, the land transport vision encompasses the overall direction and strategic thrust set out in the CoJ’s 2030 strategy.

Table 2.34: JRA Scorecard

Key Performance Key Performance Baseline Target Q1 Q2 Q3 Q4 area indicator Service delivery Kilometres of 850 750 250 350 550 750 gravel roads maintained Kilometres of road 750 30 3 16 30 upgraded from gravel to surfaced

Completed potholes 95% 95% 95% 85% 95% 95% filled expressed as a % of reported potholes Lane km of roads 80 187 47 94 140 187 resurfaced Number of major 25 15 2 5 5 3 stormwater incidents (floodings) Number of KIs 47 846 56 000 14 000 14 000 14 000 14 000 cleaned each year Completed 75 100 80 90 95 100 reinstatements expressed as a % of total orders Average speed at 26,15 km/hr 27,15km/hr 26,15 26,15 26,15 27,15 peak hour on major arterials Number of traffic 1 790 1 783 1 783 1 783 1 783 1 783 signal controlled intersections working in any one day % of CoJ area 20% 22% 0% 0% 0% 22% under formal storm water control Number of formal 41 50 12 12 12 14 taxi lay-byes with acceptable level of

115 Key Performance Key Performance Baseline Target Q1 Q2 Q3 Q4 area indicator road markings

Lane km of road 1 522 1 600 400 400 400 400 markings painted Number of traffic New indicator 5% 5% 5% 5% 5% signals with recurring faults as % of traffic signals repaired Number of New indicator 90% 80% 80% 85% 85% complaints about road signs and marking resolved as % of complaints received Customer Red flagged issues 0% 100% 25% 50% 75% 100% perspective from customer survey resolved expressed as a % of total issues raised Number of service 91% 95% 95% 95% 95% 95% defects resolved as a % of total reported Service defects resolved within SDA timeframes as a % of total defects reported:

Potholes 82% 90% 85% 87% 88% 90% Traffic signals 91% 90% 90% 90% 90% 90% KIs 4% 90% 85% 87% 88% 90% Number of CoJ 11 11 11 11 11 11 regions undergoing public road safety and storm water education and awareness programmes Number of man 56 40 10 10 10 10 days lost due to disabling injury Internal process Number of job- 0 0 0 0 0 0 related fatalities Number of person 76 560 86 240 28 160 28 160 28 160 0 days of employment created Number of jobs Women 250 25% 50% 75% 100% created from July Youth 250 25% 50% 75% 100% 2005 to June 2006 Other 250 25% 50% 75% 100% Number of 100% 100% 25% 25% 25% 25% employees exposed to JRA’s HIV/AIDS programme as a% of total employees Implementation of a 0% 100% of DMP 25% 50% 75% 100% disaster activities

116 Key Performance Key Performance Baseline Target Q1 Q2 Q3 Q4 area indicator management plan

Number of 8 19 10 15 16 19 workstations that comply with OHSA Number of capital 86% 100% 86% 90% 100% 100% projects that comply with EPWP guidelines as % of total projects Number of JRA 55% 80% 60% 65% 70% 80% employees undergoing safety education as % of total employees Learning and Number of 6 6 1 2 4 6 growth departments that implement approved WSP Number of 5 6 1 2 4 6 departments implementing with Succession Planning Compliance with 0% 100% 100% 100% 100% 100% standard EPWP training Environmental % implementation 10% 0 0 0 10% indicators of environmental management system based on ISO 14000 % implementation New indicator 20% 0 0 0 20% of cleaner production initiatives at asphalt plant Compliance with 100% 100% 100% 100% 100% 100% Environmental Impact Assessment (EIA) process on capex as % of total projects Compliance to the 100% 100% 100% 100% 100% 100% conditions of EIA RoD's as % of total projects % implementation 25% 25% 0 0 0 25% of environmental management system

Budget summary

Table 2.35 is a quarterly breakdown of the operating and capital budget for JRA.

Total Cashflow Projection

117 (R 000) Q1 Q2 Q3 Q4 Opex 391 171 97 788 97 788 97 788 97 807 Capex 263 200 26 120 54 240 78 360 104 480

JOHANNESBURG CITY PARKS

Background

Johannesburg City Parks (JCP) was established as a Section 21 company of the CoJ and has been operating since 2001. The company is responsible for the administration and management of parks, cemeteries, designated open spaces, and nature conservation areas. The company further maintains an estimated 1,6 million street trees throughout Johannesburg.

JCP manages 2 138 parks, 4 798 hectares (ha) of developed open space as well as 3 600 undeveloped open space, 5 500 ha sidewalks, 1 775 ha developed arterials, 174 ha of water surfaces, approximately 1,6 million street trees, thirty-five cemeteries, two crematoria, one nursery, 1 569 ha of conservation land, eighty-seven kilometres of river trails, and two environmental education centres.

Challenges

The company faces a number of challenges, which directly or indirectly impact its business operations. These include::

 The inclement weather experienced over the past financial year has increased the maintenance burden of JCP with the highest rainfall recorded in years;  The extensive open space area required to be maintained within a limited operating budget and staff;  Increasing demands by politicians and the public to maintain private owned land, which is not catered for in the existing, limited operating budget;  The increase in emergency response initiatives to remove ageing trees, which have fallen over due to increased thunder storms;  Inadequate financial resources to purchase more conservation land to protect declining plant and animal populations in remaining open spaces;  The ability to reduce the backlog of trees to be planted in previously disadvantaged areas given the constraining budget and mayoral requirement to plant trees taller than two meters; and  The increasing security requirements in existing facilities such as parks.

Service delivery

The CoJ have allocated a capex amount of R24,5m to the JCP to roll out a number of programmes and projects that are aligned to the CoJ’s Strategic Agenda for the 2005/06 financial year. This capex will be spent on developing new regional cemeteries, regional parks and upgrading existing parks, developing environmental

118 conservation areas, and planting street trees in relevant areas. These programmes and projects are all directed at improving environmental management in the city.

Three new regional cemeteries will be established at a total cost of R7,975m, while a capex amount of R2,850m will be spent on the refurbishment of existing parks. A total capex amount of R4,8m is budgeted for the establishment of new regional cemeteries. Capex will additionally be invested in environmental conservation development at a budgeted amount of R4,5m. Finally, an amount of R1m is budgeted for tree planting, plant and equipment of R2,875m, and R500 000 for project management.

The CoJ and its companies are committed to advancing BEE and job creation through the EPWP ensuring the adequate training and development of previously disadvantaged individuals and the disabled. Service delivery monitoring and reporting thus ensures the company implements BEE spend both in terms of its capex and opex expenditure.

The overall service delivery of the department is summarised in Table 2.36. This scorecard outlines key performance indicators and targets for the UAC.

Table 2.36: City Parks Scorecard

Key Key performance performance Baseline Target Q1* Q2 Q3* Q4* area indicator Service delivery Number of 3 2 Phase 1 Phase 2 Phase 3 2 regional parks established relative to total Number of 5 4 Phase 1 Phase 2 Phase 3 4 park refurbishments completed Number of 5 3 Phase 1 Phase 2 Phase 3 3 regional cemeteries established relative to the total Number of 2 000 2 000 600 400 400 600 mature indigenous trees planted (>2 meters high) Number of maintenance cycles (days) undertaken in parks per category: Flagship parks 14 14 14 14 14 14 (main parks) Developed 28 28 28 28 28 28 parks Undeveloped 60 60 60 60 60 60 parks Sidewalks 3 cuts per 3 cuts p.a No cut 1 cut 1cut 1 cut annum

119 Key Key performance performance Baseline Target Q1* Q2 Q3* Q4* area indicator Main arterials 60 60 60 60 60 60

Road islands Cleaning Cleaning Cleaning Cleaning Cleaning Cleaning every 60 every 60 every 60 every 60 every 60 every 60 days days days days days days Number of maintenance cycles undertaken (days) in cemeteries per category: Developed 14 14 14 14 14 14 cemeteries Undeveloped 28 28 28 28 28 28 cemeteries Inactive 60 60 60 60 60 60 cemeteries % compliance 65% 90% 65% 75% 85% 90% with environmental management system Number of 2 2 2 2 2 2 cremators with air quality abatement technologies Number of 2 2 2 2 2 2 cremators complying with legislation and permit conditions Number of 17 17 major 2 3 5 7 environmental programmes awareness programmes completed % capex spent 100% 100% 5% 5% 20% 70% against approved budget Occupational % compliance 0% 100% 100% 100% 100% 100% health, safety of disaster and security management plan % compliance 80% 80% 80% 80% 80% 80% with OHASA checklist Number of job 0 0 0 0 0 0 related staff fatalities Number of 45 42 10 15 12 5 disabling injury incidents Number of 6 Phase 1 Phase 2 Phase 3 6 new parks established incorporating

120 Key Key performance performance Baseline Target Q1* Q2 Q3* Q4* area indicator safety and security designs

Economic Capex spent on 62% 65% 65% 65% 65% 65% development and BEE job creation procurement as a % of total budget within JCP's control of choice Opex spent on 62% 65% 65% 65% 65% 65% BEE procurement as a % of total budget within JCP's control of choice Number of 200 50 50 50 50 jobs created (EPWP) Number of 0 1 200 300 300 300 300 person days of employment created (EPWP) Total 0 R0,96 m R 0,24m R 0,24m R0,24m R0,24m expenditure on actual jobs created (EPWP) Number of 0 1200 300 300 300 300 person training days completed (EPWP) Number of job 0 opportunities filled in terms of demographics (target might be adjusted at next exco) Women x 120 30 30 30 30 Youth x 70 18 18 18 18 Disabled x 4 1 1 1 1 Other [200] [50] [50] [50] [50] Total 0 R0,96 m R0,24m R0,24m R0,24m R0,24m expenditure retained within communities (EPWP)

121 Key Key performance performance Baseline Target Q1* Q2 Q3* Q4* area indicator HIV and AIDS % compliance 100% JCP 100% JCP. 100% JCP. 100% JCP 100% JCP. 100% JCP with CoJ and 70% CoJ 70% CoJ 70% CoJ 70% CoJ 70%% CoJ JCP’s HIV and AIDS policies

% of 0 80% 20% 20% 20% 20% employees exposed to company HIV and AIDS programme Customer % annual 40% 40% 40% 40% 40% 40% satisfaction and customer responsiveness satisfaction index rating Number of 247 Under 300 250 Under 300 Under 300 250% outstanding complaints older that 90 days

Budget summary

Table 2.37 is a quarterly breakdown of the operating and capital budget for City Parks.

122 JOHANNESBURG ZOO

Background

The Johannesburg Zoo has served the citizens of Johannesburg for a hundred years. Herman Eckstein donated the land in Saxonwold in 1904, with a small animal collection donated by Sir Percy Fitzpatrick. Over time the nature and operation of the Johannesburg Zoo has changed dramatically. Current the Johannesburg Zoo’s philosophy places importance on four key pillars – conservation, education, research and recreation. The Johannesburg Zoo is well placed to deliver these core pillars .The zoo houses 2 050 animals of 380 species in fifty-four hectares.

Challenges

The company faces the following challenges which directly or indirectly impacts on its business operations:

 Uncontrollable weather elements like rain impacts on visitor numbers;  Fraud prevention in particular with respect to gate takings is an area of continuous exposure;  Departmental managers need to be empowered to manage their own environments and take ownership of productivity - failure to do so quickly and lead by example would result in slow transformation;  A high turnover of staff has left the zoo vulnerable to key individuals. The zoo thus had to fast track staff development;  Fierce competition from Gold Reef City, Montecasino Birdpark , movies and shopping malls has forced the zoo into the challenge of developing innovative and differentiated strategies for different market segments from visitors to tourism to corporate to survive.  The zoo has an ageing infrastructure with displays that are run down, boring and overcrowded.

Service delivery

The overall service delivery of the UAC is summarised in Table 2.38. This scorecard outlines key performance indicators and targets for the UAC.

Table 2.38: Zoo Scorecard

Key Performance Key Performance Baseline Target Q 1 Q2 Q3 Q4 Area Indicators Service delivery Number of visitors 360 000 380 000 90 000 110 000 80 000 100 000 Number of practice 4 4 1 1 1 1 drills Level of 10% 20% - - - 20% implementation of the five-year plan by area covered Environment Environmental rating 66% 75% - - - 75% score based on ISO

123 Key Performance Key Performance Baseline Target Q 1 Q2 Q3 Q4 Area Indicators 14001 achieved by June 2006 Number of projects 3 2 1 1 0 contributing to the water quality improvement or consumption reduction Occupational health Number of employee 0 0 0 0 0 0 and safety disabling injury incidents Number of employee 0 0 0 0 0 0 job related fatalities HIV/AIDS Compliance with CoJ 100% 100% - - - 100% and Johannesburg Zoo HIV/AIDS workplace policy HIV/AIDS statistics Yes Yes Yes Yes Yes Yes reported quarterly HIV/AIDS workplace 10% 80% 80% programme implementation Economic Number of 162 162 167 165 164 162 development and job sustainable jobs creation Number of temporary 10 6 6 6 0 0 jobs created Number of jobs 407 1 640 man - - - - created through months capital projects Safety and security Number of public 0 0 0 0 0 0 safety incidents reported Customer safety 100% 100% 100% programme implemented June 2006 Service excellence Number of 2 2 - - 1 1 infrastructure maintenance/ refurbishment programmes completed by June 2006 Number of new 7 6 1 2 1 2 facilities established Number of 8 8 2 2 2 2 programmes initiated to improve and ensure animal wellbeing Number of animals 2 020 2 050 2 030 2 040 2 050 2 050 recorded bi-annually in asset register Maintenance Opex spent on 4% 4% 4% 4% 4% 4% programme maintenance as a percentage of total

124 Key Performance Key Performance Baseline Target Q 1 Q2 Q3 Q4 Area Indicators budget

% of capex spent 100% 100% 25% 50% 75% 100% against approved budget Customer % of customer 81% 80% - 80% - 80% satisfaction satisfaction rating as per index Customer Response time to 3 hours 3 hours 3 hours 3 hours 3 hours 3 hours responsiveness closure of queries Revenue generated Revenue generated 1,1% 1,6% 1,6% 1,6% 1,6% 1,6% from donor funding as a percentage of total revenue Revenue generated 7.4% 3% 3% 3% 3% 3% from animal sales as a percentage of total revenue Black economic Capex spent on BEE 20% 33% 33% 33% 33% 33% empowerment procurement as a percentage of total budget Opex spent on BEE 20% 33% 33% 33% 33% 33% procurement as a percentage of total budget

Operating budget

Table 2.39 is a quarterly breakdown of the operating and capital budget for the Johannesburg Zoo.

Total Cashflow Projection (R 000) Q1 Q2 Q3 Q4 Opex 36 594 00 9 167 9 167 9 167 9 095 Capex 33 200 00 3 320 000 6 640 000 9 960 000 13 280 000

JOHANNESBURG FRESH PRODUCE MARKET

Background

The Johannesburg Fresh Produce Market (JFPM) is the largest fresh produce market in the country of which the CoJ is the sole shareholder. It attracts the largest concentration of both suppliers and buyers. The core business of the JFPM is to provide facilities and services conducive to the exchange of fresh produce between producers and traders. These include, among others: reliable cold storage and ripening facilities; efficient quality assurance processes; reliable information technology network and management systems and functional physical facilities, and machinery

125 and equipment. It earns revenue from percentage of trade (commission), fixed rental and cost recovery for essential services.

JFPM operates in a commercial and competitive environment. The total saleable fruit and vegetable industry is worth an estimated R29,9 billion. About R6,7 billion of the total market is attributed to the export market, while the retail markets accounts for another R6,2 billion of the total industry. The national markets own R10,6 billion of the total market. The hospitality market including frozen and canned vegetables is worth R5,3 billion of the total market.

Challenges

The JFMP faces many challenges, which impacts on its business operations. The challenges faced by the JFPM are not limited to the following:

 Consumer trends are starting to influence eating habits in South Africa. Therefore, most retailers found it convenient to by-pass national markets in order to introduce quality, food safety and packaging standards demanded by their consumers;  Develop and maintain relationship with producers and agents so as to respond appropriately to their needs;  Strategic alliances with retailers will be required to optimally utilise existing capacity through sharing the high-tech facilities;  The JFPM is lagging behind in the implementation of international quality and food safety standards, which are a prerequisite for the attraction of corporate retailers back into using the market; and  The infrastructure at JFPM is beyond its economic life due to lack of investment over the years.

Service delivery

A capex amount of R32,5 million was allocated to the JFPM to implement a number of projects that are aligned to the CoJ’s Strategic Agenda for the 2005/06 financial year. The capex will be spent on the upgrading and refurbishment of the ablution block, establishment of a laboratory, washbasins, waste area, resurfacing trading floors, refurbishment of the meat market, information technology and the development of satellite markets.

A total cost of R7m is budgeted for upgrading and refurbishment of the ablution blocks. The fruit testing laboratory will be established at a cost of R1,5m. A total capex amount of R3m is budgeted for the establishment of washbasins, while an amount of R4m will be spent on the construction of waste area. Resurfacing of trading floors is budgeted at R5m. The meat market will be refurbished at a total cost of R5m. An amount of R3,5m is budgeted for the establishment of satellites markets in former black townships and finally information technology will be upgraded at a cost of R3,5m.

The JFPM is committed to economic development and transformation. This will be achieved through BEE, job creation. Alternative distribution channels or satellite markets offers opportunities for more jobs and also empowerment of the SMMEs

126 within the fresh produce industry. All these indicators will be monitored and reported on both annually and quarterly.

The overall service delivery of the UAC is summarised in Table 2.40. This scorecard outlines key performance indicators and targets for the UAC.

Table 2.40: JFPM Scorecard

Key Key Baseline Performance Performance Target Q1 Q2 Q3 Q4 2005/06 Area Indicator Financial Growth in R125 649 R125 649 R29 517 338 R60 934 675 R91 202 013 R125 649 revenue in rand 350 350 350 value Increase in the 930 000 930 000 220 000 471 000 689 000 930 000 volume of product traded at the market Decrease in R19 796 000 R26 871 000 R8 226 000 R26 871 000 rand value product wastage % wastage 1% 1,0% 1,8% 1,5% 1,2% 1,0% Number of lease 5 5 5 5 5 agreements signed with market agents % capex spent 98% 90% 90% 90% 90% 90% against approved budget Service delivery % capacity of 90% 95% 95% 95% 95% 95% old ripening rooms concerted into storage facilities Number of 8 1 3 6 8 capital project implemented Number of 0 1 1 N/A N/A N/A satellite market established Environment Develop N/A - - - - - environment management system by target date Compliance N/A - 20% 0% 5% 10% with environment management system (ISO 14001) Number of N/A 8 6 0 8 0 environmental impact assessment submitted and

127 Key Key Baseline Performance Performance Target Q1 Q2 Q3 Q4 2005/06 Area Indicator approved Develop food N/A 10 10 Complete Complete Complete safety policy by target date % food safety N/A 100% 100% 100% 100% 100% compliance monitoring Occupational Create disaster N/A 100% by - 100% - - health, safety management Dec 2005 and security plan % compliance 0% 100% 10% 60% 80% 100% with disaster management plan Reduction in the 0 0 0 0 0 0 number disabling injuries Reduction in the 0 0 0 0 0 0 number of fatalities Compliance 25% 100% 50% 50% 75% 100% with CoJ HIV/AIDS policy Number of 8 100 10 20 35 50 JFPM workers exposed to HIV/AIDS programmes % reduction in 5% 25% 5% 13% 18% 25% the number of security incidence – serious and minor crimes Customer Increase in N/A 70% 65% 65% 68% 70% satisfaction and customer responsiveness satisfaction rating

Response time N/A 30 45 40 35 30 to resolve queries Economic BEE spend as 34% 55% 55% 55% 55% 55% development percentage of and job creation opex BEE spend as 90% 70% 70% 70% 70% 70% percentage of capex Number of jobs 93 200 50 50 50 50 created in terms of EPWP Number of 0 5 0 1 2 2 EPWP learnership in

128 Key Key Baseline Performance Performance Target Q1 Q2 Q3 Q4 2005/06 Area Indicator place Number of 10 20 0 5 7 8 EPWP person training days completed

Budget summary

Table 2.41 is a quarterly breakdown of the operating and capital budget for the JFPM.

METROBUS an Bus Services (Pty) td

Background

Johannesburg Metropolitan Bus Services (Pty) Ltd (“Metrobus”) was corporatised in 2000. It is fully owned by the CoJ. Metrobus offers daily scheduled public transport in greater Johannesburg and offers private hire, learner, pensioner and disability services. Its core business is to provide safe, reliable and economical transport services in Johannesburg. Metrobus operates 484 buses in its fleet and is responsible for 438 shifts per month which equates to 52 000 trips per month and 13,2m kilometres travelled per annum (excluding private hire). The staff complement of Metrobus is 983 people.

Challenges

The company faces a number of challenges which directly or indirectly impact its business operations including but not limited to the following:

 The image that Metrobus as ‘unreliable’ needs to be addressed;  The ageing fleet impacts negatively on service delivery and on the financial status of Metrobus as maintenance costs increase as a result thereof;  Metrobus is currently unsure of the way forward in respect of the outcomes of the applications for the blanket permits;  Metrobus is focussing on route optimisation but labour is resisting this change of focus as they perceive that this will result in job losses; and  Metrobus needs to prepare for 2010 FIFA World Cup and Gautrain.

Service delivery

The Metrobus service delivery plan focuses on improving the following:

129  The performance of drivers;  The level of information available to customers;  The performance of buses;  Customer care; and  The overall service delivery to the passengers.

The CoJ have allocated a capex amount of R8m to Metrobus to roll out a number of programmes and projects that are aligned to the CoJ’s Strategic Agenda for the 2005/06 financial year. This capex will be spent on:

 Upgrading of facilities;  Replacement of ageing vehicles;  Bus wash; and  Purchase of computers, furniture, office equipment, tools, gear and plant and machinery.

These programmes and projects are all directed at improving service delivery in the CoJ.

A capex amount of R3m will be spent on the refurbishment of the bus wash. An amount of R1,95m is budgeted for computers, furniture and new office equipment while R1,6m will be spent on tools, gear and plant and machinery. R900 000 will be invested in the replacement of ageing vehicles and R550 000 on the upgrade of facilities.

The overall service delivery of the department is summarised in Table 2.42.

130 Table 2.42: Metrobus Scorecard

Key Key Performance Performance Baseline Target Q1 Q2 Q3 Q4 Area Indicator Optimise cost Total passenger 1 1 1 1 1 1 recovery per revenue and route subsidy per available seated kilometres expressed as a ratio to total costs (normal salaries, overtime salaries, other labour costs, fuel, maintenance and fixed bus costs) per available seated kilometres Corporate Compliance with 100% 100% 100% 100% 100% 100% governance King II report and MFMA BEE SPEND BEE 20% 25% 22% 25% 25% 28% procurement as a % of total procurement Revenue Total number of ticket issue irregularities as a % of the total number of tickets issued Improve Number of trips cancelled as a % of the total number of scheduled trips, categorised according to: customer satisfaction and No buses 1% 1% 1% 1% 1% 1% loyalty: reliability No drivers 1% 1% 1% 1% 1% 1%

Breakdowns 1% 1% 1% 1% 1% 1%

Average 2 645 6 000 5 000 5 000 6 000 6 000 kilometres travelled per breakdown Customer Number of 80% 90% 80% 86% 88% 90% satisfaction passengers satisfied with services as a % of the total passengers Customer safety Number of 0 0 0 0 0 0 passengers injured per

131 Key Key Performance Performance Baseline Target Q1 Q2 Q3 Q4 Area Indicator quarter

(Improve community safety) Customer loyalty Prepaid 45% cash 35% cash 45% cash 40% cash 38% cash 35% cash customers as a users and and 65% and 55% and 60% and 62% and 65% ratio to cash 55% coupon coupon coupon coupon coupon paying prepaid customers users compared to the measured number of cash in revenue paying terms customers Growth of Number of 10% 12% 12% 12% 12% 12% service passengers utilising current (economic services development) compared with the utilisation last year Reliability and Number of Targets to be determined by 4th quarter of 2005 punctuality incidences of timetable (service delivery deviation as a % excellence) of total number of trips scheduled Fleet usage Number of buses 79% 100% 82% 86% 95% 100% deployed as a % (service delivery of available excellence) buses during peak periods Vehicle useful Number of 54% 53% 53% 53% 53% 53% age vehicles beyond economic useful (enhanced life of 8 years as integrated a percentage of transport) total fleet Responsiveness Number of 95% 98% 95% 96% 98% 98% complaints complaint complaint complaints complaints complaint complaints (customer care) resolved as a % s resolved s resolved resolved resolved s resolved resolved of the total complaints / queries received Develop Perceived - approach to relationship with communicate staff with staff (organisational effectively climate survey) expressed as a percentage) Skills training Number of 25% Targets to be finalised after the completion of proposed workplace and growth employees skills plan trained as a % of

132 Key Key Performance Performance Baseline Target Q1 Q2 Q3 Q4 Area Indicator total workforce Employment % compliance 60% Targets to be finalised after the completion of proposed employment equity with equity plan in 4th quarter of 2005 employment equity act HIV/AIDS Number of 5 8 2 2 3 1 HIV/AIDS programmes implemented Health and Downtime as a 0% 5% 5% 5% 5% 5% safety result of injuries expressed as a % of total man hours Number of 0 0 0 0 0 0 employee work related fatalities as a % of total employees Environmental % completion of 25% 95% 35% 55% 70% 95% environmental management system based on ISO14001 % of fleet not 0 0 0 0 0 0 complying with atmospheric pollution regulations % 30% 80% 40% 60% 75% 80% implementation of cleaner production initiatives % 30% 100% 50% 65% 85% 100% implementation of environmental awareness programmes Number of 0 12 3 3 3 3 learnerships created from July 2005-June 206 Number of 0 25 10 5 5 5 people trained in accordance with EPWP from July 2005 to June 2006 EPWP No. of jobs 10 15 5 5 5 0 (job creation) created from July 2005-June 2006

133 Operating budget

Table 2.43 is a quarterly breakdown of the operating and capital budget for the Metrobus.

Total Cashflow Projection (R 000) Q1 Q2 Q3 Q4 Opex 315 998 79 226 79 227 79 226 78 320 Capex 8 000 800 1 600 2 400 3 200

JOHANNESBURG CIVIC THEATRE

Background

The Johannesburg Civic Theatre (Pty) Ltd, located in Braamfontein, operates as a receiving house after being corporatised in July 2000 from the Johannesburg Civic Theatre Association, a Section 21 Company. The Johannesburg Civic Theatre inherited the outstanding assets and liabilities as well as eighty-four staff members. The theatre’s two main streams of income are from tenants and a subsidy from the CoJ.

Challenges

The company faces the following challenges which directly or indirectly impacts on its business operations.

 Performing arts organisations in South Africa cannot depend upon adequate government subsidies in order to create products for the theatre’s stage;  The value of the South African rand against overseas currencies has a serious effect on the potential for visiting productions from overseas;  The theatre as a receiving house is dependant on the success of a stage production as it receives a percentage of ticket sales for its rental charge yet it is not in control of the production from either a creative or marketing position;  The State Theatre in Pretoria is also attempting to partially convert to operating as a receiving house and the success of the Johannesburg Civic Theatre has encouraged other venues such as the Sandton Convention Centre, to present live entertainment;  Power and water cuts in the Braamfontein area makes the theatres operations very vulnerable possibly resulting in forced cancellation of performances, considerable negative public relations and uninsurable losses;  For the Johannesburg Civic Theatre to remain competitive internationally, the equipment and technology has to be of world class standards thus constant upgrading is essential; and  The gradual turnaround of the theatre’s executive management team to become truly representative of the population of the country in which it operates is a challenge.

134 Service delivery

The primary performance measures for the Johannesburg Civic Theatre are those of ensuring that people attend its shows and keeping the stages fully booked. The Johannesburg Civic Theatre has performed extremely well in this regard to date. The following key performance indicators were deemed acceptable and will be used to monitor the company’s service delivery against:

 Number of weeks the Nelson Mandela Theatre is utilised by audiences;  Percentage attendance at the Nelson Mandela Theatre;  Number of productions targeting historically disadvantaged communities;  Number of black employees within the junior and support management teams;  Number of jobs created; and  Number of employees trained in respect of OSHACT.

Table 2.44: Johannesburg Civic Theatre Scorecard

Key performance Key performance area Baseline Target Q1 Q2 Q3 Q4 indicator Improve usage and Number of weeks the 47 45 13 12 9 11 output levels Nelson Mandela Theatre is utilised Improve usage and % attendance at the 66% 80% 84% 86% 70% 80% output levels Nelson Mandela Theatre Number of productions 12 12 3 3 3 3 targeting historically disadvantaged communities Human resource Number of black 20 20 20 20 20 20 employees within the junior and support management teams Human resource Number of jobs created New indicator Average of 34 30 45 30 30 per quarter

Safety and security Number of employees New indicator 20 20 20 20 20 trained in respect of OSHACT

Table 2.45 is a quarterly breakdown of the operating and capital budget for the Johannesburg Civic Theatre.

Total Cashflow Projection (R 000) Q1 Q2 Q3 Q4 Opex 29 962 16 012 12 516 5 681 5 753 Capex 2 348 235 469 704 940

JOHANNESBURG PROPERTY COMPANY

135 Background

The City of Joburg Property Company (JPC) was established in 2000 as a limited liability company to manage the property of the CoJ. The company seeks to manage the best use of the properties so that revenue is generated, social investment is maximised and former areas of social decline are turned around.

Since its establishment, JPC has shifted its focus in a number of areas:

 From land release to land development;  From processing of transactions as an administrative exercise to the strategic placing and positioning of the portfolio to maximise value to the CoJ; and  From financial to economic returns.

Challenges

In the process JPC has also experienced a number of challenges:

 The evolution of JPC into a functioning agency has allowed the organisation to gain significant experience. Specific problem areas have also become apparent, including amongst others:  the undervaluing of the property portfolio;  the lack of a cost/benefit approach to property management;  the lack of clarity of roles and functions of JPC;  the absence of any strategic asset management approach within the CoJ which undermines the JPL’s ability to perform within a clear mandate;  the differing pressures on the company to use property to respond to different needs.  One of the most critical challenges facing the JPC is the current processing of transactions and the duration to conclude these transactions. This is referred to as one of the biggest areas of complaint and concern in the customer satisfaction survey. Furthermore, the substantial increase in demand placed JPC in a very difficult position to respond given the timeframes for processing.  The customer satisfaction survey conducted in between June and August 2004 reveals the major issues perceived by the clients and public of JPC as:  a lack of communication and feedback on specific transactions;  timeframes for processing of transactions; and  a lack of consistent capacity and competency in addressing and finalising transactions.

Service delivery

136 Table 2.46 : JPC Scorecard

Key Performance Key Performance Baseline Target Q1 Q2 Q 3 Q 4 Area Indicators

To support economic Produce investor 3 5 1 3 1 development in the prospectus for CoJ through property economic priority 3 10 1 5 4 development projects areas and JPC and the promotion of development projects property investment Creation of 100 125 100 employment opportunities

Ease in private sector R100 m R170m R70 R100m property investment

To actively use CoJ 20 20 7 13 owned properties to assist in the 6 12 2 3 3 4 regeneration of areas in decline

To enable the CoJ to Development of 0 June 2006 100% effectively use its standard agreements property portfolio to specifically towards support social the property utilised development in the for social purposes CoJ

To create and Effective risk Dec 2005 Dec 2005 50% 100% sustain the capacity management to effectively and Effective Customer efficiently manage Service Management the CoJ’s property assets Skills development March 2006 March 2006 March 2006

Human resource Dec 2005 Dec 2005 Dec 2005 planning with line management

Efficient financial June20 06 June 2006 June management with 2006 high levels of accountability

To maximise the To increase the long- 3 10 1 1 10% financial value and term recurring returns of the CoJ’s revenue from leases property portfolio To increase revenue 50% 80% - 80% 10% 10% from development facilitation, projects and consulting fees

137 Key Performance Key Performance Baseline Target Q1 Q2 Q 3 Q 4 Area Indicators

To increase 3 5 1 20% 30% R1m commercially viable agreements that maximise financial return to CoJ

To ensure that there is R1,7m R4m 80% R1,5m 20% 40% a lease on file for all lease transactions and that lease information on the Nicor property system is correct:

Survey and lease 0 June 2006 - 30% 30% 30% audit top 500 lease agreements grouped by revenue generated

A lease audit to 0 June 2006 20% 20% 60% be conducted and concluded by June 2006

To develop Recruitment and Sept 2005 Sep 2005 Sep 2005 specialised capacity retention of skilled and expertise in staff property management, development and strategy formulation

To maximise the Support housing in 14 80 10 60 10 - efficiency and the implementation of minimise the costs in the Housing Master respect of CoJ’s Plan utilisation of property that is occupied and/or owned by the 0 June 2006 10% 20% 30% 40% CoJ and the UAC’s Provide for social development through mixed use property development and other forms of development

Add uses and values 350 1 500 - 10% 40% 50% to land register

To actively support Support and promote 60% 60% 55% 58% 60% 65% and promote socio- BEE in Capex and economic Opex spending and transformation both the awarding of

138 Key Performance Key Performance Baseline Target Q1 Q2 Q 3 Q 4 Area Indicators within the company, development projects the portfolio management and development activities Establish procurement and tender policies that are geared towards economic impact

Award at least 60% 50% 50% 45% 48% 50% 55% of the value of JPC capex budget to BEE entities

Award at least 50% 60% 60% 50% 55% 60% 65% of the value of JPC opex budget and 60% of JPC’s marketing expenditure to BEE entities

Award at least 50% 50% 50% 45% 47% 50% 55% of all property development projects to BEE entities

Align and update all 0 100% - - - 100% agreements and tenders with the latest BEE legislation

To actively support Ensuring that legal 0 June 06 June 06 and promote BEE, binding agreements social development are entered into, and upgrading of supporting economic neglected areas development through JPC’s policies on procurement, BEE focused 60/40 60/40 60/40 employment equity Procurement

139 Budget Summary

Table 2.47 is a quarterly breakdown of the operating and capital budget for the Johannesburg Property Company

JOHANNESBURG DEVELOPMENT AGENCY

Background

The JDA was formed at a critical moment in Johannesburg’s history as part of the CoJ’s iGoli 2002 re-engineering process and the “iGoli 2010 framework”. The significance of this local government re-engineering process is that it has opened the door for significant capital and non-capital investments by the CoJ. The Johannesburg Development Agency (JDA) is a wholly owned agency of the City of Johannesburg (CoJ) which stimulates and supports area based economic development initiatives throughout the Johannesburg metropolitan area in support of Joburg 2030.

As development manager of these initiatives, JDA co-ordinates and manages capital investment and other programmes involving both public and private sector.

Challenges

The following are some of the key challenges that are facing JDA:

 UAC budget alignment;  CoJ budget commitment is insufficient to meet objectives;  Limited number of skilled people and staff retention;  Delivery of projects on time and within allocated budget;  Overlap and role confusion with other UACs; and  Delivery by other utilities has impact on JDA.

Service delivery

The JDA currently has an active portfolio of twenty-seven developments in the greater Johannesburg area. These area-based developments focus on responding to two key challenges namely: creating an efficient business environment and dealing with areas in decay created by a cycle of disinvestments.

Creating an efficient business environment includes responding to improved service delivery and enhanced operational efficiencies, forging connections within the city’s various nodes, and building effective transport and telecommunications linkages in JDA developments.

140 Dealing with areas in decay is related to residential, commercial and industrial development, and is a factor in undermining the effective business environment that JDA is seeking to achieve

The mayor has identified a number of key development priorities. The JDA is actively engaged in all these developments in close co-operation with other CoJ departments namely:

 Three nodal development priority areas, specifically Randburg, Soweto and inner city;  Key economic developments for the city including Nasrec, 2010 soccer world cup infrastructure and facilities as well as Gautrain precincts; and  The inner city Urban Development Zone.

Table 2.48: JDA Scorecard

Key Performance Key Performance Baseline Targets Q1 Q2 Q3 Q4 Area Indicators

Job creation Number of new 2004/05 target: 400 81 129 115 75 sustainable jobs 275 created in JDA managed developments Number of new 2004/05 target: 2070 419 669 596 387 short term jobs 3282 attributable to JDA activities Number of people 2004/05 target: 1900 384 614 547 355 trained in JDA 2845 developments Economic % increase in tax Inner city: 2001 5% – 10% n/a – annual measure development and base in JDA valuation role increase by 2007 empowerment project areas Randburg: 2001 5% – 10% n/a – annual measure valuation role increase by 2008 Vacancy rates by Inner city: Dec 2005 n/a – annual measure class of space SAPOA Dec change is as per 2001 trends in rest of the city as measured in Rosebank, Sandton and Midrand Randburg: Stabilise by Dec n/a – annual measure SAPOA Dec 2007. Dec 2008 2003 change is as per trends in rest of the city as measured in Rosebank, Sandton and Midrand Rentals by class of Inner city: Dec 2005 n/a – annual measure

141 Key Performance Key Performance Baseline Targets Q1 Q2 Q3 Q4 Area Indicators

space SAPOA Dec change is as per 2001 trends in rest of the city as measured in Rosebank, Sandton and Midrand Randburg: Stabilise by Dec n/a – annual measure SAPOA Dec 2007. Dec 2008 2003 change is as per trends in rest of the city as measured in Rosebank, Sandton and Midrand % increase in RSC Inner city: Increase n/a – annual measure levies in respect of Region 8 RSC equivalent to turnover and levies 2003 annual GGP salaries growth for CoJ Randburg: Increase n/a – annual measure Ferndale and equivalent to Strijdom Park annual GGP RSC levies 2003 growth for CoJ % increase in value Inner City: 2002 20% increase per 20% n/a – annual measure of building plans annum approved and Randburg: No Not available completed information available: establish baseline and targets in 2005 Empowerment 50% growing to 60% 60% 60% 60% 60% spend as a % of 60% in five capital and years (by 2006) operational expenditure SME spend as a % 14% growing to 25% 25% 25% 25% of capital and 25% in five operational years expenditure Ratio of CoJ 1:3 increasing to 1:4 = R 320 R65m R103m R92m R60m CAPEX funding 1:5 by 2006/07 million for JDA projects to direct and indirect investments generated for such projects/areas Creating a twenty- Attendance at key Attendance 5% per annum 1 168 650 n/a – annual measure four hour city and inner city venue figure 2003: 1 increase to 2008 growing the night 060 000 people time economy Visitors to Constitution 120 000 120 000 n/a – annual measure Newtown and Hill:

Constitution Hill 2004/05 Target: 90 000 Newtown: Quadruple by n/a – long term measure (2004-2007) Baseline being 2007 quantified at June 2004 (by Dec 2004) Increased business Business Inner city: 20% increase by n/a – long term measure (2004-2007) confidence satisfaction levels annual survey 2007 and regarding 2004 stabilise at that developments in rate thereafter area (Business Randburg: 10% increase by n/a – long term measure (2004-2006) Confidence Index) annual survey 2006 2004 Kliptown: To be To be defined defined in 2005 survey Satisfaction Inner city: 5% increase per n/a – annual measure regarding annual survey annum to 2006 cleanliness 2004 Randburg: 20% increase by n/a – annual measure annual survey 2005, then 10% 2004 increase by 2006

Kliptown: 20% increase n/a – annual measure Annual Survey 2004 Satisfaction levels Inner City: 5% increase per n/a – annual measure regarding crime Annual Survey annum to 2006 rate 2004 Randburg: 10% increase by n/a – long term measure (2004-2007) Annual Survey 2007 2004 Kliptown: 10% increase n/a – annual measure Annual Survey 2004 Project Developments 75% actual 90% actual 23 37 33 22 management implemented capital capital according to expenditure as a expenditure as a business plans percentage of percentage of budget budget Human resources Compliance in Number of 90% compliance n/a – annual measure respect of the people from with approved employment equity designated employment plan groups employed equity plan in organisation in compliance with the approved employment equity plan Skills development 100% refund 100% refund n/a – annual measure plan implemented from skills from skills

development development levy levy % payroll invested 3% 3% 93m 148m 132m 86m in training Marketing Customer Inner city: 65% 65% n/a – annual measure awareness survey 2004 (2004: 57,5%) Randburg: 60% 60% n/a – annual measure survey 2004- (2004: 45%) Kliptown: To be To be defined - determined Customer Inner city: Sustain at 90% 90% n/a – annual measure satisfaction survey 2004 (2004: 90%) Randburg: 60% 60% n/a – annual measure survey 2004 (2004: Zero base) Kliptown: To be To be defined - determined Ensure effective Business plan Approved Business plan 100% n/a – annual measure company approved by target business plan for 2005/06 management and date approved by operations shareholder and board by July 2006 Effective discharge See 2002/03 Average score of 2,5 n/a – annual measure of its duties by 2,5 board Ensure effective Clean audit reports Clean audits Clean audit 100% n/a – annual measure financial Effective budget Approved Not more than <5% <5% <5% <5% management and control of revenue operating costs 5% negative variance variance variance variance compliance with and operating costs and revenue variance from good corporate approved budget governance, applicable statutes and company policies & procedures

144 Budget summaries

Table 2.49 is a quarterly breakdown of the operating and capital budget for the Johannesburg Development Agency.

JOHANNESBURG METRO TRADING COMPANY

Background

In May 1997, the CoJ formed an Inner City Street Trading interim Crisis Committee to deal with various street trading issues including the enforcement of the street trading by-laws, which were promulgated on 8 January 1997.

In February-March 1999, the Urban Market Development joint Venture prepared for the CoJ, the inner city trading management strategy. This was essentially a business model with the aim of developing formal market based in the Inner City. This project included the removal of informal street traders from streets and placing them in formal markets. This also included the creation of formal taxi ranks aimed at reducing the traffic congestion. Based on this model, the CoJ approved a report submitted by the Inner City Office of the City of Johannesburg in February 1999. The concepts were integrated into broader citywide urban regeneration and development initiatives being undertaken by the CoJ.

Initially it was proposed that the Metropolitan Trading Company would implement developments at identified sites throughout mainly, but not only in the Inner City at strategic locations. The initial objective was to create new market infrastructure for about 5 000 traders within a two year period. These developments were intended to be mixed land use ones addressing retail, housing and transport issues. Simultaneously whilst managing the developments at operational level, the social and economic development of the traders is a key objective. Ultimately the MTC is to facilitate ownership of individual markets by the traders themselves. The empowerment programme would be paid for out of accumulated profits, and or grants.

Challenges

The following are some of the key challenges facing MTC:

 Staff retention  Lack of formally defined management structure, reporting lines and an absence of operational procedures  Systems for operations not in place yet  High turnover rate at stalls

145 Service delivery

In an attempt to ensure service delivery, MTC continues to provide basic services to 3544 informal traders and 6510 taxi drivers on daily basis at all category markets and such basis services includes access to clean water, sanitation, electricity and waste management. These services are extended to the general public and commuters.

MTC provides a safe and secure environment for business development by provides safe and secure environment for business development by providing the infrastructure in which traders can conduct their business within a safe environment.

CCTV surveillance cameras are installed at flagship facility Metro mall and soon to be installed at Faraday, park Central, park City and such is envisaged to be a standard feature in future flagship projects. MTC managed facilities are manned by 109 24 hours security guards and 130 cleaners.

Table 2.50: MTC Scorecard

Key Performance Key Performance Baseline Target Q1 Q2 Q3 Q4 Area Indicator Strategic roll out of Assume 11 6 2 2 1 1 informal traders management of and taxi facilities in new and existing the Johannesburg informal trader Metropolitan area markets and taxi facilities Oversee and/or Agreement with 0 500 300 manage the new CoJ on trader stands in the management inner city and strategy and role of Lenasia MTC Investigate the Feasibility study 0 4 1 1 1 1 feasibility of and cost tabled at pension and board and CoJ financial services meeting and provision for all decision on MTC tenants whether to proceed

With EDU, Feasibility study 0 1 0 0 1 investigation and cost tabled at possibility of new board and CoJ fruit and vegetable meeting and market in the inner decision on city whether to proceed Effectively manage % level of 0 3000 500 500 1000 1000 markets and taxi satisfaction from ranks within CoJ customer survey Effectively manage % level of 0 80% 0% 0% 0% 80% markets and taxi satisfaction from ranks within CoJ customer survey Provide a safe and Reduction in 0 100 50 25 25 0 secure environment number of crime for business incidents development

146 Key Performance Key Performance Baseline Target Q1 Q2 Q3 Q4 Area Indicator Contribute to Increased taxi 11 4 1 1 1 1 transport boarding space infrastructure and reduce taxi boarding congestion Asset management Market occupancy 90% 5% 1% 1% 1% 2% and marketing rate BEE procurement % of outsourced 55% 10% 0 5% 0 5% capital and operating expenditure Staff skills % budget spent on 1% 0% 0% 0% 0% 0% development staff development

To ensure that % of designated 55% -2 0 0 0 -2 MTC develops, groups - male implements and achieves its employment equity objectives % of designated 45% 2 0 0 0 2 groups - female

% of disabled 0 1 1

To maximise the Operating margin 202% -102% -102% long term income and investment Cash 70% 5% 1% 2% 1% 1% objectives of MTC collected/actual towards rental sustainability % bad and doubtful 6% 6% 0 0 0 debt Management cost 17% 17% 0 0 0 0 to operations cost Social or business Number of 0 4 0 0 2 2 development programmes on training social or business development training Occupational % completion of a 0 8 1 1 3 3 health and safety disaster management plan by target date % level of state of TBD 8 1 1 3 3 readiness to manage disasters

147 Key Performance Key Performance Baseline Target Q1 Q2 Q3 Q4 Area Indicator HIV/AIDS % completion of 1 1 0 0 0 0 MTC HIV/AIDs policy by target date Provision of notice 0 16 0 5 5 6 boards on HIV/AIDS awareness Installation of 0 16 0 5 5 6 condom dispensers in all managed facilities ablution blocks Economic Number of 34 2 1 1 development and permanent jobs job creation retained

Number of 0 0 0 0 0 0 temporary jobs created % capex spent 0 100% 25% 25% 25% 25% against approved budget % Capex spent on 55% 5% 1 1 1 2 BEE as a percent of total budget EPWP To be determined, TBD as core business limited to facility management and social/business development By-law Correspondence to 0 52 13 13 13 13 enforcement by-law enforcement agency JMPD Advertising Alternative source R300 000 R2,5million R316 R632 R632 R948 revenue of income

148 Operating budget

Table 2.51 is a quarterly breakdown of the operating and capital budget for the Metro Trading Company

JOHANNESBURG SOCIAL HOUSING COMPANY

Background

The mandate given to JOSHCO by the City as its shareholder is derived from a Mayoral committee resolution taken in March 2004. The resolution stated that JOSHCO be appointed as the preferred implementing agent for social and institutional housing development. In particular the task for JOSHCO is to manage all Council owned rental stock, manage and refurbish staff and public hostels. Furthermore, development of new rental stock and to implement other mutually agreed housing developments. The responsibility of JOSHCO is also to provide housing management services and turnaround strategies where necessary.

Challenges

The key challenges facing JOSHCO are:

 High unemployment levels, temporal/informal employment, prevalence of HIV/AIDS and increasing number of child headed households negatively impact on the ability/affordability of tenants to meet rental obligations  Inordinately long processes to access institutional subsidies have resulted in delayed implementation of JOSHCO projects  JOSHCO is mandated to manage existing rental stock and a number of hostels owned by the City. The challenge would be for JOSHCO to efficiently phase in these management transfer and stock transfers  Poor maintenance of rental stock will translate into tenant dissatisfaction that may have negative impact on rental payment levels  JOSHCO need to carefully manage the expectations of clients regarding the units, their maintenance and ownership

Service delivery

The need for affordable rental accommodation in CoJ continues to grow. JOSHCO is tasked with developing new stock and providing a variety tenure options to reduce backlogs and to give both individuals and families access to adequate housing.

149 Historically, the management of Council owned rental stock and hostels has been hugely challenging and has had negative impact on CoJ’s aim to deliver efficient and quality services to its residents. JOSHCO is building internal capacity to manage this stock and ensure that challenges are addressed and turn-around strategies implemented.

Table 2.52: JOSHCO Scorecard

Key Performance Key Performance Area Baseline Target Q1 Q2 Q3 Q4 Indicator Provision of housing Number of units 200 100 25 25 25 25 development opportunities refurbished Number of new units built 80 1064 266 266 266 266 Number of projects that have complete financial 4 14 2 4 4 4 closure Number of jobs created in 50 150 40 40 30 40 terms of EPWP Effective housing stock % compliance with Process / 100 80 100 100 100 management process, policy and policy etc. procedures addressing complete community complaints on corruption Number of audits of the 0 2 1 1 housing allocation process Number of units managed 7 50 2 998 1 500 1 500 % completion of facilities 70% 100% 100% - - - management plan % compliance with the Plan 70% 100% - 80% 100% 100% facilities management plan complete % compliance skills Plan 100% 80% 100% 100% 100% development plan complete % compliance with EE Plan 100% 80% 100% 100 100 plan complete % compliance with Programme 100 80 100 100% 100% HIV/AIDS programme complete % completion of staff 100% 100% 100% 100% 100% 100% performance managed to level 5 % compliance with Strategy 100% 80% 100% 100% 100% financial strategy for the complete organisation % capex spent 100% 100% 25% 50% 75% 100% % affirmative 40% 40% 40% 40% 40% 40% procurement (BEE and SMMEs) of total procurement % compliance with 100 100 100 100 100 100 MFMA in respect of audit qualification and control environment % compliance with 100 100 100 100 100 100 relevant governance structures Number of quarterly 4 4 1 1 1 1

150 Key Performance Key Performance Area Baseline Target Q1 Q2 Q3 Q4 Indicator reports submitted Maintaining % accuracy 100% 100 100 100 100 100 of database specifically for accurate billing purposes database % compliance with Process 100 80 100 100 100 revenue collection process complete Operational revenue N/A in 95 95 95 95 95 collected as a % of 2004/05 revenue billed % compliance with Standards 100 80 100 100 100 company norms and complete standards (customer charter) Number of reports N/A in 4 1 1 1 1 completed on customer 2004/05 satisfaction % rating in customer N/A in 75 75 75 75 75 satisfaction for social 2004/05 housing services

Operating budget

Table 2.53 is a quarterly breakdown of the operating and capital budget for the JOSHCO.

151 JOHANNESBURG TOURISM COMPANY

Background

The Johannesburg Tourism Company (JTC) was established in April 2003. The purpose is to increase the value of tourism in the City of Johannesburg through growing the MICE market, improving visitor access to information and through marketing. The

The JTC plays a pivotal role in stimulating and increasing the value and employment opportunities of the Johannesburg tourism economy. The JTC finds itself at a stage of development which, associated with its institutional and managerial experience and confidence acquired since its inception, emboldens itself to adopt an aggressive tourism growth and expansionary vision and strategy.

Challenges

The following are some of the key challenges that are facing JTC:

 Low funding base threatening long term delivery and sustainability  Limited marketing and promotional activities  Convention bureau and tourism information operations still not adequate to benefit from full market potential participation  The potential to loose current support levels or alternatively to fail to increase and capitalise on Private sector support in direct money terms  The negative perceptions on crime, grime, “a tourism unfriendly city”.

Service delivery

The JTC strives to achieve its major objectives through the following:

 Ensures effective and integrated marketing and branding of Johannesburg as the leading business tourism destination in Africa  Expands the activities of the convention bureau with the sector product owners  Expands the tourist information infrastructure and support services  Facilitate the involvement of the tourism private sector in the work of the JTC  Facilitates the development and implementation of special projects that support the growth of tourism economy in Johannesburg specifically that of the infrastructure that already exists  Builds strong relationships with the tourism private sector (product owners and tourism operators and private sector led tourism associations

152 Table 2.54: Johannesburg Tourism Scorecard

Key Performance Key Performance Baseline Target Q1 Q2 Q3 Q4 Area Indicator Obtain subsidy - - R12 104K - - - from the City of (Opex) Johannesburg to R472K provide for (Capex) expanded mandate Private sector On-going activity R300K - - - participation Budget relief Budget relief - R1 350K - - - initiatives through marketing support Budget relief - R120K - - - through trade exchanges External sources & - R100K - - - sponsorships Private sector 15.5%161 Convene workshops - - - - - of all stakeholders to establish formalised market niche interventions Support and initiate - 12 - - - bids for major events for Johannesburg Create positive - 12 - - - press releases on tourism in Johannesburg Host - 12 - - - familiarisation, inspection and journalists trips Publish brochures - 350K - - - and maps Fixed tourism Rosebank -` 4 - - - information centres Constitution Hill Alexandra Soweto Collating or use of - 10 - - - - existing facilities Tourism Take information to - 12 - - - - information where the tourists dissemination are Internet - 10 000 - - - - communication Information by communication Issue newsletters - 10 - - - - newsletters per year Information by - 400 - - - -

161 The private sector participation needs to be adjusted and reviewed according to experience to be gained in terms of the expanded mandate of the Company

153 Key Performance Key Performance Baseline Target Q1 Q2 Q3 Q4 Area Indicator telephone Implement suitable Focus on Soweto, - 4 - - - - tourism initiatives Orange Farm, according to Alexandra and demand Sophia Town Enhance the role An integrated - 10 - - - - and success of SMME training and SMMEs in tourism development strategy and programme Tourism Make available - Once per - - - - demographic annual statistical year research information on Johannesburg Events research Research and - 33 - - - - identify new events to be tendered and bid for Staff training Training courses - 5 - - - - attended

Operating budget

Table 2.55 is a quarterly breakdown of the operating and capital budget for the Johannesburg Tourism.

Total Cashflow Projection (R 000) Q1 Q2 Q3 Q4 Opex 12 569 3 164 3 136 3 137 3 133 Capex 400 40 80 120 160

154 SERVICE DELIVERY BY REGION

Introduction

MFMA Circular Number 13 of National Treasury states that the SDBIP should include the ward information for expenditure and service delivery. The circular attempts to provide community and councillors with a further break down of information on services into municipal wards. While the CoJ share this rationale, the CoJ is only able to provide the regional breakdown. In the subsequent years the CoJ will provide ward information as required.

This section provides a detailed break down of capital projects for each region indicating the department or entity (division) that is responsible for the project. Included are also the start date and the end date of the project. Furthermore, this section provides citywide projects. Citywide projects are those projects that cannot be pinned down to a specific region, the projects are cross boundary and have a citywide impact.

Region 1

An amount of R98 297 000 has been allocated for Region 1. Eighty-four percent of this amount is directed towards Johannesburg Water projects to deliver infrastructure particularly in the previously disadvantaged areas. Table 2.56 below outlines the capital projects to be implemented in Region 1.

Table 2.56: Region 1

Project Name Division Start Date End Date Budget (R) Diepsloot Mayibuye Housing 347 000 Elcon Joint Project - Phase 4 Housing 500 000 Cosmo City: internal and link sewer and water Jhb Water 2001/04/02 2006/06/30 5 000 000 Diepsloot District: create district and upgrade Jhb Water 2001/01/01 2006/06/30 16 000 000 water Install 2 belt presses Jhb Water 2001/01/01 2005/11/30 4 000 000 Mech/electricity refurbishment - northern Jhb Water 2001/01/01 2006/06/30 4 000 000 Mod2 Unit 3 - northern Jhb Water 2001/01/01 2006/01/31 25 000 000 New PSTs unit 3 Jhb Water 2001/01/01 2006/06/30 9 000 000 Roads repair - northern Jhb Water 2001/01/01 2006/06/30 1 000 000 Unit 5 - northern Jhb Water 2001/01/01 2006/06/30 20 000 000 Diepsloot gravel roads upgrade JRA 5 500 000 Diepsloot cemetery Parks 2 550 000 Bulk infrastructure electricity Dainfern new ss Power 2005/11/01 2006/05/31 2 500 000 Diepsloot public lighting Power 2005/11/08 2006/04/17 1 400 000 Upgrade electricity network Maroeladal Power 1 500 000 98 297 000

155 Region 2

Region 2 has the budget allocation of R109 147 000. The greater portion of this allocated budget is for City Power projects. This is aimed at addressing issues of growth and development in the region and refurbishing the existing infrastructure. Another significant portion of the budget for this region goes towards Johannesburg Roads Agency projects. Table 2.57 provides project information in the region by either entity or department and the allocated monetary value.

Project Name Division Start Date End Date Budget (R) JFPM15: Construct Satellite Market: Rabie Ridge Fresh 2005/07/01 2005/09/30 & Alex Produce Market Ivory Park Consolidation Housing 4 000 000 Carlwald:Upgrade sewer (2005-2008) Jhb Water 2001/01/01 2006/06/30 500 000 Erand: Upgrade trunkmain Jhb Water 2001/01/01 2006/06/30 3 100 000 Erand:Upgrade trunkmain (2005-2008) Jhb Water 7 000 000 Noordwyk: Replace sewer (2005-2008) Jhb Water 2001/01/01 2006/06/30 1 000 000 Ivory Park/ Kaalfontein gravel roads upgrade JRA 33 000 000 Ivory Park Regional Park (Development) Parks 2 550 000 Mayibuye Park Development Phase 1, 2, 3 Parks 800 000 Bulk infrastructure; purchase servitudes to new City Power 2005/10/03 2006/03/31 1 700 000 road Erand Gardens: Upgrade electrical network City Power 2006/01/02 2006/04/28 2 600 000 Grand Central: Installation of 3rd 30 MVA Tfer City Power 2006/01/16 2006/03/29 4 800 000 Grand Central: Upgrade electrical network City Power 2005/08/01 2005/11/30 2 750 000 Klipfontein view ss Tx line servitude City Power 2005/09/01 2006/02/27 1 000 000 Network development: New Rd - Halfway Gardens City Power 2005/10/03 2005/12/30 1 300 000 22 New Road: Design and provision for all servitude City Power 2005/08/16 2006/05/23 150 000 route New Road: Establish 88/11 kV 90MVA SS City Power 10 000 000 Public Lighting Midrand City Power 2005/07/01 2006/06/30 6 200 000 Service Connections: Midrand City Power 2005/07/04 2006/06/30 11 190 000 Township reticulation: Midrand City Power 2005/07/01 2006/06/30 2 007 000 Upgrade electricity network: Halfway Gardens City Power 2005/10/03 2006/01/31 1 300 000 Westfield: Bulk infrastructure City Power 2005/07/04 2005/11/30 5 200 000 Ivory Park North Multip. Soc Dev: 7 000 000 Sports 109 147 000

156 Region 3

The region has an allocation of R155 124 500. The largest capital allocation is to City Power. This is in response to infrastructure relating to electricity to address problems like outages. Table 2.58 reflects projects in the region and the department or entity responsible for the project.

Project Name Division Start Date End Date Budget Upper Jukskei catchment rehabilitation EP&M 2 050 000 CBD regeneration Randburg JDA 2005/07/01 2006/06/30 12 000 000 Bryanston district upgrade water infrastructure ( Jhb Water 2001/01/01 2006/06/30 5 800 000 Bryanston- Morningside: sewer upgrading Jhb Water 2001/01/01 2006/06/30 600 000 Morningside District: upgrade water Jhb Water 2001/01/01 2006/06/30 950 000 infrastructure(200 Randpark ridge district: upgrade water Jhb Water 2001/01/01 2006/06/30 2 100 000 infrastructure Sandton reservoir system: install bulk supply Jhb Water 2001/01/01 2006/06/30 400 000 valves Baboon Mountain Jhb Zoo 2005/03/01 2005/11/30 2 000 000 Zoo Farm Jhb Zoo 9/01/2005 2005/11/30 15 000 000 Upgrading of Johannesburg Zoo infrastructure Jhb Zoo 2005/07/01 2006/02/28 5 000 000 Randburg Civic JPC 4 000 000 Rietfontein N.R. City Parks 500 000 Bond Street: bulk infrastructure City Power 2005/11/01 2006/04/30 12 000 000 Bordeaux: bulk infrastructure City Power 2005/09/01 2006/06/30 6 000 000 Bryanston network upgrade City Power 2005/10/03 2006/02/28 2 000 000 Bryanston upgrade electrical network City Power 2005/11/01 2006/05/31 5 000 000 Brynorth: upgrade electrical network City Power 2005/07/04 2006/06/30 4 000 000 Bulk infrastructure electricity Riviera ss City Power 2006/01/02 2006/04/28 4 000 000 Bulk infrastructure: Randburg City Power 2005/08/01 2005/11/30 5 000 000 Bulk infrastructure: Bryanston City Power 2005/08/01 2005/11/30 5 000 000 CP.UG.Bryanston. upgrade Daniel feeder City Power 2005/11/07 2006/05/31 9 400 000 CP.UG.Randburg: upgrade Selkirk feeder City Power 2005/09/01 2006/02/28 2 420 000 Cydna: upgrade electrical network City Power 2005/08/01 2006/05/31 5 500 000 Ferndale X 11: Nnetwork development City Power 2005/09/01 2006/01/31 2 500 000 Ferndale: upgrade electrical network City Power 2005/10/03 2005/11/30 500 000 Harley St S/S; network development Power 2005/07/04 2005/08/31 2 500 000 Harley Street SS: replace feeder board and City Power 3 000 000 upgrade Houghton: Cydna SS: close sub-ring City Power 2005/07/05 2005/08/31 400 000 Lyndhurst network upgrade City Power 2005/08/01 2005/12/30 1 000 000 Network development: Bryanston 6.6 kV City Power 5 000 000 Network development: Randburg 11 & 6.6 kV City Power 2006/01/02 2006/05/31 3 600 000 North Riding: Bbulk Iinfrastructure City Power 2005/08/17 2006/05/17 4 000 000 Sandton/Rosebank - installation and upgrade City Power 2005/08/01 2006/06/30 2 200 000 Service connections: Randburg City Power 2005/07/04 2006/07/31 16 025 000 Sydenham: Orchards SS: new standby distributorCity Power 765 500 Township reticulation: Randburg City Power 2005/07/01 2006/06/30 2 007 000 Upgr elec network. Greswold Sunningdale dist Power 2005/07/04 2005/10/31 260 000 Upgrade of elec network Rosebank Power 2005/10/03 2005/12/30 527 000 Furniture for Clinics Health 120 000

157 Project Name Division Start Date End Date Budget 155 124 500

Region 4

An amount of R47 853 000 has been allocated to Region 4. The greatest budget allocation is for City Power. The capital allocation is motivated by the demand in electricity infrastructure and the need for parks development in the area. Table 2.59 provides a regional breakdown of projects by department and entity responsible for projects.

Project Name Division Start Date End Date Budget Pharmacy depot upgrading and furniture phase Health 1 000 000 2 Botanic gardens City Parks 2004/01/07 2005/06/30 1 000 000 Riverlea cemetery City Parks 2 550 000 Riverlea Park City Parks 900 000 Waterval City Parks 2 000 000 Westbury Park City Parks 500 000 CP.BN.Crown/(Edgardale): establish new City Power 2006/02/01 2006/06/30 1 000 000 88/11 kV Sub Station CP.BR.Hurst Hill: replace transformer City Power 4 500 000 Crown/Amalgam: network development City Power 2005/08/16 2006/03/28 4 500 000 Hursthill: Master Plan: Uupgrade MV & LV City Power 2005/11/14 2006/05/15 2 000 000 networks Hursthill: upgrade Electrical Network City Power 2005/12/19 2006/03/21 2 000 000 Hursthill: upgrading of LV distribution boards City Power 2006/01/09 2006/04/25 1 000 000 Network development: C de Wet, JG Strydom City Power 2006/01/02 2006/05/31 500 000 Public lighting Northcliff City Power 2005/06/30 2006/06/30 1 800 000 Riviera: upgrade of electrical network City Power 2005/10/04 2006/06/28 6 000 000 Rosebank: bulk infrastructure City Power 2005/10/03 2006/05/31 4 500 000 Service connections: Hursthill City Power 2005/07/04 2006/06/30 3 850 000 Siemert Road Depot: Master Plan: upgrade City Power 2005/09/06 2006/02/28 4 000 000 MV & LV netwo Township reticulation: Hursthill City Power 2005/07/01 2006/06/30 2 007 000 Brixton Jan Hofmeyer Soc Dev: 600 000 Social Crosby Creche Soc Dev: 500 000 Social Athur Bloch Park, soccer field Soc Dev: 2004/10/18 2004/11/29 350 000 Sports Coronationville Rec. Soc Dev: 350,000 Sports Environmental health equipment (smoke Health 46 000 testing) Union stadium Soc Dev: 2004/07/01 2005/05/31 400 000 Sports 47 853 000

158 Region 5

Region 5 has allocation of R176 920 000. The greatest portion of this budget is allocated to City Power projects and JOSCHO to deal with electricity infrastructure and housing development. Table 2.60 shows projects in the region.

Project name Division Start date End date Budget Fire protective clothing EMS 1 500 000 Furniture and fittings for new stations EMS 500 000 IT requirements EMS 502 000 Lockers for stations EMS 55 000 Sort team rescue equipment EMS 500 000 Standby generators EMS 300 000 Leratong Housing 1, 600 000 Matholesville Housing 1 000 000 Sol plaatjies Housing 1 000 000 Zandspruit Mayibuye-ext 9&10 Housing 35 000 Boschkop/Honeydew district: upgrade water Jhb water 2001/01/01 2006/06/30 2 000 000 infrastructure Capacity increase - Driefontein Jhb water 2001/01/01 2005/11/30 3 000 000 Helderkruin district: upgrade water Jhb water 2001/01/01 2006/06/30 1 250 000 infrastructure (20) Olivedale district: upgrade water infrastructure Jhb water 2001/01/01 2006/06/30 2 300 000 Zandspruit sewer pump station: upgrade Jhb water 2001/01/01 2006/06/30 2 500 000 (2005-2008) Roodepoort social housing project Joshco 37 000 000 Boundary road land acquisition (Cosmo City) JRA 4 000 000 Cosmo city (park development) City Parks 4 000 000 Kloofendal N.R. City Parks 500 000 Bulk electricity Roodetown City Power 2006/01/02 2006/04/28 5 000 000 Bulk infrastructure electricity new market ss City Power 2005/11/07 2005/11/30 1 000 000 Bulk infrastructure: 11 shaft City Power 2 500 000 Bulk infrastructure: upgrade switchboard City Power 2006/02/01 2006/04/28 500 000 Christiaan de Wet: bulk infrastructure City Power 2005/08/02 2005/10/26 500 000 Cp increase trans sentraal Roodepoort City Power 2 500 000 Cp.bn. replace 33 kv switchgear City Power 2005/12/01 2006/04/30 3 600 000 Cp.br.manufacta-Roodetown. Replace 33 kv City Power 2005/05/02 2005/09/30 7 500 000 oil cables Cp.nd.Honeydew manor. Install cables City Power 2005/08/01 2006/03/31 6 105 000 Cp.pr.c de Wet chop over system City Power 2005/10/10 2005/12/13 600 000 Cp.ug.c de wet/rhinoceros. upgrade City Power 4 665 000 interconnector Cp.ug.ruimsig/poortview. upgrade network City Power 2005/07/01 2005/12/31 7 000 000 Fairland: bulk infrastructure City Power 2005/08/01 2006/06/30 14 000 000 Groblerpark: establish 33/11 Kv 20mva Ss City Power 3 500 000 Lutz: bulk infrastructure City Power 2005/08/02 2006/05/29 2 000 000 Olivedale: installation Of 2nd 20mva Tfer City Power 7 241 000 Roodepoort: network extensions City Power 2005/10/03 2006/05/31 2000 000 Roodepoort: upgrade electrical network City Power 2 000 000 Sentraal new control panel City Power 2006/04/18 2006/06/20 5 000 000 Service connections: Roodepoort City Power 2005/06/01 2006/06/30 6 400 000 Telecomms: Roodetown/Westgate City Power 2005/08/01 2005/09/29 60 000

159 Project name Division Start date End date Budget Township reticulation: Roodepoort City Power 2005/07/01 2006/06/30 2 007 000 Upgrade electricity network: Roodepoort, City Power 2 700 000 Davidsonville, Matholiville Upgrade lv network in Fairlands City Power 2005/12/01 2006/04/28 4 000 000 Vaalbos dumpy switches replacement City Power 2005/10/03 2006/05/31 2 500 000 Wilro park: bulk infrastructure City Power 2006/02/01 2006/06/30 2 500 000 Cosmo City taxi facilities DPT & E 2005/08/01 2006/06/30 4 000 000 K29 upgrading alongside Cosmo City DPT & E 12 000 000 176 920 000

Region 6

Region 6 has been allocated a budget of R186 162 00. The greater portion of the capital is allocated to Housing, JDA and Social Development. This is an attempt to respond to the needs of the communities. For example, due to the history of the area there is a need to focus on sports and recreation.

Project Name Division Start Date End Date Budget Credo Mutwa Cultural Village Heritage 600 000 H - MIG Devland Housing 12 180 000 H - MIG Kliptown Housing 8 182 000 HS MIG Dobsonville Ext.9 Outfall Sewer Housing 1 021 000 HS MIG Dobsonville Ext.9 Stormwater Housing 650 000 HS MIG Dobsonville Ext.9 Water Supply line Housing 2 482 000 HS MIG Doornkop (Greenvillage) Housing 3 500 000 HS MIG Naledi Infill Housing 626 000 Kliptown JDA 2005/07/01 2006/06/30 27 700 000 Soweto Development Zone JDA 2005/07/01 2006/03/31 15 000 000 Kliptown Development: upgrade bulk sewers Jhb Water 2001/01/01 2006/06/30 4 235 000 Kliptown development: upgrade water supply Jhb Water 2001/01/01 2006/06/30 860 000 ( 2005-2008 Kliptown development: upgrade water mains Jhb Water 2001/01/01 2006/06/30 2 440 000 (2005-2008) Phase 3: bulk sewers (2005-2008) Jhb Water 500 000 Phase 3: bulk water mains (2005-2008) Jhb Water 2001/01/01 2006/01/31 6 491 000 Phase 3: reservoirs (2005-2008) Jhb Water 2001/01/01 2006/10/31 1 240 000 Slovo Park Development: upgrade water Jhb Water 2001/01/01 2006/06/30 400 000 supply (2005-200 N-S Flagship Project Regina Mundi to JRA 26 700 000 Parktown Soweto: paving of sidewalks JRA 3 500 000 Avalon Cemetery Parks 2004/07/01 2005/03/04 1 500 000 Mapetla Parks 2004/01/07 2005/05/05 1 175 000 Soweto: garden sites Pikitup 2004/07/01 2006/05/31 2 500 000 Dobsonville: public lighting City Power 2005/08/10 2006/02/20 2 500 000 Klipspruit West: library Soc Dev: 500 000 Librar White City Jabavu Soc Dev: 7 500 000 Librar

160 Project Name Division Start Date End Date Budget Arthur Ashe Tennis Soc Dev: 500 000 Sports Bapedi Hall Soc Dev: 2004/09/06 2005/06/30 150 000 Sports Borolo Butt Hut - upgrade Soc Dev: 1 200 000 Sports Bramfisherville: multipurpose Soc Dev: 6 000 000 Sports Butt Hut: upgrade Soc Dev: 2 000 000 Sports Chiawelo Comm. Centre Soc Dev: 2004/08/02 2005/05/15 100 000 Sports Dlamini Library/multipurpose stand 574 Soc Dev: 8 000 000 Sports Dobsonville Stadium Soc Dev: 9 000 000 Sports Doornkop Rec. Centre Soc Dev: 2004/12/13 2005/06/10 1 500 000 Sports Emdeni: sport extensions Soc Dev: 500 000 Sports Naledi Hall Soc Dev: 2004/09/13 2005/06/30 150 000 Sports Naledi Sports Centre -- Ext 2 Soc Dev: 900 000 Sports Phefeni Rec.Centre Soc Dev: 3 000 000 Sports Protea Glen: activity rooms Soc Dev: 2004/11/03 2005/06/30 350 000 Sports Protea Glen ext. 11&12 Soc Dev: 4 000 000 Sports Protea South: multi-purpose. Soc Dev: 5 600 000 Sports Simphiwe Hall Soc Dev: 800 000 Sports Klipspruit West: upgrade Health 1 350 000 Zondi: upgrade Health 1 350 000 Furniture for clinics and computers Health 230 000 Zola: multi-purpose Soc Dev: 5 500 000 Sports 186 162 000

161 Region 7

Region 7 has budget allocation of R113 540 523. Half of the capital in this budget is directed towards City Power projects to respond to issues of infrastructure and outages. Table 2.62 indicates the regional projects.

Project Name Division Start Date End Date Budget Alexandra: sewer upgrading and replacement Jhb Water 5 500 000 (2005-2008) Alternative bulk supply to Sandton/Alexandra Jhb Water 7 000 000 (2005-200 Supply main to Islamic Trust (2005-2008) Jhb Water 2001/01/01 2006/06/30 1 835 000 Upgrading of Bez Valley sewer Jhb Water 2001/01/01 2006/06/30 3 000 000 Waterval C: sewer (2005-2008) Jhb Water 2001/01/01 2006/06/30 1 000 000 Waterval Cemetery: water (2005-2008) Alex Jhb Water 2004/01/07 2006/03/31 1 300 000 (Alex Social Housing) RCA/Housing Joshco 2004/10/28 2006/11/30 26 000 000 Implementation of stormwater master plan JRA 2 000 000 proposals - Al Alexandra: installation and upgrade of public City Power 2005/09/01 2006/06/30 2 200 000 lighting Alexandra: establish new townships City Power 2005/08/01 2006/02/28 218 323 Alexandra Far East Bank Ext. 7: electrification City Power 2006/01/17 2006/06/25 8 500 000 CP.PR.Cydna/Alex: upgrade chop over system City Power 2005/10/17 2005/12/20 300 000 CP.UG. Modderfontein: convert 2.2 6.6 kV City Power 2005/07/04 2005/09/30 3 000 000 networks to 1 Esterpark: complete design of servitude route City Power 2005/08/01 2005/12/12 100 000 Kelvin PS: bulk Infrastructure City Power 2005/09/05 2005/11/30 1 000 000 Klipfontein View: finalise designs re City Power 2006/03/08 2006/05/30 190 000 servitudes Network upgrade: Alexandra City Power 2006/01/10 2006/05/22 6 000 000 Rembrandt Park: new distributor City Power 2005/09/01 2006/06/30 2 700 000 Rembrandt Park: Gresswold SS: replace PEX City Power 283 200 cable Service connections: Alexandra City Power 2005/07/01 2006/06/30 700 000 Upgrade electricity network: Alexandra City Power 2005/12/01 2006/06/30 32 000 000 River Park Library: new Soc Dev: 2 500 000 Library Computers and equipment for environmental Health 214 000 health Klipfontein view multipurpose centre Soc Dev: 6 000 000 Sports 113 540 523

162 Region 8

The inner city region has the budget allocation of R305 414 560. The major capital allocation is for City Power, JDA and Housing respectively. The aim is to assist with the ageing road and electrical infrastructure. The ever increasing demand of housing has also been a factor for consideration.

Project Name Division Start Date End Date Budget Upgrading of public conveniences Corporate 15 150 000 services Inner city distribution system DPT & E 5 000 000 Berea Fire Station EMS 2004/02/05 2005/06/30 3,660,000 Central Fire Station EMS 500 000 Relocation of fire stations EMS 5 000 000 JFPM04: construct waste area Fresh Produce 2005/05/16 2006/02/28 4 000 000 Market JFPM06: Resurfacing of Trading Floor Fresh Produce 2005/06/15 2006/06/30 5 000 000 Market JFPM08: upgrade and refurbish ablution block Fresh Produce 2005/11/01 2006/06/06 7 000 000 Market JFPM17: laboratory Fresh Produce 2005/06/01 2005/09/30 1 500 000 Market JFPM19: IT systems upgrade Fresh Produce 2005/08/01 2006/06/30 12 000 000 Market JFPM20: wash basins and drainage Fresh Produce 2005/06/01 2005/12/15 3 000 000 Market Environmental health signages and medical Health 118 000 equipment MA’s fire protection system upgrade Heritage 2004/07/30 2005/06/30 300 000 OHASA and people with disabilities Heritage 1 000 000 compliance Restoration of Johannesburg Art Gallery Heritage 1 000 000 buildings exterior H - MIG Lehae: proper roads and stormwater Housing 2004/07/01 2004/07/30 5 711 000 H - MIG Weilers Farm Housing 4 585 000 HS MIG Meriting (Kaalfontein X22) local Housing 1 250 000 distributor HS MIG Meriting (Kaalfontein X22): outfall Housing 1 500 000 sewer HS MIG Meriting (Kaalfontein X22): Housing 2 039 000 stormwater Van Beek Hostel (Region 8) Housing 2 400 000 Braamfontein Corridor JDA 2005/07/01 2006/06/30 9 000 000 Fashion District JDA 2005/07/01 2006/06/30 3 000 000 Greater Ellis Park JDA 2005/07/01 2006/06/30 20 000 000 Jewel City JDA 2005/07/01 2006/06/30 8 000 000 Medical Precincts JDA 2005/07/01 2006/06/30 17 000 000 Park City (Gautrain Precincts) JDA 2005/07/01 2006/06/30 5 000 000 Rockey/ Raleigh (Yeoville) JDA 2005/07/01 2006/06/30 4 500 000 Customer services Jhb Water 2001/01/01 2006/06/30 10 000 000 Provision for emergency work Jhb Water 2001/01/01 2006/06/30 5 000 000 Refurbishment of theatre and technical Johannesburg 2 347 560 equipment Theatre

163 Project Name Division Start Date End Date Budget Better Building Programme JPC 5 000 000 Bez Valley : reconstruction of sub 6. JRA 5 000 000 Braamfontein Spruit JRA 5 000 000 Rehabilitation of M1, M2 motorways JRA 5 500 000 Replacement of motorway expansion joints JRA 3 000 000 Structural repairs: Robinson Canal sub 9.1, 9.3 JRA 7 000 000 and 9 Hillbrow: market repairs Metro Trade 2005/08/01 2006/03/31 550 000 Com Mai Mai: market repairs Metro Trade 2005/07/25 2006/02/28 830 000 Com Metro Mall: market repairs Metro Trade 2005/09/05 2006/05/31 1 540 000 Com Miscellaneous office computer etc Metro Trade 2005/07/04 2006/06/15 1 160 000 Com Yeoville: market repairs Metro Trade 2005/10/03 2006/06/22 1 100 000 Com Alterations to head office Pikitup 2004/07/01 2006/06/30 1 000 000 Robinson: landfill sites Pikitup 2005/06/01 2006/05/31 1 600 000 Cosmo City (social) City Power 9 000, 000 Bez Valley lv network upgrade City Power 2005/09/01 2005/10/27 1 000 000 Bulk infrastructure electricity: Hursthill City Power 2005/08/01 2006/05/31 6 000 000 Bulk infrastructure: Cydna ss City Power 2005/11/01 2006/06/30 8 600 000 Bulk infrastructure replace Jerico system City Power 2005/08/01 2006/06/30 10 000 000 CP 11kv feederboard for emergency City Power 2005/09/07 2005/11/22 2 000 000 CP bulk infrastructure electricity: Cydna City Power 2006/05/01 2006/06/30 900 000 remove and transport transformer CP standby generators City Power 2005/08/02 2005/10/30 1 800 000 CP switchgear: Fordsburg/Delta City Power 2005/08/01 2006/02/28 3 300 000 Ellis Park Precinct: upgrade electrical network City Power 2005/11/01 2006/06/29 2 000 000 Jeppe: upgrade electrical network City Power 2005/10/03 2006/05/30 2 000 000 Kensington: upgrade electrical network City Power 2006/01/06 2006/05/10 1 000 000 Network development: Athol City Power 2005/09/01 2006/06/30 3 000 000 Newtown: upgrade electrical network City Power 2005/09/05 2005/11/30 1 500 000 Public lighting: inner city City Power 1 800 000 Public lighting: JHB South City Power 2005/07/04 2006/06/30 1 800 000 Purchase of meters: metering devices for the City Power 2005/08/01 2006/04/30 8 000 000 connection Reuven: refurbishment of load centres City Power 2005/11/08 2006/03/29 1 000 000 Service connections - Siemert Road City Power 2005/07/04 2006/06/29 7 860 000 Service connections: Reuven City Power 2005/07/04 2006/06/30 6 900 000 Siemert Road: upgrade and replace MV City Power 2005/09/02 2006/04/28 2 500 000 switchgear Statistical Metering City Power 10 000 000 Township reticulation - Reuven:The City Power 2005/07/01 2006/06/30 2 007 000 construction of new Township reticulation: Siemert Road: City Power 2005/07/01 2006/06/30 2 007 000 Upgrade electricity: Forest town ss City Power 2005/12/01 2006/02/14 1 000 000 Upgrade electricity: Bellevue East City Power 2005/09/06 2005/10/28 500 000 Upgrade electricity: Berea area City Power 2005/11/01 2005/12/30 500 000 Upgrade electricity: Bertrams City Power 2006/01/02 2006/02/27 500 000 Upgrade electricity: Hillbrow City Power 2006/03/01 2006/04/28 500 000 Upgrade electricity: refurbish pavement City Power 2 000 000 infrastructure

164 Project Name Division Start Date End Date Budget Upgrade electricity: Yeoville area City Power 2006/01/03 2006/04/26 500 000 Yeoville Rec.Centre phase 2 Soc Dev: 100 000 Sports 305 414 560

Region 9

Region 9 has the budget allocation of R333 757 460. The major allocation is for Johannesburg Water. This is aimed at revitalising the water infrastructure in the region. Table 2.64 below indicates various projects in the region.

Project Name Division Start Date End Date Budget Medical equipment-training school EMS 300 000 Malvern Clinic upgrade phase 3 Health 2004/08/02 2004/11/30 2 000 000 City Deep Hostel Housing 2004/10/14 2005/06/30 2 039 000 HS MIG Tshepisong West: bulk stormwater Housing 1 685 000 HS MIG Tshepisong West: roads and Housing 4 093 000 stormwater HS MIG Tshepisong West: street lighting Housing 3 574 000 Large-scale mixed use: Nasrec JDA 2005/07/01 2006/06/30 15 000 000 Improvement to works (WWTW general) Jhb Water 2001/01/01 2006/06/30 1 000 000 Modify blower manfld_BK Jhb Water 2001/01/01 2006/06/30 3 000 000 Operation Gcin’amanzi Jhb Water 2001/01/01 2006/06/30 250 000 000 Crownwood Road, Langlaagte JRA 10 000 000 Upgrading Crownwood Road (including Rand JRA 5 000 000 Show Rd) Klipriviersberg N. R. City Parks 1 000 000 Pioneer park City Parks 1 000 000 Aeroton: upgrade electrical network City Power 2006/01/02 2006/05/31 2 000 000 Bassonia ext 6 to 11 install new distributors City Power 2005/08/02 2005/12/29 6 000 000 Bulk infrastructure Electricity: Haggie Rand City Power 3 000 000 Bulk infrastructure Electricity: Robertsham - City Power 2006/05/01 2006/06/30 5 000 000 Wemmer Bulk infrastructure Electricity: 88kv ss City Power 2005/09/01 2006/06/30 5 000 000 Oakdene Bushkoppies electrification of 1000 stands City Power 2005/10/03 2006/03/31 4 366 460 Eagles Nest: refurbish 11 kv oh line City Power 2005/09/07 2006/01/26 1 500 000 Malvern: upgrade electrical network City Power 2005/07/05 2005/08/30 600 000 Orlando Local: bulk infrastructure City Power 2005/11/01 2006/01/31 500 000 Upgrade electricity: Eikenhof - Kibler Park City Power 2006/01/02 2006/04/27 1 000 000 Environmental health signage Health R 100 000 Upgrade electricity: Lenasia Star distributor CityPower 5 000 000 333 757 460

Region 10

165 The region has been allocated a budget of R138 160 000. Table 2.65 indicates projects in the region.

Project Name Division Start Date End Date Budget Orlando East clinic phase 2 Health 2 008 000 Diepkloof Hostel Housing 2 000 000 Gloden Traingle (Devland): development - Housing 12 500 000 phase1& 2 & 3 Motsoaledi (Baralink): new project Housing 2 000 000 Civils corrosion (GK) Jhb Water 2001/01/01 2006/02/28 4 000 000 Elec/mech refurbishment: GK Jhb Water 2001/01/01 2006/06/30 4 000 000 Kliptown investigation: CoJ request Jhb Water 2001/01/01 2005/07/31 370 000 WAS thickeners_GK Jhb Water 2001/01/01 2006/04/30 9 000 000 Koma Rd ( Bendile to Potch) including Bendile JRA 30 300 000 Intersec Modise, Vincent & Onslen JRA 9 500 000 Goudkoppies: landfill sites Pikitup 2005/06/01 2006/06/30 1 850 000 CP.BR.Orlando.Replace 88kV switchgear City Power 2005/08/01 2006/02/28 6 800 000 Devland: bulk infrastructure City Power 2006/02/01 2006/04/30 500 000 Eldorado Park: upgrade electrical network City Power 2005/06/01 2005/06/30 250 000 Eldorado Park: upgrade electrical network City Power 2005/08/08 2005/09/29 250 000 Orlando: Etna Line servitude City Power 2005/11/01 2006/04/30 1 000 000 Public lighting: Meadowlands City Power 2005/07/01 2006/06/30 1 650 000 Soweto: public lighting City Power 2005/09/01 2006/06/30 2 800 000 Diepkloof Welfare Centre Soc Dev: Social2005/01/03 2005/06/30 250 000 Meadowlands Welfare Centre Soc Dev: Social 500 000 Orlando East Skills Centre Soc Dev: Social2004/11/22 2005/03/31 250 000 Pimville Skills Centre Soc Dev: Social 2 000 000 Yetta Nathan Centre Soc Dev: Social 500 000 Devland Sportfields Soc Dev: Sports2004/12/07 2005/06/30 450 000 Dube Boxing Club Soc Dev: Sports 1 050 000 Meadowlands: multipurpose Soc Dev: Sports2004/11/15 2005/02/28 500 000 Noordgesig Rec. Soc Dev: Sports2004/08/02 2005/05/15 100 000 Orlando Stadium Soc Dev: Sports 9 500 000 Pimville Rec Centre Soc Dev: Sports 500 000 Pimville zone 6 Multipurpose Youth Centre Soc Dev: Sports 1 500 000 Medical equipment and furniture for clinics Health 282 000 Baragwanath Taxi Rank Project Phase 4 (Two DPT & E 30 000 000 taxi ranks 138 160 000

Region 11

Region 11 has the allocation of R239 286 217. Given the historical background of the area. the greatest allocation of the budget has been to Housing and Johannesburg Water. The aim is to deal with the housing backlog in the area and provision of water services. Table 2.66 provides the list of all projects in the area.

166 Table 2.66: Region 11

Project Name Division Start Date End Date Budget Upgrading Rietfontein Training Academy EMS 2 683 000 Mountainview clinic upgrade and furniture Health 652 000 Thulamtwana clinic upgrade and furniture Health 220 000 Drieziek Ext 3 & 5 Housing 1 650 000 Finetown East Housing 1 378 000 Finetown Proper Housing 4 100 000 HS MIG Tshepisong: proper sanitation Housing 780 000 Orange Farm Ext 9 Housing 1 700 000 Thulamntwana Housing 1 000 000 Vlakfontein Ext 1, 2, 3 Mayibuye Housing 600 000 Vlakfontein Proper Mayibuye Housing 4 200 000 Vlakfontein West Housing 89 000 000 Weilers Farm Housing 4 385 000 Drieziek Extentions: outfall sewer Jhb Water 2001/01/01 2005/09/30 9 981 000 Ennerdale district: upgrade water Jhb Water 2001/01/01 2006/06/30 2 000 000 infrastructure_(2005 Lenasia district: upgrade water infrastructure Jhb Water 2001/01/01 2006/06/30 3 000 000 Low income services Jhb Water 2001/01/01 2006/06/30 29 500 000 Mech/elec Unit2 Module 4 (OFV) Jhb Water 2001/01/01 2006/06/30 3 000 000 Orange Farm: gravel roads upgrade JRA 16 500 000 Ennerdale Park City Parks 2004/01/07 2005/06/06 450 000 Orange Farm Regional Park City Parks 2004/01/07 2005/09/16 2 000 000 Lawley Ext 2: electrification City Power 2006/03/14 2006/06/23 13 099 379 Lehae Township electrification of 5000 stands City Power 2005/10/12 2006/06/22 17 465 838 Lenasia: upgrade replace lv pillar boxes City Power 2006/02/01 2006/05/31 500 000 Lenasia: refurbishment of load centres City Power 2005/09/09 2005/10/24 500 000 Lenasia: upgrade electrical network City Power 2 000 000 Public lighting: Orange Farm/ Lenasia City Power 2005/06/30 2006/06/30 5 900 000 Service connections: Lenasia City Power 2005/07/04 2006/07/31 6 715 000 Township reticulation – Lenasia : City Power 2005/07/01 2006/06/30 2 007 000 Upgrade electricity: Lenasia South: compound City Power 2005/12/06 2006/03/15 1 000 000 district HIV AIDs Centre: Poortjie Soc Dev: 2003/11/12 2004/06/30 500 000 Social Orange Farm Skills Centre Soc Dev: 3 000 000 Social Vlakfontein Skills Centre Soc Dev: 5 000 000 Social Ennerdale: Portacabin Health 420 000 Poortjie Multipurpose Soc Dev: 2003/12/10 2004/10/13 400 000 Sports Lenasia Public Transport Facility DPT & E 2005/11/01 2006/06/30 2 000 000 239 286 217

Citywide

There is an allocation of R418 654 300 for citywide projects. The greater allocation of capital in the citywide projects is for City Power and JRA. This is an attempt to

167 respond to the ageing infrastructure city wide and rapid developments. Table 2.67 indicates all citywide projects.

Table 2.67: Citywide

Project Name Division Start Date End Date Budget Upgrading of clinics (equipment and buildings; regions 1 & 2) Health Operational capital Heritage 100 000 Community relocations Housing 1 000 000 Fencing project Housing 5 000 000 Flat refurbishment Housing 4 000 000 Land and building acquisition Housing 1 000 000 Old age homes Housing 1 000 000 Corporate requirements Jhb Water 2001/01/01 2006/06/30 7 200 000 Operations and maintenance Jhb Water 2001/01/01 2006/06/30 6 500 000 Planning and engineering studies Jhb Water 2001/01/01 2006/06/30 7 000 000 land reguralisation: citywide (Regions 1 & 6) JPC 3 000 000 Site development and preparation JPC 1 500 000 Design of future schemes JRA 1 500 000 Emergency stormwater projects JRA 5 000 000 Environmental compliance JRA 500 000 Mobility related projects JRA 25 650 000 Operational capital JRA 10 250 000 Roads and stormwater master planning JRA 2 000 000 N17 - Nasrec Road to beyond New Canada 16 000 000 Road JRA Crime prevention and by-law enforcement Metro Police 2005/07/01 2006/06/30 5 200 000 Internal infrastructure projects Metro Police 2005/07/01 2006/06/30 3 600 000 Informal trading stalls: generic Metro Trade 5 000 000 Com 2005/07/18 2006/03/30 Replacement of aging vehicles Metrobus 900 000 Computers, furniture and office equipment Metrobus 1 950 000 Upgrade of facilities Metrobus 550 000 Bus wash Metrobus 3 000 000 Tools, gear, plant and machinery Metrobus 160 000 Plant and equipment Parks 2 875 000 Project management Parks 500 000 Secondary NR Parks 1 500 000 Street trees Parks 1 000 000 Refuse management information system Pikitup 2004/07/01 2006/06/30 5 000 000 Northern works landfill sites Pikitup 2004/07/01 2006/05/31 2 400 000 Signage Pikitup 2005/05/01 2006/05/31 1 000 000 Linbro Park: landfill sites (Regions 1 & 3) Pikitup 2004/06/01 2006/06/30 3 694 Bulk refuse containers Pikitup 2004/10/18 2005/11/30 5 000 000.00 Alterations to depots Pikitup 2004/07/01 2006/06/30 1 575 000 Furniture and fittings Pikitup 2005/07/01 2006/06/30 370 000 IT equipment and software Pikitup 2005/07/01 2006/06/30 2 500 000 Other garden sites Pikitup 2004/07/01 2006/01/31 2 450 000 Plant and machinery Pikitup 2005/06/01 2006/04/30 3 500 000 Marie-Louise: landfill sites Pikitup 2005/05/01 2006/04/30 1 600 000 Formal households refuse bins Pikitup 2005/07/01 2006/03/31 11 100 000 Bulk infrastructure: repair transformers City Power 2005/09/01 2006/05/31 10 000 000 CP furniture City Power 2005/07/04 2006/05/31 1 005 900

168 Project Name Division Start Date End Date Budget CP.BR: all areas replace obsolete MV 8 009 000 switchboards City Power 2005/10/01 2006/06/30 CP.OC: support services. WMS phase 2 City Power 2005/08/01 2005/10/31 4 000 000 CP.UG: all areas. Replace obsolete MV CablesCity Power 2005/08/03 2006/06/21 3 400 000 CP.UG: earth fault indicators City Power 2005/08/08 2005/11/29 2 000 000 Load management transmission equipment City Power 2006/01/02 2006/06/30 15 000 000 Meters role-out of AMR to large users City Power 2005/06/01 2006/06/30 3 000 000 Operating cap computer hardware City Power 2005/07/04 2006/05/31 504 090 Operating cap computer software City Power 2005/07/04 2006/05/31 2 275 000 Operating cap computer upgrades City Power 2005/07/04 2005/08/31 57 425 Operating cap office equipment City Power 2005/07/04 2006/05/31 208 700 Operating cap tools and loose gear City Power 2005/07/04 2006/06/30 1 707 933 Plant and equipment for system control (tools) City Power 2005/07/04 2006/06/30 2 742 252 Protection : Kelvin: replace obsolete relays City Power 2006/02/14 2006/05/22 15 000 000 Protection: replace obsolete relays City Power 2005/07/04 2006/05/31 5 000 000 Replace distribution transformers City Power 2 000 000 Replacement of trip fuses City Power 2005/09/13 2006/03/29 500 000 SCADA masterstation upgrade clean up of 2 500 000 configuration City Power 2005/09/01 2006/02/28 SCADA RTU installation City Power 2005/08/01 2006/06/30 4 000 000 Statistical metering City Power 2005/10/04 2006/06/29 5 000 000 Telecomms: mobile radio equip City Power 2005/08/01 2005/11/30 1 000 000 Telecomms: PBX & associated equip City Power 2005/09/01 2005/11/30 425 000 Upgrade electricity service connect cables all City Power 2 000 000 areas Upgrade electricity network maximun demand City Power 2006/01/02 2006/05/31 500 000 meters Upgrade electricity: All areas City Power 2005/08/01 2006/02/28 4 000 000 Upgrading master plan City Power 2005/08/01 2006/06/30 9 000 000 Bulk infra structure servitude for Sebenza 275 City Power 50 000 kV intake Building alterations elec: Reuven & Hurst Hill City Power 2005/07/04 2006/06/30 8 513 000 Computer equipment Soc Dev: 1 000 000 Library Equipping of libraries Soc Dev: 1 000 000 Library Library accessible to people with disabilities Soc Dev: 2004/11/01 2004/11/12 500 000 Library Security incl. technodesk Soc Dev: 2004/09/13 2004/09/30 600 000 Library Upgrading of library: youth and children’s Soc Dev: 2004/08/16 2005/04/29 1 000 000 section Library Community Centre: childcare and people with Soc Dev: 500 000 disabilities Social 2004/11/15 2004/11/26 Movable building in informal settlements Soc Dev: 1 000 000 Social Skills development centres Soc Dev: 2 000 000 Social Equipment Soc Dev: 800 000 Sports 2004/08/09 2005/01/31 Grassing of soccer fields Soc Dev: 1 350 000 Sports 2004/07/01 2004/11/30 Major sport facilities Soc Dev: 1 500 000 Sports Renovations of swimming pools Soc Dev: 3 000 000

169 Project Name Division Start Date End Date Budget Sports Sport facilities - fencing, irrigation, upgrading Soc Dev: 350 000 Sports 2004/07/12 2004/11/26 Furniture and computers Tourism 400 000 N-S Flagship Project Parktown to Sunninghill DPT & E 2005/07/01 2006/02/28 5 000 000 N-S Flagship Project Regina Mundi to 20 000 000 Parktown DPT & E 2005/07/01 2006/06/30 Pharmacy upgrade phase 2 and furniture Health 1 000 000 Environmental health computers for regions Health 300 000 Environmental health equipment for regions Health 300 000 Medical equipment and furniture for regions Health 230 000 MIG allocation Jhb Water 43 345 000 MIG allocation City Power 674 000 MIG allocation JRA 28 800 000 MIG allocation City Parks 17 229 000 MIG allocation Housing 4,632,000.00 MIG allocation Pikitup 1 812 306 Other Jhb Water 6 000 000 418 654 300 TOTAL CAPEX 2 322 316 560

CHAPTER 3

FINANCIAL OVERVIEW

BUDGET IMPLEMENTATION PLAN FOR 2005/06

Introduction

In terms of Section 71 of the Municipal Finance Management Act, the accounting officer must not later than 10 days of the working day after the end of each month submit to the mayor and the relevant provincial treasury a statement on the state of the municipalities’ budget.

The City is in a process of aligning its financial management system to be in compliance with the Municipal Finance Management Act reporting requirements. Budget Office has already begun to streamline financial management reporting, within Core administration departments and within the Utilities, Agencies and Corporatise Entities. The City aims to, provide timely, accurate, informative data for both internal and external reporting purposes.

This chapter demonstrates the City’s month by month spending plan for the 2005/06 approved operating and capital budget.

The CoJ has approved an operation expenditure of R16.1 billion and revenue amounting to R16,2 billion, with the net operating surplus amounting to R87.7 million. The anticipated revenue is based on the 93% target on the collection levels.

Monthly projections of revenue to be collected for each source

The CoJ’s anticipated revenue for 2005/06 amounts to R16,2 billion. The income is attributable by the following sources of income

. Electricity . Property rates . Water and sewerage . Regional Service Council levies . Refuse . Subsidies . Fines and Licenses . Other

Table 3.1 provides a summary of monthly cashflow projections per each revenue source.

Monthly projection of operating expenditure and revenue for each vote

The total operating expenditure for 2005/06 amounts to R16,1 billion, split between the following CoJ’s votes

171 Core Administration

 Office of the City Manager  Contract Management Unit and Shareholders Unit  Finance and Economic Development  Corporate Services  Development Planning, Transportation and Environment  Emergency Management services  Johannesburg Metro Police Department  Arts, Culture and Heritage  Health services  Social Development  Housing  Regional Support

Utilities, Agencies and Corporate Entities

 City Power  Johannesburg Water  Pikitup  Johannesburg Roads Agency  City Parks  Johannesburg Zoo  Johannesburg Fresh Produce Market  Metrobus  Johannesburg Civic Theatre  Property Company  Johannesburg Development Agency  Metro Trading Company  Johannesburg Housing Company  Rooderpoort Civic Theatre

Table 3.2 provides a summary of monthly operating expenditure projections for the Core Administration per each vote.

Table 3.3 provides a summary of monthly operating expenditure projections for the UAC’s per each vote.

Three year capital work plan per each vote

The CoJ envisages spending R2,8 billion on the capital budget for 2005/06 financial year. Which will be financed through a combination of borrowing and surplus cash to the tune of R2,1 billion and R649,6 million from the Consolidated Municipal Infrastructure programme and other provincial and government transfers.

Table 3.4 reflects the capital spending per vote for the next three financial years. Table 3.5 reflects the quarterly cashflows for the 2005/06 capital projects by vote.

172 Table 3.1: Service delivery budget implementation plan: monthly projection of revenue by source for 2005/06

DETAILS JULY AUGUST SEP OCT NOV DEC JAN FEB MARCH APRIL MAY JUNE TOTAL R 000 R 000 R 000 R 000 R 000 R 000 R 000 R 000 R 000 R 000 R 000 R 000 R 000 REVENUE Property Rates 244,698 244,698 244,698 244,698 244,698 244,698 244,698 244,698 244,698 244,698 244,698 244,698 2,936,376 Plus Penalties 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 24,000 Imposed Services

Charges Electricity 314,859 349,843 314,859 279,875 279,875 279,875 244,890 279,875 279,875 279,875 314,859 279,873 3,498,433 Water 238,949 236,070 244,707 259,101 256,222 250,465 230,312 250,465 241,828 221,676 224,554 224,553 2,878,902 Refuse removal 20,863 20,863 20,863 20,863 20,863 20,863 20,863 20,863 20,863 20,863 20,863 20,863 250,353 domestic Refuse removal 11,002 10,912 11,715 11,990 11,044 8,595 9,604 12,399 11,915 10,732 11,012 11,114 132,036 commercial Services charges 6,339 6,361 7,101 7,111 6,468 7,124 7,106 7,089 7,073 7,043 7,013 7,152 82,979 other Regional 131,209 131,209 131,209 131,209 131,209 131,209 131,209 131,209 131,209 131,209 131,209 131,209 1,574,508 Service Levies Rent of Facilities and 9,024 9,194 9,194 9,194 9,228 9,229 9,229 9,348 9,348 9,348 9,705 9,705 111,749 Equipment Interest Earned: 13,528 13,574 13,554 13,646 13,634 13,585 13,523 13,513 13,503 13,494 13,489 13,519 162,565 External Investments Interest Earned: 1,458 1,620 1,458 1,296 1,296 1,296 1,134 1,296 1,296 1,296 1,458 1,296 16,200 Outstanding debtors

173 DETAILS JULY AUGUST SEP OCT NOV DEC JAN FEB MARCH APRIL MAY JUNE TOTAL R 000 R 000 R 000 R 000 R 000 R 000 R 000 R 000 R 000 R 000 R 000 R 000 R 000 Fines, Licenses 12,771 14,053 16,833 19,692 20,694 15,711 15,311 14,051 15,572 19,912 17,232 19,032 200,864 and Permits Income for Agency 10,801 10,177 10,439 11,579 10,551 9,614 12,205 12,028 11,080 11,042 10,796 11,450 131,758 Services Operating Grants and 66,506 54,397 54,397 64,419 54,397 54,397 64,419 54,397 64,419 54,397 54,397 54,397 694,935 Subsidies Capital Grants 14,066 26,598 26,912 24,538 26,780 23,708 20,842 26,964 30,907 28,740 35,151 65,934 351,142 and Subsidies Other Revenue 45,577 43,856 47,452 47,373 47,518 47,024 45,567 45,105 45,028 49,100 48,764 52,046 564,411 Gain on Disposal of 3,083 3,083 3,083 3,083 3,083 3,083 3,083 3,083 3,083 3,083 3,083 3,083 37,000 Assets OPERATING 1,146,73 1,160,47 1,151,66 1,139,56 1,122,47 1,075,99 1,128,38 1,133,69 1,108,50 1,150,28 1,151,92 INCOME 1,178,508 13 648 212 4 5 8 0 6 4 2 6 8 4 5 GENERATED Less Revenue 1,658 1,658 1,658 1,658 1,658 1,658 1,658 1,658 1,658 1,658 1,658 1,658 19,898 foregone DIRECT 1,145,07 1,158,81 1,150,01 1,137,90 1,120,81 1,074,33 1,126,72 1,132,03 1,106,85 1,148,62 1,150,26 OPERATING 1,176,850 13,628,314 6 6 0 2 8 6 4 8 0 6 6 REVENUE Less provision for Bad 25,208 25,208 25,208 25,208 25,208 25,208 25,208 25,208 25,208 25,208 25,208 25,208 302,499 Debts: Property Rates Less 2,149 2,149 2,149 2,149 2,149 2,149 2,149 2,149 2,149 2,149 2,149 2,149 25,791 provision for Bad Debts: Refuse

174 DETAILS JULY AUGUST SEP OCT NOV DEC JAN FEB MARCH APRIL MAY JUNE TOTAL R 000 R 000 R 000 R 000 R 000 R 000 R 000 R 000 R 000 R 000 R 000 R 000 R 000 Removal Less provision for Bad Debts: 2,289 2,289 2,289 2,289 2,289 2,289 2,289 2,289 2,289 2,289 2,289 2,289 27,465 Services Charges Other Core Less provision for bad 8,816 9,796 8,816 7,836 7,836 7,836 6,857 7,836 7,836 7,836 8,816 7,839 97,956 debts: electricity Less provision 42,942 41,740 44,709 42,231 40,559 37,880 32,801 35,398 32,078 25,066 25,048 24,780 425,232 for bad debts: water Less provision for bad 933 933 933 933 933 933 933 933 933 933 933 933 11,195 debts: refuse business Less provision for bad debts: 119 119 119 119 119 119 152 152 152 152 152 172 1,646 service charges other UACs DIRECT 1,062,62 1,074,59 1,069,24 1,058,80 1,044,40 1,003,94 1,052,75 1,061,39 1,043,21 1,084,03 1,086,89 OPERATING 1,094,615 12 736 530 0 3 5 9 4 7 9 3 7 1 6 REVENUE

175 Table 3.2: Core Administration: Monthly Projection of Revenue and Expenditure for 2005/06

DETAILS JULY AUGUST SEP OCT NOV DEC JAN FEB MARCH APRIL MAY JUNE TOTAL R 000 R 000 R 000 R 000 R 000 R 000 R 000 R 000 R 000 R 000 R 000 R 000 R 000 REVENUE OFFICE OF THE 92 92 92 92 92 92 92 92 92 92 CITY MANAGER 92 92 1,105 CONTRACT MANAGEMENT AND 5,031 7,231 6,831 7,131 8,131 7,131 7,596 9,273 8,901 11,469 21,131 45,695 145,552 SHAREHOLDERS UNIT CORPORATE 9,817 9,817 9,817 9,817 9,817 9,817 15,313 15,313 9,817 9,817 SERVICES 9,817 9,817 128,793 FINANCE AND 6,249,00 ECONOMIC 520,751 520,751 520,751 520,751 520,751 520,751 520,751 520,751 520,751 520,751 520,751 520,751 DEVELOPMENT 7 DEVELOPMENT PLANNING, TRANSPORTATIO 6,615 11,447 11,623 10,890 10,892 10,640 7,115 10,115 10,350 7,615 6,615 8,165 112,084 N AND ENVIRONMENT EMERGENCY MANAGEMENT 6,209 6,209 6,209 6,209 6,209 6,209 6,209 6,209 6,209 6,209 6,209 6,209 74,513 SERVICES JOHANNESBURG METROPOLITAN 23,858 24,514 27,956 31,556 31,528 25,611 27,802 26,365 26,937 31,239 POLICE 28,313 30,767 336,444 DEPARTMENT ARTS, CULTURE 44 44 44 44 44 44 44 44 44 44 AND HERITAGE 44 44 525 HEALTH 11,767 79 79 10,100 80 76 10,141 76 10,098 78 SERVICES 78 77 42,729 SOCIAL DEVELOPMENT : 196 307 307 307 327 320 343 368 368 367 367 387 3,966 LIBRARIES SOCIAL DEVELOPMENT : 431 211 211 411 411 411 111 111 111 111 SOCIAL 11 11 2,550 SERVICES SOCIAL 532 773 869 1,220 1,264 1,348 1,367 1,272 1,246 1,216 1,253 1,607 13,966 DEVELOPMENT :

176 DETAILS JULY AUGUST SEP OCT NOV DEC JAN FEB MARCH APRIL MAY JUNE TOTAL R 000 R 000 R 000 R 000 R 000 R 000 R 000 R 000 R 000 R 000 R 000 R 000 R 000 SPORT AND RECREATION HOUSING 19,827 24,799 25,337 22,854 24,074 22,254 22,659 24,084 28,164 26,164 23,945 28,229 292,389 WARD COUNCILLOR SUPPORT, 158 158 158 158 158 158 158 158 158 158 PEOPLE CENTRE 158 158 1,898 AND SUPPORT SERVICES OPERATING 7,405,52 605,327 606,432 610,284 621,541 613,778 604,862 619,700 614,231 623,246 615,329 618,783 652,009 REVENUE 1 EXPENDITURE OFFICE OF THE 34,936 40,769 34,936 34,936 36,092 34,936 34,936 34,936 34,936 34,936 CITY MANAGER 34,936 34,936 426,224 CONTRACT MANAGEMENT 2,090,93 AND 166,848 172,584 168,648 168,948 169,987 168,948 169,413 171,090 170,718 173,286 182,948 207,512 SHAREHOLDERS 5 UNIT CORPORATE 25,659 28,076 48,549 25,659 33,371 25,659 26,397 26,396 25,659 25,659 SERVICES 25,659 25,659 342,403 FINANCE AND 1,959,30 ECONOMIC 142,374 240,866 141,373 141,673 147,653 141,773 142,173 142,273 142,473 142,673 142,873 291,127 DEVELOPMENT 8 DEV PLANNING, TRANSPORTATIO 13,292 17,387 21,040 21,216 24,423 20,485 20,233 16,708 19,708 19,943 N AND 17,208 20,675 232,320 ENVIRONMENT EMERGENCY MANAGEMENT 29,485 30,569 29,485 29,485 38,861 29,485 29,485 29,485 29,485 29,485 29,485 29,485 364,274 SERVICES JOHANNESBURG METROPOLITAN 55,980 56,222 56,400 56,618 74,207 56,946 60,577 60,677 60,829 60,487 60,220 60,274 719,440 POLICE DEPT ARTS, CULTURE 5,369 7,653 5,369 5,372 3,615 2,624 2,624 2,624 2,624 2,624 AND HERITAGE 2,624 2,625 45,743 HEALTH 20,785 19,348 17,841 17,714 25,934 17,883 17,783 17,642 17,799 17,673 SERVICES 17,756 17,704 225,860 SOCIAL DEVELOPMENT : 6,503 7,327 6,648 6,584 9,706 6,666 6,624 6,700 6,627 6,773 6,622 6,629 83,410 LIBRARIES

177 DETAILS JULY AUGUST SEP OCT NOV DEC JAN FEB MARCH APRIL MAY JUNE TOTAL R 000 R 000 R 000 R 000 R 000 R 000 R 000 R 000 R 000 R 000 R 000 R 000 R 000 SOCIAL DEVELOPMENT : 4,924 5,915 5,134 5,363 6,939 5,281 5,005 4,966 5,028 5,012 SOCIAL 4,879 4,853 63,300 SERVICES SOCIAL DEVELOPMENT : 12,367 13,412 12,971 13,125 18,478 13,459 13,152 13,090 13,306 13,210 SPORT AND 13,096 13,710 163,375 RECREATION HOUSING 32,267 39,713 37,599 35,141 41,049 34,499 34,958 36,329 40,420 38,450 36,207 40,474 447,101 WARD COUNCILLOR SUPPORT, 19,464 23,256 19,413 19,340 24,759 19,238 19,495 19,343 19,384 19,439 PEOPLE CENTRE 19,336 19,361 241,828 AND SUPPORT SERV DIRECT 7,405,52 OPERATING 570,253 703,097 605,406 581,174 655,074 577,882 582,854 582,260 588,996 589,650 593,849 775,024 EXPENDITURE 1 DEFICIT / (35,074) 96,666 (4,877) (40,366) 41,297 (26,980) (36,846) (31,971) (34,250) (25,679) (SURPLUS) (24,934) 123,015

178 Table 3.3: Utilities, Agencies and Corporate Entities: Monthly Projection of Revenue and Expenditure for 2005/06

DETAILS JULY AUG SEP OCT NOV DEC JAN FEB MARCH APRIL MAY JUNE TOTAL R 000 R 000 R 000 R 000 R 000 R 000 R 000 R 000 R 000 R 000 R 000 R 000 R 000

REVENUE CITY POWER 329,739 364,885 329,739 294,593 294,593 294,594 259,447 294,594 294,595 294,595 329,741 294,596 3,675,711 PIKITUP 51,788 51,667 52,624 52,745 52,012 49,411 50,359 53,277 52,670 51,579 51,949 51,869 621,950 JOHANNESBURG JOHANNESBURG 262,039 259,160 269,697 282,191 279,312 273,555 253,402 273,555 264,918 246,376 247,654 247,658 3,159,517 WATER JOHANNESBURG 32,597 32,597 32,597 32,597 32,597 32,597 32,597 32,597 32,597 32,597 32,597 32,603 391,170 ROADS AGENCY CITY PARKS 27,312 27,312 27,974 27,963 27,312 28,014 27,963 27,963 28,265 27,964 27,964 28,815 334,821 JOHANNESBURG 3,056 3,056 3,056 3,056 3,056 3,056 3,056 3,056 3,056 3,056 3,056 2,988 36,602 ZOO FRESH PRODUCE 9,222 9,822 10,472 10,472 10,472 10,472 9,972 9,472 10,822 10,922 11,322 12,202 125,649 MARKET METROBUS 33,329 24,652 23,193 26,531 28,866 29,920 25,266 24,083 20,917 22,515 23,740 33,837 316,849 JOHANNESBURG 1,821 2,036 1,796 1,651 5,391 6,796 1,251 1,711 1,936 1,502 1,967 2,104 29,962 CIVIC THEATRE JOHANNESBURG PROPERTY 2,025 2,025 2,025 2,025 2,025 2,025 2,025 2,025 2,025 2,025 2,025 2,025 24,303 COMPANY JOHANNESBURG DEVELOPMENT 1,000 1,000 1,000 1,350 8,783 1,300 1,250 2,000 2,000 2,500 2,500 6,087 30,770 AGENCY METRO TRADING 2,763 2,874 2,858 2,846 2,832 2,826 2,978 2,967 2,966 2,956 2,947 2,945 34,761 COMPANY JOHANNESBURG SOCIAL HOUSING 1,179 1,186 1,186 1,316 1,070 1,080 1,824 828 828 1,834 1,307 1,126 14,764 COMPANY JOHANNESBURG TOURISM 1,087 1,087 1,087 1,087 1,087 1,087 1,087 1,087 1,087 1,087 1,087 1,087 13,042 COMPANY

179 DETAILS JULY AUG SEP OCT NOV DEC JAN FEB MARCH APRIL MAY JUNE TOTAL R 000 R 000 R 000 R 000 R 000 R 000 R 000 R 000 R 000 R 000 R 000 R 000 R 000

ROODEPOORT 1,356 321 359 1,130 515 769 349 398 676 398 364 390 7,025 CITY THEATRE OPERATING 760,314 783,681 759,663 741,554 749,923 737,502 672,827 729,613 719,359 701,907 740,221 720,333 8,816,896 REVENUE EXPENDITURE CITY POWER 395,765 374,598 293,999 269,835 270,069 254,536 253,614 270,221 267,383 269,209 298,672 414,997 3,632,898 PIKITUP 50,460 50,470 51,072 51,868 51,315 53,402 51,735 52,216 51,876 52,896 51,811 52,831 621,950 JOHANNESBURG JOHANNESBURG 264,852 264,619 266,698 277,895 278,309 272,923 251,707 264,227 260,116 241,721 245,943 241,065 3,130,075 WATER JOHANNESBURG 32,596 32,596 32,596 32,596 32,596 32,596 32,596 32,596 32,596 32,596 32,596 32,615 391,170 ROADS AGENCY CITY PARKS 27,681 25,916 26,031 26,198 37,119 26,659 28,042 28,421 27,238 26,535 27,036 27,943 334,821 JOHANNESBURG 3,056 3,056 3,056 3,056 3,056 3,056 3,056 3,056 3,056 3,056 3,056 2,984 36,594 ZOO FRESH PRODUCE 8,862 9,065 9,285 9,315 9,345 9,377 9,263 9,147 9,576 9,637 9,784 10,080 112,734 MARKET METROBUS 26,411 26,403 26,412 26,412 26,403 26,412 26,411 26,403 26,412 26,412 26,452 25,455 315,998 JOHANNESBURG 2,056 2,084 1,872 1,896 5,219 5,401 1,834 1,950 1,897 1,912 1,923 1,918 29,962 CIVIC THEATRE JOHANNESBURG PROPERTY 1,989 1,989 1,990 1,990 1,990 2,018 2,018 2,019 2,019 2,020 2,020 2,020 24,078 COMPANY JOHANNESBURG DEVELOPMENT 1,985 2,187 2,388 2,472 2,468 2,399 2,369 2,722 2,637 2,547 2,532 3,936 30,641 AGENCY METRO TRADING 2,879 2,879 2,880 2,879 2,879 2,880 2,913 2,913 2,913 2,912 2,913 2,920 34,761 COMPANY JOHANNESBURG SOCIAL HOUSING 1,155 1,155 1,155 1,155 1,155 1,155 1,155 1,155 1,161 1,161 1,162 1,163 13,889 COMPANY JOHANNESBURG 1,072 1,045 1,047 1,045 1,045 1,046 1,045 1,046 1,046 1,045 1,045 1,043 12,569

180 DETAILS JULY AUG SEP OCT NOV DEC JAN FEB MARCH APRIL MAY JUNE TOTAL R 000 R 000 R 000 R 000 R 000 R 000 R 000 R 000 R 000 R 000 R 000 R 000 R 000

TOURISM COMPANY ROODEPOORT 998 377 363 464 703 614 334 516 1,011 484 476 685 7,024 CITY THEATRE DIRECT OPERATING 821,817 798,437 720,843 709,075 723,670 694,473 668,091 698,607 690,936 674,143 707,421 821,654 8,729,166 EXPENDITURE DEFICIT / 61,503 14,757 (38,820) (32,480) (26,253) (43,029) (4,736) (31,007) (28,423) (27,764) (32,800) 101,321 (87,731) (SURPLUS)

181 Table 3.4: Medium Term Capital Budget

2005/06 2006/07 2007/08

Total Total Total Details (R 000) (R 000) (R 000) Core Administration Office of the City Manager 10 056 9 962 10 154 Contract Management Unit 300 314 328 Shareholders Unit 100 105 110 Finance and Economic 67 978 44 728 34 127 Development Revenue Shared Services Centre 166 317 99 372 43 459 Corporate Services 16 881 5 802 5 983 Development, Planning, 253 585 248 018 198 479 Transportation and Environment Emergency Management 15 998 12 371 12 694 Services Johannesburg Metropolitan 9 248 8 668 9 089 Police Department Arts, Culture and Heritage 3 433 3 134 3 249 Social Development: Libraries 15 105 12 732 13 369 Social Development: Social 17 205 14 308 15 039 Services Social Development: Sport and 90 707 7 ,074 49 230 Recreation Health Services 12 589 11 965 12 414 Housing 234 250 158 002 115 011 Ward Councillor Support, People Centre and Support 3 101 3 275 3 438 Services Total core administration 916 853 705 830 526 173 UAC'S City Power 675 178 483 710 481 609 Johannesburg Water 556 197 548 423 350 000

182 2005/06 2006/07 2007/08

Total Total Total Details (R 000) (R 000) (R 000) Pikitup Johannesburg 47 961 54 400 56 443 Johannesburg Roads Agency 261 200 283 990 295 000 Metrobus 8 000 7 500 5 761 Johannesburg City Parks 49 379 42 027 42 007 Johannesburg Zoo 33 200 12 000 12 500 Johannesburg Development 136 200 157 000 160 000 Agency Johannesburg Property 13 500 9 303 9 721 Company Johannesburg Fresh Produce 32 500 42 000 40 000 Market Metro Trading Company 10 180 15 180 13 331 Johannesburg Tourism Company 400 276 288 Johannesburg Social and 63 000 43 413 45 366 Housing Company Johannesburg Civic Theatre 2 348 1 618 1 690 Roodepoort Civic 800 750 576 TOTAL UAC'S 1 890 043 1 701 588 1 514 293 TOTAL 2 806 896 2 407 418 2 040 466

183 Table 3.5: Cash Flow Projections per Division for 2005/06

Entity Quarter 1 Quarter 2 Quarter 3 Quarter 4 Total (R 000) (R 000) (R 000) (R 000) (R 000) Office of the City Manager 1 005 2 011 3 016 4 022 10 056 Contract Management Unit 30 60 90 120 300 Shareholders Unit 10 20 30 40 100 Finance and economic Development 679 780 6 797 13 595 46 904 67 978 Revenue Shared Services 71 506 29 794 30 862 34 155 166 317 Corporate Services 1 947 3 462 4 977 6 492 16 881 DPT&E 25 386 50 726 76 066 101 406 253 585 EMS 1 674 3 224 4 774 6324 15 998 JMPD 992 1 872 2 752 3 632 9 248 Heritage 408 708 1 008 1 308 3 433 Social Dev: Libraries 1 586 3 046 4 506 5 966 15 105 Social Dev: Social Services 1 811 3 471 5 131 6 791 17 205 Social Dev: Sports&Rec. 9 259 18 204 27 149 36 094 90 707 Health 1 497 2 597 3 697 4 797 12 589 Housing 23 573 46 899 70 225 93 551 234 250 Ward Councillor Support, people Centres 775 775 775 775 3 101 Power 67 517 135 035 202 553 270 071 675 178 Jhb Water 55 619 111 239 166 859 222 478 556 197 Pikitup 4 796 9 593 14 388 19 184 47 961 JRA 26 120 52 240 78 360 104 480 261 200 Jhb Zoo 3 320 6 640 9 960 13 280 33 200 JDA 13 620 27 240 40 860 54 480 136 200 JPC 1 350 2 700 4 050 5 400 13 500 Fresh produce Market 3 250 6 500 9 750 13 000 32 500 MTC 1 018 2 036 3 054 4 072 10 180 Tourism 40 80 120 160 400 Joshco 6 300 12 600 18 900 25 200 63 000

184 Jhb Civic Theatre 234 469 704 939 2 348 Roodepoort Civic Theatre 80 160 240 320 800 Metrobus 800 1 600 2 400 3 200 8 000 Parks 4 937 9 875 14 813 19 751 49 379 2 806 896