2021/26 Draft IDP

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ANNEXURE A 16

Annexure A

CITY OF TSHWANE 2021-2026 INTEGRATED DEVELOPMENT PLAN

MAY 2021

o 1 17 CONTENTS

PREAMBLE: 2021–2026 DRAFT INTEGRATED DEVELOPMENT PLAN ...... 3

1 SITUATIONAL ANALYSIS ...... 9

2 STRATEGIC INTENT ...... 53

3 GOVERNANCE AND INSTITUTIONAL ARRANGEMENTS ...... 92

4 INTER-GOVERNMENTAL ALIGNMENT ...... 63

5 COMMUNITY PARTICIPATION ...... 86

6 METROPOLITAN SPATIAL DEVELOPMENT FRAMEWORK ...... 94

7. CAPITAL EXPENDITURE FRAMEWORK ...... 117

8 KEY DELIVERABLES FOR 2021/22 – 2025/26 ...... 162

9 PERFORMANCE MANAGEMENT ...... 170

10 CITY OF TSHWANE DISASTER MANAGEMENT PLAN ...... 188

11 FINANCIAL PLAN ...... 208

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18 PREAMBLE: 2021–2026 DRAFT INTEGRATED DEVELOPMENT PLAN Introduction On the 20th August 2020, the Council adopted the 2021-26 Integrated Development Plan Process Plan. The IDP Process plan has set the strategic pillars and deliverables to guide the City on a new development trajectory which aims to create:

 a city of opportunity;  a sustainable city;  a caring and inclusive city;  a safe and clean city; and  an open and honest city The above, much as they are outcomes, also form part of the development pillars which guide the long-term planning of the City of Tshwane. These pillars are anchored around the priority areas which are the focus for this term of office. Legislative Context for the Development of the IDP The Municipal Systems Act, 2000 (Act 32 of 2000) states that each municipal council must, within a prescribed period after the start of its elected term, adopt a single, inclusive and strategic plan for the development of the municipality which (a) links, integrates and coordinates plans and takes into account proposals for the development of the municipality (b) aligns the resources and capacity of the municipality with the implementation of the plan and (c) forms the policy framework and general basis on which annual budgets must be based. In line with the Municipal Systems Act (MSA) and the Municipal Finance Management Act, 2003 (Act 56 of 2003), the City of Tshwane has developed its five-year IDP for 2021–2026, which is supported by the Medium-term Revenue and Expenditure Framework (MTREF) for the 2021–2024 financial years. This 2021- 2026 Integrated Development Plan is premised on the route to create a city of opportunity, a sustainable city, a caring and inclusive city, a safe and clean city and an open and honest city Process for the drafting of the 2021–2026 IDP The process followed in the drafting of the IDP document is in line with the legislative requirements of both the Municipal Systems Act and the Municipal Finance Management Act. Further, the process has allowed for an update of certain chapters contained in the IDP as per various processes such as the filling of posts in the new macro structure to ensure that delivery on the IDP and Budget is realised. This included the assignment of respective responsibilities to the various incumbents appointed. Further, the review of the IDP has taken place within the framework which has been set by the City’s leadership. The continuation on the focus of the Mayoral Strategic Planning Session held in December 2020 informed the drafting of the IDP as well as the preparation of the budget. The following

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19 diagram provides a summary of the process followed in preparation of the 2021/26 draft IDP:

•Development of Budget Steering draft 5 year draft Committee Development of the Strategic Plans 2021/26 draft IDP anchored on 5 Strategic Pillar •Proposed key •Focus in economic •Identify focus areas based growth •Consolidation of interdepartmental on the strategic •Improving planning and alignment and context efficiencies budget process regional alignment •Proposed •Delivering on the •Communicate •Highlight allocation of promise clear operational intergovernmental resources for •Focusing on the and capital issues 2021/24 key work of local priorities •Emphasised government •Anchor the plan Departmental transversal against the preparation alignment strategic pillars Strategic Focus

As part of the finalisation of the document, the City will engage with all relevant stakeholders through e-participation to solicit their views on and inputs into the City’s plan for the 2021– 2026 period. The impact of the Covid-19 Pandemic will also be evaluated and its impact on the City’s plans and possible delays in projects prior to the final approval in May 202t1. Project readiness is going to be critical for projects to be funded for implementation. The City has adopted a project stage gate control mechanism that will assess the projects submitted for prioritization to assess if they are ready to be shortlisted for prioritization. The following processes were embarked on toward the development of this document: Strategic Agenda Setting – Strategic direction set during the 14-15 December 2020 Mayoral Strategic Planning Session The Mayoral Committee convened a strategic planning session on the 14th and 15th December 2020 where the agenda for the 2021–2025 financial years was set. The session led to a resolution that re-affirmed that the path which had been taken with the adoption of the 2017-2021 IDP will be continued on and strengthened through various initiatives with specific deliverables for the remainder of the term. The framework for advancing the achievement of the IDP for the term is based on the following three areas: Stabilise, Revitalise and Deliver. The strategic framers continue to be the focus for the term: Stabilise the Administration through -  restructuring the organisation;  reforming the billing system;  managing debt;  reforming customer relations;

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20  generating new revenue sources; and  ensuring sufficient resources for delivery departments Revitalise the economy through -  ensuring urban regeneration;  reprioritizing the budget on infrastructure backlogs; and  creating efficiencies in planning applications Deliver services to everyone especially the poor through -  providing services to informal settlements and public housing;  employ new skills in engineering to roll-out long term service delivery plans;  establishing maintenance teams;  provide indigent relief; and  provide effective and professional health care services

The Executive Mayor, as part of his theme for the remainder of the term- “Tshwane: Stable. Safe. Delivers” identified the following ten-point plan which covers the following priorities: 1. Prioritisation of the electrical grid and water infrastructure. 2. Implement a robust Covid-19 management strategy. 3. Create a reliable waste and refuse removal service. 4. Provide stringent financial management and oversight. 5. Enhancing city safety and emergency services. 6. Promote employment and economic growth in the city. 7. Supporting the vulnerable and providing social relief. 8. Fast track development by cutting red tape. 9. Expansive financial cost cutting across city processes. 10. Maintain and expand road infrastructure. The 10 point plan was adopted at the Mayoral Committee in January 2021, and its aim is to ensure that the people of Tshwane are able to access all the basic services that a municipality should be providing, and hence complying with the concept of “back to basics”.

Budget Steering Committee (TBSC)

The BSC sat on the 10th March 2021 to evaluate the proposed 2021/22- 2023/24 MTREF. The purpose of the TBSC amongst other was as follows:  To ensure that the City’s resource allocation respond to the City’s priorities of the current Administration;  To ensure that the operational budget respond to the critical operations and maintenance of basic infrastructure;  To ensure that the proposed capital projects are feasible and ready for implementation; and  To ensure that departmental business plans address the service delivery priorities

Intergovernmental Engagement During the 2020/21 financial year, the City planned engagements with its provincial counterparts, as per the IDP July-to-July Roadmap of the provincial department of Cooperative Governance and Traditional Affairs and the approved IDP process plan. The

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21 Gauteng provincial government hosted Municipalities on the 25th November 2020 to present the provincial departmental plans. The Municipalities were able to present the community needs that were raised during the IDP processes. Provincial departments presented their plans that should make way in the final budget of March 2021. The objectives of this engagement was the following:

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22 Overview of this Document Preamble, Context and Overview: This chapter sets the scene for the 2021-26 IDP. The chapter re-affirms the vision for the city and sets the agenda for the new term of office, which will focus on the following three strategic framers: stabilisation, revitalisation and delivery. The process toward the review of the IDP is also captured in this chapter together with the focus of the IDP through the five strategic pillars, key priorities and deliverables. The chapter concludes by giving a summary of the contents of each of the chapters in the reviewed IDP.

Situational Analysis: The aim with this chapter is to provide a high-level picture of Tshwane in the context of South Africa and provide some key socio-economic information. It assesses the level of services and highlights the backlogs on service delivery. Strategic Intent: This chapter re-affirms the five strategic pillars that guide the development of plans for the term. The chapter was drafted by taking into consideration the changing development trends as well as some of the commitments that have been made which affect the City. This chapter also seeks to align the planned proposals of the City of Tshwane to the Performance Management Framework of the City by highlighting the governance values, strategic pillars and priority areas for the term of office. The strategic development pillars are as follows:

 A City that facilitates economic growth and job creation  A City that cares for residents and promotes inclusivity  A City that delivers excellent services and protects the environment  A City that keeps residents safe  A City that is open, honest and responsive Governance and Institutional Arrangements: The chapter articulates the broad governance and institutional framework of the City after its review and links this to the governance model of the City. Further, it outlines some of the key administrative transformation areas that have made it possible to implement the model within the legislative context. Intergovernmental alignment: Intergovernmental relations refer to the complex and interdependent relations amongst the national, provincial and local spheres of government as well as the coordination of the public policies of these three spheres. In essence, this means that the governance, administrative and fiscal arrangements operating at the interface between national, provincial and local governments must be managed to promote the effective delivery of services. This chapter outlines the key projects and engagements in this regard. Community Participation: In this chapter, the City’s participatory planning processes in the review of this IDP and beyond are provided. It provides a high-level summary of the information gathered through the community participation process in the previous financial year due to Covid-19 Regulations not allowing contact meetings and gatherings, the City used the submissions which have been received historically which guide the needs and priorities of communities. The intention of this Chapter is to indicate what the community needs are, so that the budgeting in the following years should respond to community

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23 priorities. It will further outline the process of stakeholder engagements that will follow during the month of April 2021 within the regulations pertaining to the National State of Disaster declared due to Covid-19 pandemic.

Spatial Development Framework: This chapter outlines high-level proposals of the review of the Metropolitan Spatial Development Framework and Capital Investment Programmes into the City’s settlement restructuring agenda. The chapter sets out the spatial restructuring elements of Tshwane in line with national and provincial plans. The MSDF is under review and it follows from the adopted Regional Spatial Development Frameworks (RSDFs) of 2018. The review of the MSDF has followed an intensive public participation process and will be approved as part of the IDP submission in May 2021.

Capital Expenditure Framework: This chapter focuses on the priority spatial development proposals which also inform the allocation of resources. It contains a detailed capital project list for the MTREF.

Our deliverables for 2021–2026: This chapter highlights some of the key performance measures towards the delivery of key services to the residents of Tshwane.

Performance Management Framework: This chapter highlights the review of the performance management framework of the City that will ensure delivery against the planned deliverables for the term of office.

Disaster Management Plan: Section 53(2)(a) of the Disaster Management Act, 2002 (Act 57 of 2002) specifies that the disaster management plan for a municipality must form an integral part of the municipality’s IDP and section 26(g) of the Local Government: Municipal Systems Act reinforces this requirement by listing “applicable disaster management plans” as a core component of an IDP. This chapter deals with the process of the review of the City’s Disaster Management Plan.

Financial Plan: This chapter outlines the Medium-term Revenue and Expenditure Framework (MTREF) in terms of the allocation of resources to implement the new IDP. It also presents the tariffs proposed for 2021/22 and is covered under separate Budget report.

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1 SITUATIONAL ANALYSIS

Introduction This chapter presents the City of Tshwane in its context as the Capital City of South Africa and provides a high-level summary of certain socio-economic information of the City. The socio-economic information as contained in the 2021-2025 IDP has been updated and reflect the information up to 2017. City of Tshwane in context

City of Tshwane is classified as a Category A municipality by the Municipal Demarcation Board in terms of section 4 of the Local Government Municipal Structures Act, 1998 (Act 117 of 1998). The Municipality was established on 5 December 2000 through the integration of various municipalities and councils that had previously served the greater Pretoria regime and surrounding areas. The boundary of the city was further amended on 28 May 2008 through a proclamation in the Government Gazette which incorporated the former Metsweding District Municipality, including Nokeng tsa Taemane (Cullinan) and Kungwini (Bronkhorstspruit), into the borders of the city of Tshwane. The incorporation, which gave birth to the new City of Tshwane in May 2011 after the local government elections, was in line with the Gauteng Global City Region Strategy to reduce the number of municipalities in Gauteng by the year 2016.

With the incorporation of the above-mentioned areas, enlarged the area which covers to an extent of 6 345 km². The extent of this can be practically explained in that the City stretches almost 121 km from east to west and 108 km from north to south making it at that time the third-largest city in the world in terms of land area, after New York and Tokyo/Yokohama. It also makes up more than 30% of Gauteng which is 19 055 km² in extent.

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Figure 1.1: Tshwane in context

As the administrative seat of Government and host to a number of Embassies, City of Tshwane has proven to be a leader on the African continent in providing affordable industrial sites, various industries, office space, education and research facilities. An estimated 90% of all research and development in South Africa is conducted in Tshwane by institutions such as Armscor, the Medical Research Council, the Council for Scientific and Industrial Research, the Human Sciences Research Council and educational institutions such as the University of South Africa, the University of Pretoria and the Tshwane University of Technology.

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Key information about Tshwane

The following table provides a high-level glance at the composition of Tshwane:

Table 1.1: High Level Composition of Tshwane Major residential Akasia, Atteridgeville, Babelegi, Bronberg, Bronkhorstspruit, Centurion, areas Crocodile River, Cullinan, Eersterust, Ekangala, Elands River, Ga-Rankuwa, Hammanskraal, Laudium, Mamelodi, Pretoria, Rayton, Refilwe, Rethabiseng, Roodeplaat, Soshanguve, Temba, Winterveld and Zithobeni Population 3,31 million in (2017)1 Area 6 345 km² - Tshwane is the largest city in Africa and the third-largest in the world based on land area. Operating budget R35.4 billion (2019/20)2 Capital budget R4.2 billion. (2019/20) 3 Municipal area R468.18 billion (current prices)5 GGDP4 GGDP per capita R140 397 (current prices)6 GGDP growth 1.2% (2017)6 Labour Force: Labour Force 1.83 million people 1.22 Million Employed 70.35% labour force participation rate Unemployment 24%, (2017) 6 (official definition) Principal English, Sepedi, Afrikaans, Xitsonga and Setswana languages Industrial estates Babelegi, Bronkhorstspruit, Ekandustria, Ga-Rankuwa, Gateway, Hennopspark, Hermanstad, Irene, Kirkney, Klerksoord, Koedoespoort, Lyttelton Manor, Pretoria North, Pretoria West, Rooihuiskraal, Rosslyn, Samcor Park, Silverton, Silvertondale, Sunderland Ridge and Waltloo Principal Principal economic activities are Government and community services economic (30%), finance (25%) and manufacturing (13%). All figures are for 2017.6 activities Focus sectors - Advanced manufacturing - Agri-business (agricultural production and processing) - Tourism - Research and Innovation Interesting facts - Home to over 135 foreign missions and organisations about Tshwane - Highest concentration of medical institutions per square kilometre in South Africa - Knowledge and research and development capital of South Africa - 28.4% of Gauteng’s GDP (2017) 6 - 10% of national GDP (2017) 6 - 53% of transport equipment exported from South Africa originates in Tshwane

1 IHS Markit Regional eXplorer verion 1338

2 City of Tshwane Budget 2019/20

3 City of Tshwane Budget 2019/20

4 GGDP refer to the Gross Geographic Domestic Product

5 IHS Markit Regional eXplorer verion 1338 o 11

From the above it is clear that:  The largest portion of the population of Tshwane is working age  The unemployment rate is sitting at 24% which indicates the need to create an environment in which the economy can grow to meet in the need for work opportunities  The various sectors which make up the economy have the potential to create work opportunities and to contribute to the overall economic growth of the province and the country. Tshwane contributes just over 28% to the Gauteng GGDP and 10% to the National GGDP which indicates the importance of the role it plays in the economy of the country. To support the development in these sectors and the various industrial and economic nodes, the City has prioritized investment in areas such as Rosslyn, Silverton, Babelegi, Ekandustria and Sunderland Ridge.

SOCIO-ECONOMIC ANALYSIS

This chapter presents the City of Tshwane in its context as the Capital City of South Africa and provides a high-level summary of demographic, economic and socio- economic environment that could inform stakeholders to implement and monitor plans and policies that will allow for a healthy, growing and inclusive economy and society.

DEMOGRAPHICS

Understanding the changes in the composition of the population with respect to population group, age and gender is vital in the face of growing pressure on food, energy, water, jobs and social support on the country's citizens. An understanding of how the total fertility rates, age-specific fertility rates, sex ratios at birth, life expectancies and international migration affect the respective population groups, ages and genders is essential for effective planning on a spatial level. Population statistics are also important when analysing an economy, as the population growth directly and indirectly influences employment and unemployment, as well as other economic indicators such as economic growth and per capita income. A wealth of literature exists attesting to the wide ranging effects of demography on the economy. Recent work include Petersen (2017), Ranganathan, Swain and Sumpter (2015) and Brezis and Young (2016). Table 1 indicates an 11-year trend of population estimations for City of Tshwane in comparison with the Gauteng province and the national total.

Serving the people is one of the main objectives of any municipality and this is no different for the City of Tshwane. In fact, it is one of the key pillars on which the city is building its vision “Deliver”. Thus, in order for us to effectively serve our people, we need to understand who our people are. Thus, this section will focus on the demographic make-up of the City, which includes analysis of the population of a

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28 region. The distribution of the values within a demographic variable and across households are of interest, as are the trends over time.

TABLE 1. TOTAL POPULATION - CITY OF TSHWANE, GAUTENG AND NATIONAL TOTAL, 2009-2019 [NUMBERS PERCENTAGE]

City of City of City of Gauteng National Total Tshwane as % Tshwane as % Tshwane of province of national 2009 2,710,000 11,500,000 50,300,000 23.7% 5.4% 2010 2,800,000 11,800,000 51,100,000 23.8% 5.5% 2011 2,890,000 12,100,000 52,000,000 23.8% 5.6% 2012 2,980,000 12,500,000 52,900,000 23.9% 5.6% 2013 3,070,000 12,800,000 53,700,000 24.0% 5.7% 2014 3,160,000 13,100,000 54,600,000 24.0% 5.8% 2015 3,240,000 13,400,000 55,500,000 24.1% 5.8% 2016 3,320,000 13,800,000 56,400,000 24.1% 5.9% 2017 3,400,000 14,100,000 57,200,000 24.2% 5.9% 2018 3,480,000 14,400,000 58,100,000 24.2% 6.0% 2019 3,560,000 14,700,000 59,000,000 24.2% 6.0%

Average Annual growth 2009-2019 2.74% 2.51% 1.61%

Source: IHS Markit Regional eXplorer version 2070

With an estimated 3.56 million population, the City of Tshwane Metropolitan Municipality housed 6.0% and 24.2% of South Africa's and Gauteng’s total population in 2019 respectively. Between 2009 and 2019, the population growth rate in the City of Tshwane averaged 2.74% per annum, which is close to double the growth rate of South Africa as a whole (1.61%). Gauteng's average annual growth rate came in just under at 2.51% over the same period.

TABLE 2. TOTAL POPULATION - SUB-METRO REGIONS OF CITY OF TSHWANE METROPOLITAN MUNICIPALITY, 2009, 2014 AND 2019 [NUMBERS PERCENTAGE]

Average Annual 2009 2014 2019 growth Region 1 776,000 872,000 970,000 2.26% Region 2 328,000 365,000 403,000 2.08% Region 3 518,000 592,000 657,000 2.41% Region 4 334,000 434,000 513,000 4.39% Region 5 81,600 98,300 112,000 3.26% Region 6 574,000 677,000 765,000 2.91% Region 7 102,000 119,000 135,000 2.83% City of Tshwane 2,713,526 3,156,482 3,555,645 2.74%

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Source: IHS Markit Regional eXplorer version 2070

Table 2 indicates the population estimates across the City of Tshwane’s seven sub- metro regions over the 2009 – 2019 period. The Region 4 Sub-metro Region increased the most, in terms of population, with an average annual growth rate of 4.39%; the Region 5 Sub-metro Region had the second highest growth in terms of its population, with an average annual growth rate of 3.26%. The Region 2 Sub-metro Region had the lowest average annual growth rate of 2.08% relative to the other within the City of Tshwane Metropolitan Municipality.

TABLE 3. POPULATION PROJECTIONS - CITY OF TSHWANE, GAUTENG AND NATIONAL TOTAL, 2019-2024 [NUMBERS PERCENTAGE]

City of City of City of Tshwane as Gauteng National Total Tshwane as Tshwane % of % of national province 2019 3,560,000 14,700,000 59,000,000 24.2% 6.0% 2020 3,630,000 15,000,000 59,800,000 24.2% 6.1% 2021 3,700,000 15,300,000 60,600,000 24.2% 6.1% 2022 3,780,000 15,600,000 61,500,000 24.3% 6.1% 2023 3,850,000 15,900,000 62,300,000 24.3% 6.2% 2024 3,920,000 16,100,000 63,100,000 24.3% 6.2%

Average Annual growth 2019-2024 1.97% 1.90% 1.35%

Source: IHS Markit Regional eXplorer version 2070

Based on the present age-gender structure and the present fertility, mortality and migration rates, City of Tshwane's population is projected to grow at an average annual rate of 2.0% from 3.56 million in 2019 to 3.92 million in 2024. The average annual growth rate in the population over the forecasted period for Gauteng Province and South Africa is 1.9% and 1.3% respectively and is lower than that the average annual growth in the City of Tshwane Metropolitan Municipality.

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TABLE 4. POPULATION BY POPULATION GROUP, GENDER AND AGE - CITY OF TSHWANE METROPOLITAN MUNICIPALITY, 2019 [NUMBER].

African White Coloured Asian

Female Male Female Male Female Male Female Male 00-04 134,000 134,000 15,200 16,100 2,960 3,140 2,710 2,790 05-09 125,000 124,000 16,800 17,800 2,840 2,760 2,490 2,660 10-14 118,000 117,000 17,500 18,600 2,720 3,030 2,390 2,600 15-19 113,000 108,000 17,900 18,100 2,870 3,110 2,520 2,670 20-24 133,000 125,000 19,600 19,700 3,480 3,560 3,040 3,510 25-29 143,000 140,000 17,700 18,500 3,190 2,940 2,630 4,120 30-34 150,000 145,000 17,300 17,500 3,170 2,860 2,740 4,480 35-39 126,000 132,000 18,000 17,200 3,060 2,660 3,320 4,900 40-44 94,100 103,000 20,400 20,200 2,550 2,510 3,020 4,000 45-49 68,000 72,400 24,800 24,400 2,400 2,140 2,050 3,660 50-54 50,200 55,400 23,900 23,500 2,090 1,800 1,620 2,500 55-59 46,400 45,100 20,400 19,800 1,820 1,410 1,450 1,400 60-64 41,000 34,400 18,900 16,600 1,430 1,250 1,220 1,040 65-69 34,500 27,600 17,900 14,300 1,020 837 1,010 949 70-74 19,900 17,600 16,100 12,300 709 513 735 591 75+ 19,800 11,400 26,700 16,700 582 450 731 408 Total 1,420,000 1,390,000 309,000 291,000 36,900 35,000 33,700 42,300

Source: IHS Markit Regional eXplorer version 2070

City of Tshwane Metropolitan Municipality's male/female split in population was 98.0 males per 100 females in 2019. In 2019, the City of Tshwane Metropolitan Municipality's population consisted of 78.95% African (2.81 million), 16.89% White (601 000), 2.02% Coloured (71 900) and 2.14% Asian (76 000) people.

The largest share of population is within the young working age (25-44 years) age category with a total number of 1.23 million or 34.7% of the total population. The age category with the second largest number of people is the babies and kids (0-14 years) age category with a total share of 24.9%, followed by the older working age (45-64 years) age category with 615 000 people. The age category with the least number of people is the retired / old age (65 years and older) age category with only 243 000 people, as reflected in the population pyramids6 below.

6 A population pyramid is a graphic representation of the population categorised by gender and age, for a specific year and region. The horizontal axis depicts the share of people, where the male population is charted on the left-hand side and the female population on the right-hand side of the vertical axis. The vertical axis is divided in 5-year age categories o 15

CHART 1. POPULATION PYRAMID - CITY OF TSHWANE METROPOLITAN MUNICIPALITY VS. SOUTH AFRICA, 2019 [PERCENTAGE]

Population structure City of Tshwane, 2009 vs. 2019 Male Female 2009 75+ 2019 70-74 65-69 60-64 55-59 50-54 45-49 40-44 35-39 30-34 25-29 20-24 15-19 10-14 05-09 00-04

200,000 100,000 0 100,000 200,000 Source: IHS Markit Regional eXplorer version 2070 With the African population group representing 78.9%of the City of Tshwane Metropolitan Municipality's total population, the overall population pyramid for the region will mostly reflect that of the African population group. The chart below compares City of Tshwane's population structure of 2019 to that of South Africa. When comparing the 2009 population pyramid with the 2019 pyramid for the City of Tshwane Metropolitan Municipality, some interesting differences are visible:

 In 2009, there were a significantly larger share of young working age people - aged 20 to 34 (29.3%) - compared to 2019 (27.8%).  Fertility in 2009 was slightly higher compared to that of 2019.  The share of children between the ages of 0 to 14 years is slightly larger in 2009 (25.7%) compared to 2019 (24.9%).  Life expectancy is increasing.

In 2019, the female population for the 20 to 34 years age group amounted to 14.4% of the total female population while the male population group for the same age amounted to 14.9% of the total male population. In 2009 the male working age population at 13.7% did not exceeds that of the female population working age population at 14.0%.

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EDUCATION

Educating is important to the economic growth in a country and the development of its industries, providing a trained workforce and skilled professionals required. According to the United Nations definition of education, a person is an adult at 15 years or older. IHS uses this cut-off point to allow for cross-country comparisons. The education measure in this section represents the highest level of education of an individual, using the 15 years and older age category. Furthermore, the age of 15 is also the legal age at which children may leave school in South Africa. TABLE 5: HIGHEST LEVEL OF EDUCATION: AGE 15+ - CITY OF TSHWANE, GAUTENG AND NATIONAL TOTAL, 2019 [NUMBER AND PERCENTAGE] City of City of City of Tshwane as Gauteng National Total Tshwane as Tshwane % of % of national province No schooling 63,700 229,000 2,060,000 27.9% 3.1% Grade 0-2 19,500 89,500 638,000 21.8% 3.1% Grade 3-6 104,000 479,000 3,030,000 21.6% 3.4% Grade 7-9 249,000 1,200,000 6,130,000 20.8% 4.1% Grade 10-11 486,000 2,310,000 9,130,000 21.1% 5.3% Certificate / diploma 13,700 53,100 183,000 25.8% 7.5% without matric Matric only 876,000 3,580,000 11,400,000 24.5% 7.7% Matric certificate / 236,000 785,000 2,380,000 30.1% 9.9% diploma Matric Bachelors 232,000 703,000 1,760,000 33.0% 13.2% degree Matric Postgrad 120,000 349,000 787,000 34.5% 15.3% degree

Source: IHS Markit Regional eXplorer version 2070

Within City of Tshwane Metropolitan Municipality, the number of people without any schooling decreased from 2009 to 2019 with an average annual rate of -1.95%, while the number of people within the 'matric only' category, increased from 586,000 to 876,000. The number of people with 'matric and a certificate/diploma' increased with an average annual rate of 3.29%, with the number of people with a 'matric and a Bachelor's' degree increasing with an average annual rate of 5.47%. Overall improvement in the level of education is visible with an increase in the number of people with 'matric' or higher education.

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FUNCTIONAL LITERACY7

Functional literacy describes the reading and writing skills that are adequate for an individual to cope with the demands of everyday life - including the demands posed in the workplace. This is contrasted with illiteracy in the strictest sense, meaning the inability to read or write. Functional literacy enables individuals to enter the labour market and contribute towards economic growth thereby reducing poverty.

TABLE 6: FUNCTIONAL LITERACY: AGE 20+, COMPLETED GRADE 7 OR HIGHER - CITY OF TSHWANE METROPOLITAN MUNICIPALITY, 2009-2019 [NUMBER PERCENTAGE]

Illiterate Literate % 2009 224,030 1,788,862 88.9% 2010 212,373 1,870,186 89.8% 2011 204,720 1,950,412 90.5% 2012 202,774 2,022,002 90.9% 2013 204,148 2,086,958 91.1% 2014 207,259 2,148,710 91.2% 2015 213,127 2,205,840 91.2% 2016 212,147 2,267,914 91.4% 2017 208,163 2,333,916 91.8% 2018 203,610 2,401,098 92.2% 2019 199,455 2,470,340 92.5%

Average Annual growth 2009-2019 -1.16% 3.28% 0.40%

Source: IHS Markit Regional eXplorer version 2070

A total of 2.47 million individuals in City of Tshwane Metropolitan Municipality were considered functionally literate in 2019, while 200 000 people were considered to be illiterate. Expressed as a rate, this amounts to 92.53% of the population, which is an increase of 0.037 percentage points since 2009 (88.87%). The number of illiterate individuals decreased on average by -1.16% annually from 2009 to 2019, with the number of functional literate people increasing at 3.28% annually.

7 Functional literacy is defined as the number of people in a region that are 20 years and older and have completed at least their primary education (i.e. grade 7) o 18

CHART 2. FUNCTIONAL LITERACY: AGE 20+, COMPLETED GRADE 7 OR HIGHER - CITY OF TSHWANE, GAUTENG AND NATIONAL TOTAL, 2009-2019 [PERCENTAGE]

Functional literacy rate: age 20+ City of Tshwane, Gauteng and National Total, 2009-2019

95%

90%

85%

80%

75%

70% 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019

City of Tshwane Gauteng National Total

Source: IHS Markit Regional eXplorer version 2070 City of Tshwane Metropolitan Municipality's functional literacy rate 8of 92.53% in 2019 is higher than that of Gauteng at 92.19%. When comparing to National Total as whole, which has a functional literacy rate of 85.70%, it can be seen that the functional literacy rate is lower than that of the City of Tshwane Metropolitan Municipality.

8 A higher literacy rate is often associated with higher levels of urbanization, for instance where access to schools is less of a problem, and where there are economies of scale. From a spatial breakdown of the literacy rates in South Africa, it is perceived that the districts with larger cities normally have higher literacy rates.

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CHART 3. FUNCTIONAL LITERACY: AGE 20+, COMPLETED GRADE 7 OR HIGHER - CITY OF TSHWANE, GAUTENG AND NATIONAL TOTAL, 2009-2019 [PERCENTAGE]

Functional literacy rate: age 20+ City of Tshwane, Gauteng and National Total, 2009-2019 95%

90%

85%

80%

75%

70% 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019

City of Tshwane Gauteng National Total

Source: IHS Markit Regional eXplorer version 2070 City of Tshwane Metropolitan Municipality's functional literacy rate of 92.53% in 2019 is higher than that of Gauteng at 92.19%. When comparing to National Total as whole, which has a functional literacy rate of 85.70%, it can be seen that the functional literacy rate is lower than that of the City of Tshwane Metropolitan Municipality.

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Region 1

CHART 4: HIGHEST LEVELS OF SCHOOLING FOR THE POPULATION AGED 20 YEARS AND OLDER IN REGION 1, 2019

Progress in Education

100% Matric & Postgrad 90% degree Matric & Bachelors 80% degree

70% Matric & certificate / 60% diploma Matric only 50%

40% Certificate / diploma without 30% matric Grade 10-11 20%

10% Grade 7-9

0% 1997 1999 2001 2003 2005 2007 2009 2011 2013 2015 2017 2019 Source: IHS Markit Regional eXplorer version 2070 As indicated in Chat 4, the percentage of people (20 years +) in Region 1 with no schooling has been improving, on average over the 22 years by 7.57 percent points, whilst the percentage of people with at least matric has marginally increased by 10.51 percent points over the past 22 years. The percentage share of people (20 years +) in Region 1 with certificates or a diploma without matric has declined from 1.99 percent in 1997 to 0.49 percent in 2019 this tallies with the increasing share of persons in the region with matric and post matric qualifications.

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Region 2

CHART 5: HIGHEST LEVELS OF SCHOOLING FOR THE POPULATION AGED 20 YEARS AND OLDER IN REGION 2, 2019

Progress in Education

100% Matric & Postgrad 90% degree Matric & Bachelors 80% degree

70% Matric & certificate / 60% diploma Matric only 50%

40% Certificate / diploma without 30% matric Grade 10-11 20%

10% Grade 7-9

0% 1997 1999 2001 2003 2005 2007 2009 2011 2013 2015 2017 2019 Source: IHS Markit Regional eXplorer version 2070 Chat 5 indicates how the educational profile of the population that is 20 years or older in Region 2 has changed over the 1997 – 2019 period. As indicated in the figure, the percentage of the people (20 years +) in Region 2 with no schooling has declined from 12.22 percent in 1997 to 3.77 percent in 2019, whilst the percentage of people with at just matric increased from 24.64 percent in 1997 to 35.44 percent in 2019. The percentage of people (20 years +) in Region 2 with certificates or a diploma without matric has declined from 2.37 percent in 1997 to 0.45 percent in 2019.

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Region 3

CHART 6: HIGHEST LEVELS OF SCHOOLING FOR THE POPULATION AGED 20 YEARS AND OLDER IN REGION 3, 2019

Progress in Education

100% Matric & Postgrad 90% degree Matric & Bachelors 80% degree

70% Matric & certificate / 60% diploma Matric only 50%

40% Certificate / diploma without 30% matric Grade 10-11 20%

10% Grade 7-9

0% 1997 1999 2001 2003 2005 2007 2009 2011 2013 2015 2017 2019 Source: IHS Markit Regional eXplorer version 2070 The above chat indicates how the educational profile of the population that is 20 years or older in Region 3 has changed over the 1997 – 2019 period. As indicated in the figure, the percentage of the people (20 years +) in Region 3 with no schooling has increased slightly from 4.84 percent in 1997 to 1.63 percent, whilst the percentage share of people with just matric has improved from 33.67 percent in 1997 to 39.62 percent in 2019. The percentage share of people (20 years +) in Region 3 with certificates or a diploma without matric has declined from 3.21 percent in 1997 to 0.70 percent in 2019.

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Region 4

CHART 7: HIGHEST LEVELS OF SCHOOLING FOR THE POPULATION AGED 20 YEARS AND OLDER IN REGION 4, 2019

Progress in Education

100% Matric & Postgrad 90% degree Matric & Bachelors 80% degree

70% Matric & certificate / 60% diploma Matric only 50%

40% Certificate / diploma without 30% matric Grade 10-11 20%

10% Grade 7-9

0% 1997 1999 2001 2003 2005 2007 2009 2011 2013 2015 2017 2019 Source: IHS Markit Regional eXplorer version 2070 The above chat indicates how the educational profile of the population that is 20 years or older in Region 4 has changed over the 1997 – 2019 period. As indicated in the figure, the percentage share of the people (20 years +) in Region 4 with no schooling has decreased from 3.82 percent in 1997 to 1.51 percent in 2019, whilst the percentage of people just matric have decreased from 37.4 percent in 2013 to 34.60 percent in 2019. The percentage share of people (20 years +) in Region 4 with certificates or a diploma without matric has declined from 3.28 percent in 1997 to 0.69 percent in 2019.

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Region 5

CHART 8: HIGHEST LEVELS OF SCHOOLING FOR THE POPULATION AGED 20 YEARS AND OLDER IN REGION 5, 2019

Progress in Education

100% Matric & Postgrad 90% degree Matric & Bachelors 80% degree

70% Matric & certificate / 60% diploma Matric only 50%

40% Certificate / diploma without 30% matric Grade 10-11 20%

10% Grade 7-9

0% 1997 1999 2001 2003 2005 2007 2009 2011 2013 2015 2017 2019 Source: IHS Markit Regional eXplorer version 2070

Chat 8 indicates how the educational profile of the population that is 20 years or older in Region 5 has changed over the 1997 – 2019 period. As indicated in the figure, the percentage share of people (20 years +) in Region 5 with no schooling has decreased from 9.47 percent in 1997 to 3.96 percent in 2019, whilst the percentage of people with just matric have increased from 26.50 percent in 1997 to 35.22 percent in 2019. The percentage share of people (20 years +) in Region 5 with certificates or a diploma without matric has declined from 4.07 percent in 1997 to 0.46 percent in 2019.

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Region 6:

CHART 9: HIGHEST LEVELS OF SCHOOLING FOR THE POPULATION AGED 20 YEARS AND OLDER IN REGION 6, 2019

Progress in Education

100% Matric & Postgrad 90% degree Matric & Bachelors 80% degree

70% Matric & certificate / 60% diploma Matric only 50%

40% Certificate / diploma without 30% matric Grade 10-11 20%

10% Grade 7-9

0% 1997 1999 2001 2003 2005 2007 2009 2011 2013 2015 2017 2019 Source: IHS Markit Regional eXplorer version 2070

The above chat indicates how the educational profile of the population that is 20 years or older in Region 6 has changed over the 1997 – 2019 period. As indicated in the figure, the percentage share of the people (20 years +) in Region 6 with no schooling has decreased from 5.91 percent in 1997 to 2.09 percent, whilst the percentage of people with at least matric has increased from 31.28 percent in 1997 to 37.76 percent in 2019. The percentage of people (20 years +) in Region 6 with certificates or a diploma without matric has declined from 2.81 percent in 2013 to 0.55 percent in 2019.

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REGION 7

CHART 10: HIGHEST LEVELS OF SCHOOLING FOR THE POPULATION AGED 20 YEARS AND OLDER IN REGION 7, 2019

Progress in Education

100% Matric & Postgrad 90% degree Matric & Bachelors 80% degree

70% Matric & certificate / 60% diploma Matric only 50%

40% Certificate / diploma without 30% matric Grade 10-11 20%

10% Grade 7-9

0% 1997 1999 2001 2003 2005 2007 2009 2011 2013 2015 2017 2019 Source: IHS Markit Regional eXplorer version 2070 Figure 10 indicates how the educational profile of the population that is 20 years or older in Region 7 has changed over the 1997 – 2019 period. As indicated in the figure, the percentage share of the people (20 years +) in Region 7 with no schooling has decreased from 17.07 percent in 1997 to 5.09 percent in 2019, the percentage of people with at least matric has increased from 20.47 percent in 1997 to 30.98 percent in 2019 and the percentage of people with certificates or a diploma without matric has declined from 2.46 percent in 1997 and increased to 0.47 percent in 2019.

THE ECONOMY

The City of Tshwane is the fourth biggest municipality in South Africa and second biggest in Gauteng in terms of gross value added by region with gross value add of R497 billion. In 2019, City of Tshwane contributed 28.4 percent to the provincial economy. Moreover, Tshwane accounted for 9.79 percent of the country’s economy.

The City of Tshwane has emerged as a diversified and vibrant economy with significant community services, finance and transport. Tshwane has a large government sector (community services), reflecting the presence of national and

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43 provincial departments and parastatals. The sector recorded 32.04 percent contribution to Tshwane’s GVA in 2019. The three main sectors in 2019 were community services (32.04 percent), finance (22.0 percent) and trade (13.5 percent). The sector that contributes the least to the economy of City of Tshwane Metropolitan Municipality is the agriculture sector with a contribution of R 2.32 billion or 0.52% of the total GVA.

The City of Tshwane is also home to a range of higher-value functions such as corporate headquarters, financial and business services and manufacturing, and high- order public services, such as national departments, universities and major hospitals. To be more specific, the City accommodates more than 30 Johannesburg Stock Exchange (JSE) listed companies, home of national government departments, three Universities, hosts 134 foreign embassies and missions and 26 international organisations, giving it the largest concentration of diplomatic and foreign missions in the world after Washington DC in the USA.

It is vital to understand the economic performance of the City of Tshwane, as this provides unique insight into the city’s development, which allows us to better benchmark and track performance. The economic state of City of Tshwane is put in perspective by comparing it, on a spatial level, to its neighboring metropolitan municipalities, to Gauteng Province and to South Africa. This section will also allude to the economic composition and contribution of the regions within City of Tshwane.

The City of Tshwane does not function in isolation from Gauteng, South Africa and the world and now, more than ever, it is crucial to have reliable information on its economy for effective planning. Information is needed that will empower the municipality to plan and implement policies that will encourage the social development and economic growth of the people and industries in the municipality, respectively.

GROSS DOMESTIC PRODUCT BY REGION (GDP-R)

The economic state of City of Tshwane Metropolitan Municipality is put in perspective by comparing it on a spatial level with its neighbouring metropolitan municipalities, Gauteng Province and South Africa. The section will also allude to the economic composition and contribution of the regions within City of Tshwane Metropolitan Municipality.

The City of Tshwane Metropolitan Municipality does not function in isolation from Gauteng, South Africa and the world and now, more than ever, it is crucial to have reliable information on its economy for effective planning. Information is needed that will empower the municipality to plan and implement policies that will encourage the social development and economic growth of the people and industries in the municipality respectively.

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The Gross Domestic Product (GDP), an important indicator of economic performance, is used to compare economies and economic states. GDP-R9 can be measured using either current or constant prices, where the current prices measures the economy in actual Rand, and constant prices measures the economy by removing the effect of inflation, and therefore captures the real growth in volumes, as if prices were fixed in a given base year.

TABLE 7: GDP - CITY OF TSHWANE, GAUTENG AND NATIONAL TOTAL, 2009-2019 [R BILLIONS USING 2010 CONSTANT PRICES]

City of City of City of Gauteng National Total Tshwane as Tshwane as Tshwane % of province % of national 2009 0.23 0.86 2.51 27.2% 9.4% 2010 0.26 0.95 2.75 27.4% 9.5% 2011 0.29 1.05 3.02 27.9% 9.7% 2012 0.31 1.12 3.25 28.0% 9.6% 2013 0.34 1.22 3.54 28.1% 9.7% 2014 0.37 1.32 3.81 28.0% 9.7% 2015 0.39 1.40 4.05 28.0% 9.7% 2016 0.43 1.52 4.36 27.9% 9.8% 2017 0.45 1.62 4.65 28.0% 9.8% 2018 0.48 1.70 4.87 28.2% 9.8% 2019 0.50 1.77 5.08 28.1% 9.8%

Source: IHS Markit Regional eXplorer version 2070

With a GDP of R 497 billion in 2019 (up from R 235 billion in 2009), the City of Tshwane Metropolitan Municipality contributed 28.12% to the Gauteng Province GDP of R 1.77 trillion in 2019 increasing in the share of the Gauteng from 27.20% in 2009. The City of Tshwane Metropolitan Municipality contributes 9.79% to the GDP of South Africa which had a total GDP of R 5.08 trillion in 2019 (as measured in nominal or current prices).It's contribution to the national economy stayed similar in importance from 2009 when it contributed 9.36% to South Africa, but it is lower than the peak of 9.81% in 2018.

9 Gross Domestic Product by Region (GDP-R) represents the value of all goods and services produced within a region, over a period of one year, plus taxes and minus subsidies.

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TABLE 8: GDP - CITY OF TSHWANE, GAUTENG AND NATIONAL TOTAL, 2009-2019

[ANNUAL PERCENTAGE CHANGE USING CONSTANT 2010 PRICES]

City of Tshwane Gauteng National Total 2009 -0.8% -1.5% -1.5% 2010 4.2% 3.3% 3.0% 2011 5.6% 3.6% 3.3% 2012 3.3% 2.5% 2.2% 2013 3.1% 2.7% 2.5% 2014 2.5% 2.3% 1.8% 2015 1.4% 1.2% 1.2% 2016 1.1% 1.1% 0.4% 2017 1.3% 1.0% 1.4% 2018 1.4% 1.1% 0.8% 2019 0.3% 0.5% 0.2% Average Annual growth 2.40% 1.93% 1.68% 2009-2019

Source: IHS Markit Regional eXplorer version 2070

In 2019, the City of Tshwane Metropolitan Municipality achieved an annual growth rate of 0.26% which is a slightly lower GDP growth than the Gauteng Province's 0.47%, and is higher than that of South Africa, where the 2019 GDP growth rate was 0.15%. Contrary to the short-term growth rate of 2019, the longer-term average growth rate for City of Tshwane (2.40%) is significantly higher than that of South Africa (1.68%). The economic growth in City of Tshwane peaked in 2011 at 5.64%.

CHART 11: GDP - City of Tshwane Metropolitan Municipality and the rest of Gauteng, 2019

Gross Domestic Product (GDP) Gauteng Province, 2019

City of Johannesburg

Sedibeng Ekurhuleni West Rand

City of Tshwane

Source: IHS Markit Regional eXplorer version 2070

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The City of Tshwane Metropolitan Municipality had a total GDP of R 497 billion and in terms of total contribution towards Gauteng Province the City of Tshwane Metropolitan Municipality ranked second relative to all the regional economies to total Gauteng Province GDP. This ranking in terms of size compared to other regions of City of Tshwane remained the same since 2009. In terms of its share, it was in 2019 (28.1%) slightly larger compared to what it was in 2009 (27.2%). For the period 2009 to 2019, the average annual growth rate of 2.4% of City of Tshwane was the highest relative to its peers in terms of growth in constant 2010 prices.

TABLE 9: GDP - SUB-METRO REGIONS OF CITY OF TSHWANE METROPOLITAN MUNICIPALITY, 2009 TO 2019, SHARE AND GROWTH 2019 Share of 2009 2019 Average (Current metropolitan (Constant (Constant Annual prices) municipality prices) prices) growth Region 1 83.7 16.84% 37.9 51.9 3.19% Region 2 26.6 5.36% 13.2 16.6 2.33% Region 3 152.8 30.73% 82.2 98.3 1.80% Region 4 93.7 18.85% 48.6 60.4 2.21% Region 5 7.6 1.52% 3.9 4.8 2.13% Region 6 116.6 23.45% 56.6 74.8 2.83% Region 7 16.1 3.24% 7.7 10.3 2.95% City of 497.2 250.1 317.2 Tshwane Source: IHS Markit Regional eXplorer version 2070

Region 1 had the highest average annual economic growth, averaging 3.19% between 2009 and 2019, when compared to the rest of the regions within the City of Tshwane Metropolitan Municipality. The Region 7 Sub-metro Region had the second highest average annual growth rate of 2.95%. Region 3 Sub-metro Region had the lowest average annual growth rate of 1.80% between 2009 and 2019.

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CHART 12: GDP CONTRIBUTION - SUB-METRO REGIONS OF CITY OF TSHWANE METROPOLITAN MUNICIPALITY, 2019 [CONSTANT PRICES]

Gross Domestic Product (GDP) City of Tshwane Metropolitan Municipality, 2019

Region 3

Region 2

Region 4 Region 1

Region 5 Region 6 Region 7

Source: IHS Markit Regional eXplorer version 2070

The greatest contributor to the City of Tshwane Metropolitan Municipality economy is the Region 3 Sub-metro Region with a share of 30.73% or R 153 billion, increasing from R 77 billion in 2009. The economy with the lowest contribution is the Region 5 Sub-metro Region with R 7.55 billion growing from R 3.69 billion in 2009.

ECONOMIC GROWTH FORECAST

It is expected that City of Tshwane Metropolitan Municipality will grow at an average annual rate of 0.60% from 2019 to 2024. The average annual growth rate of Gauteng Province and South Africa is expected to grow at 0.34% and 0.34% respectively.

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CHART 13: GROSS DOMESTIC PRODUCT (GDP) - CITY OF TSHWANE, GAUTENG AND NATIONAL TOTAL, 2009-2024 [AVERAGE ANNUAL GROWTH RATE, CONSTANT 2010 PRICES]

Gross Domestic Product (GDP) City of Tshwane, Gauteng and National Total, 2009-2024 8%

-2%

-4%

-6%

-8%

City of Tshwane Gauteng National Total

Source: IHS Markit Regional eXplorer version 2070 In 2024, City of Tshwane's forecasted GDP will be an estimated R 327 billion (constant 2010 prices) or 28.8% of the total GDP of Gauteng Province. The ranking in terms of size of the City of Tshwane Metropolitan Municipality will remain the same between 2019 and 2024, with a contribution to the Gauteng Province GDP of 28.8% in 2024 compared to the 28.4% in 2019. At a 0.60% average annual GDP growth rate between 2019 and 2024, City of Tshwane ranked the highest compared to the other regional economies.

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LABOUR

The labour force of a country consists of everyone of working age (above a certain age and below retirement) that are participating as workers, i.e. people who are actively employed or seeking employment. This is also called the economically active population (EAP). People not included are students, retired people, stay-at-home parents, people in prisons or similar institutions, people employed in jobs or professions with unreported income, as well as discouraged workers who cannot find work.

TABLE 10: LABOUR FORCE PARTICIPATION RATE - CITY OF TSHWANE, GAUTENG AND NATIONAL TOTAL, 2009-2019 [PERCENTAGE]

City of Tshwane Gauteng National Total

2009 2019 2009 2019 2009 2019 15-19 265,000 268,000 1,080,000 1,090,000 5,250,000 4,610,000 20-24 297,000 311,000 1,230,000 1,210,000 5,310,000 4,870,000 25-29 266,000 332,000 1,180,000 1,410,000 4,570,000 5,500,000 30-34 231,000 344,000 1,020,000 1,500,000 3,780,000 5,520,000 35-39 192,000 307,000 825,000 1,290,000 3,300,000 4,580,000 40-44 158,000 250,000 661,000 1,010,000 2,810,000 3,590,000 45-49 146,000 200,000 613,000 802,000 2,470,000 3,050,000 50-54 127,000 161,000 533,000 640,000 2,100,000 2,560,000 55-59 107,000 138,000 440,000 562,000 1,700,000 2,220,000 60-64 81,800 116,000 333,000 465,000 1,360,000 1,850,000 Total 1,870,000 2,430,000 7,920,000 9,980,000 32,700,000 38,400,000

Source: IHS Markit Regional eXplorer version 2070

The working age population in City of Tshwane in 2019 was 2.43 million, increasing at an average annual rate of 2.63% since 2009. For the same period the working age population for Gauteng Province increased at 2.33% annually, while that of South Africa increased at 1.62% annually.

The graph below combines all the facets of the labour force in the City of Tshwane Metropolitan Municipality into one compact view. The chart is divided into "place of residence" on the left, which is measured from the population side, and "place of work" on the right, which is measured from the business side.

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CHART 14: LABOUR FORCE PARTICIPATION RATE - REGION 1, REGION 2, REGION 3, REGION 4, REGION 5, REGION 6 AND REGION 7 SUB-METRO REGIONS, 2007, 2012 AND 2019 [PERCENTAGE]

Labour Glimpse City of Tshwane Metropolitan Municipality, 2019 Place of Residence Place of Work

100% Domestic 100 Elderly workers Non-EAP 80% 0.76 80

Participation, 68% Employed Tertiary 60% Working age 1.21 Formal industries 60 2.42 Work in region(non-Agriculture) 0.76 Economically 1.21 0.96 40% Active 40

Population Shares, labels Millions in (EAP) Unemployment, 1.65 26% 20% Secondary 20 Youth Unemployed industries 0.88 0.43 Informal 0.16 0.16 0% Commuters (net)Agriculture Mining 0 Population Labour force EAP Employed By sector Formal Source: IHS Markit Regional eXplorer version 2070

Reading the chart from the left-most bar, breaking down the total population of the City of Tshwane Metropolitan Municipality (3.56 million) into working age and non-working age, the number of people that are of working age is about 2.43 million. As per definition, those that are of age 0 - 19 (youth) or age 65 and up (pensioners) are part of the non-working age population. Out of the working age group, 68.4% are participating in the labour force, meaning 1.66 million residents of the metropolitan municipality forms currently part of the economically active population (EAP). Comparing this with the non-economically active population (NEAP) of the metropolitan municipality: fulltime students at tertiary institutions, disabled people, and those choosing not to work, sum to 768 000 people. Out of the economically active population, there are 439 000 that are unemployed, or when expressed as a percentage, an unemployment rate of 26.5%. Up to here all the statistics are measured at the place of residence.

On the far right we have the formal non-Agriculture jobs in City of Tshwane, broken down by the primary (mining), secondary and tertiary industries. The majority of the formal employment lies in the Tertiary industry, with 767 000 jobs. When including the informal, agricultural and domestic workers, we have a total number of 1.21 million

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51 jobs in the area. Formal jobs make up 79.7% of all jobs in the City of Tshwane Metropolitan Municipality. The difference between the employment measured at the place of work, and the people employed living in the area can be explained by the net commuters that work outside of the metropolitan municipality.

TOTAL EMPLOYMENT

Total employment consists of two parts: employment in the formal sector, and employment in the informal sector.

TABLE 11: TOTAL EMPLOYMENT - CITY OF TSHWANE, GAUTENG AND NATIONAL TOTAL, 2009-2019 [NUMBERS]

City of Tshwane Gauteng National Total 2009 1,030,000 4,390,000 13,800,000 2010 1,010,000 4,350,000 13,500,000 2011 1,040,000 4,440,000 13,700,000 2012 1,070,000 4,570,000 14,000,000 2013 1,100,000 4,710,000 14,500,000 2014 1,130,000 4,850,000 15,100,000 2015 1,170,000 4,970,000 15,600,000 2016 1,190,000 5,030,000 15,900,000 2017 1,200,000 5,080,000 16,100,000 2018 1,210,000 5,120,000 16,300,000 2019 1,210,000 5,110,000 16,300,000

Average Annual growth 2009-2019 1.67% 1.53% 1.65%

Source: IHS Markit Regional eXplorer version 2070

In 2019, City of Tshwane employed 1.21 million people which is 23.69% of the total employment in Gauteng Province (5.11 million), 7.44% of total employment in South Africa (16.3 million). Employment within City of Tshwane increased annually at an average rate of 1.67% from 2009 to 2019.

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TABLE 12: TOTAL EMPLOYMENT PER BROAD ECONOMIC SECTOR - CITY OF TSHWANE AND THE REST OF GAUTENG, 2019 [NUMBERS]

City of City of West Total Ekurhuleni Sedibeng Tshwane Johannesburg Rand Gauteng

Agriculture 10,400 8,240 11,500 2,300 3,980 36,517 Mining 36,100 6,520 12,700 8,180 3,720 67,192 Manufacturing 117,000 149,000 231,000 44,900 41,100 582,180 Electricity 2,420 2,760 20,900 742 624 27,474 Construction 79,800 81,400 144,000 16,600 20,700 342,152 Trade 251,000 280,000 478,000 54,400 72,100 1,135,439 Transport 74,000 90,700 133,000 14,600 21,700 334,205 Finance 284,000 309,000 553,000 44,200 62,000 1,251,896 Community 284,000 225,000 349,000 41,500 53,400 952,628 services Households 72,200 74,500 199,000 17,000 17,300 380,382 Total 1,210,000 1,230,000 2,130,000 244,000 297,000 5,110,064

Source: IHS Markit Regional eXplorer version 2070

City of Tshwane Metropolitan Municipality employs a total number of 1.21 million people within its metropolitan municipality. The metropolitan municipality that employs the highest number of people relative to the other regions within Gauteng Province is City of Johannesburg metropolitan municipality with a total number of 2.13 million. The metropolitan municipality that employs the lowest number of people relative to the other regions within Gauteng Province is Sedibeng metropolitan municipality with a total number of 244 000 employed people.

In City of Tshwane Metropolitan Municipality the economic sectors that recorded the largest number of employment in 2019 were the community services sector with a total of 284 000 employed people or 23.5% of total employment in the metropolitan municipality. The finance sector with a total of 284 000 (23.4%) employs the second highest number of people relative to the rest of the sectors. The electricity sector with 2 420 (0.2%) is the sector that employs the least number of people in City of Tshwane Metropolitan Municipality, followed by the agriculture sector with 10 400 (0.9%) people employed.

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CHART 15: TOTAL EMPLOYMENT PER BROAD ECONOMIC SECTOR - CITY OF TSHWANE METROPOLITAN MUNICIPALITY, 2019 [PERCENTAGE]

Total Employment Composition City of Tshwane, 2019

9 Community services Households 1 Agriculture 2 Mining

8 Finance 3 Manufacturing

4 Electrici ty 5 Construction 7 Transport 6 Trade

Source: IHS Markit Regional eXplorer version 2070

1.1 Formal and Informal employment

Total employment can be broken down into formal and informal sector employment. Formal sector employment is measured from the formal business side, and the informal employment is measured from the household side where formal businesses have not been established.

Formal employment is much more stable than informal employment. Informal employment is much harder to measure and manage, simply because it cannot be tracked through the formal business side of the economy. Informal employment is however a reality in South Africa and cannot be ignored.

The number of formally employed people in City of Tshwane Metropolitan Municipality counted 1.05 million in 2019, which is about 86.55% of total employment, while the number of people employed in the informal sector counted 163 000 or 13.45% of the total employment. Informal employment in City of Tshwane increased from 142 000 in 2009 to an estimated 163 000 in 2019.

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TABLE 13: FORMAL AND INFORMAL 10EMPLOYMENT BY BROAD ECONOMIC SECTOR - CITY OF TSHWANE METROPOLITAN MUNICIPALITY, 2019 [NUMBERS]

Formal employment Informal employment Agriculture 10,400 N/A Mining 36,100 N/A Manufacturing 106,000 10,700 Electricity 2,420 N/A Construction 53,200 26,500 Trade 186,000 65,200 Transport 57,300 16,600 Finance 265,000 18,400 Community services 259,000 25,400 Households 72,200 N/A

Source: IHS Markit Regional eXplorer version 2070

In 2019 the Trade sector recorded the highest number of informally employed, with a total of 65 200 employees or 40.07% of the total informal employment. This can be expected as the barriers to enter the Trade sector in terms of capital and skills required is less than with most of the other sectors. The Manufacturing sector has the lowest informal employment with 10 700 and only contributes 6.57% to total informal employment.

UNEMPLOYMENT

According to definition extracted from hirteenth International Conference of Labour Statisticians (Geneva, 1982): The "unemployed" comprise all persons above a specified age who, during the reference period, were:

 "Without work", i.e. not in paid employment or self-employment;  "Currently available for work", i.e. were available for paid employment or self- employment during the reference period; and  "Seeking work", i.e. had taken specific steps in a specified reference period to seek paid employment or self-employment. The specific steps may include: registration at a public or private employment exchange; application to employers; checking at worksites, farms, factory gates, markets or other

10 Some of the economic sectors have little or no informal employment: Mining industry, due to well- regulated mining safety policies, and the strict registration of a mine, has little or no informal employment. The Electricity sector is also well regulated, making it difficult to get information on informal employment. Domestic Workers and employment in the Agriculture sector is typically counted under a separate heading.

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assembly places; placing or answering newspaper advertisements; seeking the assistance of friends or relatives; looking for land.

TABLE 14: UNEMPLOYMENT (OFFICIAL DEFINITION) - CITY OF TSHWANE, GAUTENG AND NATIONAL TOTAL, 2009-2019 [NUMBER PERCENTAGE]

City of City of City of National Tshwane as Gauteng Tshwane as Tshwane Total % of % of national province 2009 272,000 1,350,000 4,440,000 20.1% 6.1% 2010 300,000 1,460,000 4,490,000 20.5% 6.7% 2011 313,000 1,510,000 4,590,000 20.7% 6.8% 2012 316,000 1,520,000 4,710,000 20.8% 6.7% 2013 322,000 1,530,000 4,870,000 21.0% 6.6% 2014 340,000 1,620,000 5,070,000 21.0% 6.7% 2015 369,000 1,770,000 5,320,000 20.8% 6.9% 2016 400,000 1,930,000 5,700,000 20.7% 7.0% 2017 420,000 2,030,000 6,020,000 20.7% 7.0% 2018 423,000 2,040,000 6,130,000 20.7% 6.9% 2019 439,000 2,130,000 6,440,000 20.6% 6.8%

Average Annual growth 2009-2019 4.89% 4.63% 3.80%

Source: IHS Markit Regional eXplorer version 2070

In 2019, there were a total number of 439 000 people unemployed in City of Tshwane, which is an increase of 167 000 from 272 000 in 2009. The total number of unemployed people within City of Tshwane constitutes 20.63% of the total number of unemployed people in Gauteng Province. The City of Tshwane Metropolitan Municipality experienced an average annual increase of 4.89% in the number of unemployed people, which is worse than that of the Gauteng Province which had an average annual increase in unemployment of 4.63%.

TABLE 15: UNEMPLOYMENT RATE (OFFICIAL DEFINITION) - CITY OF TSHWANE, GAUTENG AND NATIONAL TOTAL, 2009-2019 [PERCENTAGE]

City of Tshwane Gauteng National Total 2009 21.1% 24.3% 24.3% 2010 22.9% 25.9% 24.9% 2011 23.2% 26.1% 25.1% 2012 22.8% 25.6% 25.1% 2013 22.6% 25.3% 25.2% 2014 23.1% 25.8% 25.2% 2015 24.1% 27.1% 25.5% 2016 25.2% 28.6% 26.4% 2017 25.9% 29.4% 27.2% 2018 25.8% 29.3% 27.4% 2019 26.5% 30.2% 28.4%

Source: IHS Markit Regional eXplorer version 2070

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In 2019, the unemployment rate in City of Tshwane Metropolitan Municipality (based on the official definition of unemployment) was 26.48%, which is an increase of 5.4 percentage points. The unemployment rate in City of Tshwane Metropolitan Municipality is lower than that of Gauteng. The unemployment rate for South Africa was 28.37% in 2019, which is a increase of -4.06 percentage points from 24.31% in 2009.

CHART 16: UNEMPLOYMENT AND UNEMPLOYMENT RATE (OFFICIAL DEFINITION) - CITY OF TSHWANEMETROPOLITAN MUNICIPALITY, 2009-2019 [NUMBER PERCENTAGE]

Number of unemployed & Unemployment rate City of Tshwane, 2009-2019 500,000 30% 450,000 25% 400,000 350,000 20% 300,000 250,000 15% 200,000 10% 150,000 100,000 5% 50,000 0 0% 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019

Number of unemployed people Unemployment rate

Source: IHS Markit Regional eXplorer version 2070

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CHART 17: UNEMPLOYMENT RATE - SUB-METRO REGIONS AND THE REST OF CITY OF TSHWANE METROPOLITAN MUNICIPALITY, 2009, 2014 AND 2019 [PERCENTAGE]

Unemployment rate City of Tshwane, 2009, 2014 and 2019

40%

35%

30%

25%

20%

15%

10%

0% Region 1 Region 2 Region 3 Region 4 Region 5 Region 6 Region 7

2009 2014 2019

Source: IHS Markit Regional eXplorer version 2070 When comparing unemployment rates among regions within City of Tshwane Metropolitan Municipality, Region 1 Sub-metro Region has indicated the highest unemployment rate of 37.7%, which has increased from 31.1% in 2009. It can be seen that the Region 4 Sub-metro Region had the lowest unemployment rate of 14.9% in 2019, which increased from 10.0% in 2009.

SERVICE DELIVERY

Section 26 of the Constitution of South Africa says that “everyone has the right to have access to adequate housing“. In this regard the “State must take reasonable legislative and other measures within its available resources to achieve the progressive realization of this right.” Of the three spheres of government, local government is the implementing sphere for the roll-out of housing projects for households.

Using the Stats SA definition of a household and a dwelling unit, households can be categorised according to type of dwelling. The categories are:

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 Very formal dwellings - structures built according to approved plans, e.g. house on a separate stand, flat or apartment, townhouse, room in a backyard that has running water and flush toilets within the dwelling.  Formal dwellings - structures built according to approved plans, i.e. house on a separate stand, flat or apartment, townhouse, room in a backyard, room or flatlet elsewhere, etc., but without running water or without a flush toilet within the dwelling.  Informal dwellings - shacks or shanties in informal settlements, serviced stands, or proclaimed townships, as well as shacks in the backyards of other dwelling types.  Traditional dwellings - structures made of clay, mud, reeds, or other locally available material.  Other dwelling units - tents, ships, caravans, etc.

A household is considered "serviced" if it has access to all four of these basic services. If not, the household is considered to be part of the backlog. The way access to a given service is defined (and how to accurately measure that specific Definition over time) gives rise to some distinct problems. IHS has therefore developed a unique model to capture the number of households and their level of access to the four basic services.

A household is defined as a group of persons who live together and provide themselves jointly with food and/or other essentials for living, or a single person who lives alone.

The next few sections offer an overview of the household infrastructure of the City of Tshwane Metropolitan Municipality between 2018 and 2008.

TABLE 16: HOUSEHOLDS BY DWELLING UNIT TYPE - REGION 1, REGION 2, REGION 3, REGION 4, REGION 5, REGION 6 AND REGION 7 SUB-METRO REGIONS, 2018 [NUMBER]

Other Very Formal Informal Traditional dwelling Total Formal type Region 1 149,955 86,502 30,592 7,843 3,713 278,605 Region 2 21,955 71,101 9,024 8,649 921 111,651 Region 3 148,170 29,619 20,335 17,129 2,268 217,520 Region 4 124,518 15,348 24,934 8,770 4,870 178,440 Region 5 14,556 7,444 7,901 2,967 403 33,272 Region 6 186,385 20,192 33,724 13,032 2,796 256,129 Region 7 21,877 10,464 5,364 2,172 876 40,753 Total City of 667,416 240,671 131,875 60,562 15,846 1,116,370 Tshwane

Source: IHS Markit Regional eXplorer version 2070

The region within the City of Tshwane Metropolitan Municipality with the highest number of very formal dwelling units is the Region 6 Sub-metro Region with 186 000 or a share of 27.93% of the total very formal dwelling units within City of Tshwane

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Metropolitan Municipality. The region with the lowest number of very formal dwelling units is the Region 5 Sub-metro Region with a total of 14 600 or a share of 2.18% of the total very formal dwelling units within City of Tshwane Metropolitan Municipality.

CHART 17: FORMAL DWELLING BACKLOG - NUMBER OF HOUSEHOLDS NOT LIVING IN A FORMAL DWELLING - CITY OF TSHWANE METROPOLITAN MUNICIPALITY, 2006- 2018 [NUMBER OF HOUSEHOLDS]

208284 206025 203054 203215 200054 199718 197389

188011 186503 183260 184099

2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Formal dwelling backlog Source: IHS Markit Regional eXplorer version 2070 When looking at the formal dwelling unit backlog (number of households not living in a formal dwelling) over time, it can be seen that in 2008 the number of households not living in a formal dwelling were 183 000 within City of Tshwane Metropolitan Municipality. From 2008 this number increased annually at 1.29% to 208 000 in 2018.

The total number of households within City of Tshwane Metropolitan Municipality increased at an average annual rate of 3.17% from 2008 to 2018, which is higher than the annual increase of 2.13% in the number of households in South Africa. With high in-migration into a region, the number of households increased, putting additional strain on household infrastructure. In the short to medium term this can result in an increase in the number of households not living in a formal dwelling, as the provision of household infrastructure usually takes time to deliver.

SANITATION

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“It should never be forgotten that “Sanitation is Dignity” and dignity is a basic human right”.

Department of Water Affairs; Free Basic Sanitation Implementation Strategy; 2009

Sanitation is one of the basic necessities, which contributes to human dignity and quality of life and is an essential pre-requisite for success in the fight against poverty, hunger and child deaths among other pressing socio-economic challenges South Africa faces. The City of Tshwane, in line with the country, places an on-going focus on the reduction of the sanitation backlog by ensuring universal access to sanitation. Sanitation can be divided into specific types of sanitation to which a household has access. We use the following categories:  No toilet - No access to any of the toilet systems explained below.  Other systems – Typical communities see these as chemical toilet types which get cleaned on a regular basis.  Pit toilet - A top structure over a pit.  Ventilation improved pit - A pit toilet but with a fly screen and vented by a pipe. Depending on soil conditions, the pit may be lined.  Flush toilet - Waste is flushed into an enclosed tank, thus preventing the waste to flow into the surrounding environment. The tanks need to be emptied or the contents pumped elsewhere.

City of Tshwane Metropolitan Municipality had a total number of 933 000 flush toilets (83.60% of total households), 16 300 Ventilation Improved Pit (VIP) (1.46% of total households) and 150 000 (13.42%) of total households pit toilets.

TABLE 17: HOUSEHOLDS BY TYPE OF SANITATION - REGION 1, REGION 2, REGION 3, REGION 4, REGION 5, REGION 6 AND REGION 7 SUB-METRO REGIONS, 2018 [NUMBER]

Ventilation Flush Other Region Improved Pit Pit toilet No toilet Total toilet systems (VIP) Region 1 242,891 5,115 27,579 1,417 1,604 278,605 Region 2 73,304 4,024 33,070 803 449 111,651 Region 3 181,201 1,768 30,621 3,103 828 217,520 Region 4 163,658 329 12,087 1,470 896 178,440 Region 5 21,394 836 9,190 1,592 260 33,272 Region 6 220,410 2,252 30,120 2,439 908 256,129 Region 7 30,404 1,975 7,117 918 339 40,753 Total City of 933,263 16,298 149,784 11,741 5,285 1,116,370 Tshwane

Source: IHS Markit Regional eXplorer version 2070

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The region within City of Tshwane with the highest number of flush toilets is Region 1 Sub-metro Region with 243 000 or a share of 26.03% of the flush toilets within City of Tshwane. The region with the lowest number of flush toilets is Region 5 Sub-metro Region with a total of 21 400 or a share of 2.29% of the total flush toilets within City of Tshwane Metropolitan Municipality.

CHART 19: SANITATION BACKLOG - CITY OF TSHWANE METROPOLITAN MUNICIPALITY, 2008-2018 [NUMBER OF HOUSEHOLDS WITHOUT HYGIENIC TOILETS]

166810 165928 165233 164952

161358 158771

155909 153258 152104 151460 150602

2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Source: IHS Markit Regional eXplorer version 2070 When looking at the sanitation backlog (number of households without hygienic toilets) over time, it can be seen that in 2008 the number of Households without any hygienic toilets in City of Tshwane Metropolitan Municipality was 166 000, this increased annually at a rate of 0.05% to 167 000 in 2018.

The total number of households within City of Tshwane Metropolitan Municipality increased at an average annual rate of 3.17% from 2008 to 2018, which is higher than the annual increase of 2.13% in the number of households in South Africa. With high in-migration into a region, the number of households increases, putting additional strain on household infrastructure. In the short to medium term this can result in an increase in the number of households not living in a formal dwelling, as the provision of household infrastructure usually takes time to deliver.

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WATER

Access to safe water is a fundamental human need and plays an important role in socio-economic development. Water is a unique resource due to its biological functions and the fact that some water is required for essentially all development activities; the total absence of water would constitute an absolute impediment to development. To this end, the City of Tshwane continues to prioritise the provision of water services to its residents, not just in response to the Constitutional mandate of local government, but also in an effort to improve the socio-economic conditions of the residents of Tshwane.

A household is categorised according to its main access to water, as follows: Regional/local water scheme, Borehole and spring, Water tank, Dam/pool/stagnant water, River/stream and other main access to water methods. No formal piped water includes households that obtain water via water carriers and tankers, rain water, boreholes, dams, rivers and springs.

TABLE 19: HOUSEHOLDS BY TYPE OF WATER ACCESS - CITY OF TSHWANE METROPOLITAN MUNICIPALITY, 2018 [NUMBER]

Communal Communal Piped piped water: piped water: No Piped water less than more than formal water in Total inside 200m from 200m from piped yard dwelling dwelling (At dwelling water RDP-level) (Below RDP) Region 1 196,540 71,655 8,360 682 1,368 278,605 Region 2 59,371 47,016 2,760 1,504 1,000 111,651 Region 3 175,541 32,647 6,105 1,170 2,058 217,520 Region 4 148,207 24,979 3,130 552 1,572 178,440 Region 5 14,271 15,760 2,279 601 361 33,272 Region 6 178,327 62,336 12,217 2,581 668 256,129 Region 7 18,867 20,580 823 287 195 40,753 Total City of 791,125 274,972 35,674 7,377 7,222 1,116,370 Tshwane

Source: IHS Markit Regional eXplorer version 2070

The regions within City of Tshwane Metropolitan Municipality with the highest number of households with piped water inside the dwelling is Region 1 Sub-metro Region with 196 000 or a share of 24.84% of the households with piped water inside the dwelling within City of Tshwane Metropolitan Municipality. The region with the lowest number of households with piped water inside the dwelling is Region 5 Sub-metro Region with a total of 14 300 or a share

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63 of 1.80% of the total households with piped water inside the dwelling within City of Tshwane Metropolitan Municipality.

CHART 20: WATER BACKLOG - CITY OF TSHWANE METROPOLITAN MUNICIPALITY, 2008-2018 [NUMBER OF HOUSEHOLDS BELOW RDP-LEVEL]

Water backlog City of Tshwane, 2008-2018 45,000

40,000

35,000

30,000

25,000

20,000

15,000

10,000

5,000

0 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Water backlog - number of households below RDP-level

Source: IHS Markit Regional eXplorer version 2070 When looking at the water backlog (number of households below RDP-level) over time, it can be seen that in 2008 the number of households below the RDP-level were 35 300 within City of Tshwane Metropolitan Municipality, this decreased annually at - 8.46% per annum to 14 600 in 2018.

ELECTRICITY

Electrification provides a solid basis for development of local communities. Once a community has access to electricity, it can also have access to safe potable water, food security, as well as lighting. In addition, it reduces the need for collecting and using other traditional sources of energy (Goldemberg et al 2000). At an international level, universal access to electricity is not only critical for improving living standards but deemed indispensable for eradicating poverty and achieving the Sustainable Development Goals (UNGA 2015).

Households are distributed into 3 electricity usage categories: Households using electricity for cooking, Households using electricity for heating, households using

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64 electricity for lighting. Household using solar power are included as part of households with an electrical connection. This time series categorises households in a region according to their access to electricity (electrical connection).

TABLE 20: HOUSEHOLDS BY TYPE OF ELECTRICAL CONNECTION - REGION 1, REGION 2, REGION 3, REGION 4, REGION 5, REGION 6 AND REGION 7 SUB-METRO REGIONS, 2018 [NUMBER]

Electricity for Electricity for lighting and Not using Total lighting only other electricity purposes Region 1 2,913 260,695 14,997 278,605 Region 2 1,710 106,120 3,821 111,651 Region 3 2,920 197,434 17,166 217,520 Region 4 3,679 162,379 12,382 178,440 Region 5 932 26,455 5,885 33,272 Region 6 4,201 226,460 25,467 256,129 Region 7 1,273 36,735 2,745 40,753 Total City of 17,628 1,016,277 82,465 1,116,370 Tshwane

Source: IHS Markit Regional eXplorer version 2070

The region within City of Tshwane with the highest number of households with electricity for lighting and other purposes is Region 1 Sub-metro Region with 261 000 or a share of 25.65% of the households with electricity for lighting and other purposes within City of Tshwane Metropolitan Municipality. The Region with the lowest number of households with electricity for lighting and other purposes is Region 5 Sub-metro Region with a total of 26 400 or a share of 2.60% of the total households with electricity for lighting and other purposes within City of Tshwane Metropolitan Municipality.

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CHART 21: ELECTRICITY CONNECTION - CITY OF TSHWANE METROPOLITAN MUNICIPALITY, 2008-2018 [NUMBER OF HOUSEHOLDS WITH NO ELECTRICAL CONNECTION]

Electricity connection City of Tshwane, 2008-2018 160,000

140,000

120,000

100,000

80,000

60,000

40,000

20,000

0 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Number of households with no electrical connection

Source: IHS Markit Regional eXplorer version 2070

When looking at the number of households with no electrical connection over time, it can be seen that in 2008 the households without an electrical connection in City of Tshwane Metropolitan Municipality was 114 000, this decreased annually at -3.14% per annum to 82 500 in 2018.

REFUSE DISPOSAL

Environmental hygiene plays a vital role in the prevention of many diseases that are caused by waste. Environmental hygiene further impacts on the natural environment and the preservation of important natural assets, such as water resources.

This report makes a distinction between formal and informal refuse removal. When refuse is removed by the local authority, it is referred to as formal refuse removal. Informal refuse removal is where either the household or the community disposes of the waste, or where there is no refuse removal at all. . A further breakdown is used in terms of the frequency by which the refuge is taken away, thus leading to the following categories:

 Removed weekly by authority

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 Removed less often than weekly by authority  Removed by community members  Personal removal / (own dump)  No refuse removal

TABLE 21: HOUSEHOLDS BY REFUSE DISPOSAL - REGION 1, REGION 2, REGION 3, REGION 4, REGION 5, REGION 6 AND REGION 7 SUB-METRO REGIONS, 2018 [NUMBER]

Removed Personal Removed less often Removed by removal No refuse weekly by than community Total (own removal authority weekly by members dump) authority Region 1 225,931 2,346 11,883 30,372 8,073 278,605 Region 2 65,804 2,808 7,114 29,829 6,096 111,651 Region 3 200,049 4,478 6,986 4,593 1,415 217,520 Region 4 165,064 1,763 2,784 7,712 1,117 178,440 Region 5 24,522 919 2,562 3,511 1,759 33,272 Region 6 225,943 2,847 11,073 12,306 3,960 256,129 Region 7 31,477 707 2,322 5,099 1,148 40,753 Total City of 938,790 15,867 44,724 93,422 23,568 1,116,370 Tshwane

Source: IHS Markit Regional eXplorer version 2070

The region within City of Tshwane with the highest number of households where the refuse is removed weekly by the authority is Region 6 Sub-metro Region with 226 000 or a share of 24.07% of the households where the refuse is removed weekly by the authority within City of Tshwane. The region with the lowest number of households where the refuse is removed weekly by the authority is Region 5 Sub-metro Region with a total of 24 500 or a share of 2.61% of the total households where the refuse is removed weekly by the authority within the metropolitan municipality.

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CHART 22: REFUSE REMOVAL - CITY OF TSHWANE METROPOLITAN MUNICIPALITY, 2008-2018 [NUMBER OF HOUSEHOLDS WITH NO FORMAL REFUSE REMOVAL]

Refuse removal City of Tshwane, 2008-2018 165,000

160,000

155,000

150,000

145,000

140,000

135,000 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Number of households with no formal refuse removal

Source: IHS Markit Regional eXplorer version 2070 When looking at the number of households with no formal refuse removal, it can be seen that in 2008 the households with no formal refuse removal in City of Tshwane Metropolitan Municipality was 157 000, this increased annually at 0.30% per annum to 162 000 in 2018.

The total number of households within City of Tshwane Metropolitan Municipality increased at an average annual rate of 3.17% from 2008 to 2018, which is higher than the annual increase of 2.13% in the number of households in South Africa. With high in-migration into a region, the number of households increases, putting additional strain on household infrastructure. In the short to medium term this can result in an increase in the number of households not living in a formal dwelling, as the provision of household infrastructure usually takes time to deliver

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2 STRATEGIC INTENT Introduction

This chapter presents the focus of the 2021-26 Integrated Development Plan based on the vision of Tshwane. The vision, governance values and strategic pillars as presented in this and subsequent chapters are complementary to the National Development Plan and its vision statement, which in part sets a vision of the future, as it states regarding 2030: “Now in 2030 we live in a country which we have remade.”

Tshwane 2030 vision

The vision for the City of Tshwane which was adopted on 25 May 2017 for 2030 is as follows: Tshwane: A prosperous capital city through fairness, freedom and opportunity The new vision of Tshwane capitalises on our position as South Africa’s capital of opportunity and is embedded in the values of fairness, freedom and opportunity. The achievement of the above vision depends on embedding the above governance values in the plans and actions of the City and its partners. In fact, these values will propel the City towards its vision, provided that the following strategic pillars for development are embraced:

1. Advancing economic growth and job creation 2. Creating a caring environment and promoting inclusivity 3. Delivering excellent services and protecting the environment 4. Keeping the residents safe 5. Being open, honest and responsive Building on the vision set the review of the IDP further develops and enhances the five strategic pillars referred to above. The following section deals with the details for the remainder of the term and, more specifically, the 2020/21 financial year.

KEY FOCUS FOR THE 2021/26 DRAFT IDP

Strategic Agenda Setting – Strategic direction set during the 14-15 December 2020 Strategic planning session

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The Mayoral Strategic Planning session held on the 14-15 December 2020 set the framework for the IDP review and the budget preparation. The Executive Mayor, as part of his theme for the remainder of the term- “Tshwane: Stable. Safe. Delivers” identified the following ten-point plan which covers the following Mayoral priorities and actions to be undertaken: 1. Prioritisation of the electrical grid and water infrastructure. The following actions are to be taken; - 48 hour turnaround times to electricity outages and pipe bursts. - Targeting 90% illumination of street lights at all times. - Aggressive strategy towards illegal connections. - Proactive maintenance on major waterlines. - City wide save water and stop leaks campaign. - Targeting of scrap dealers purchasing stolen city property. 2. Implement a robust Covid-19 management strategy. - Prioritisation of support for Health and Social Development through the sourcing of relevant PPE, Equipment and Training. - Capacitate city clinics so that they can expand testing and treatment for residents. - Weekly briefings/press statements issued from the Mayor to keep residents informed of the latest health trends. - Ensure all PPE spending is available publicly to be scrutinized. 3. Create a reliable waste and refuse removal service. - Zero tolerance for waste interruptions – no service/no pay policy. - Consistent, regularized and ward based grass cutting services around the city. - Introduction of separation at source campaign 4. Provide stringent financial management and oversight. - Dedicated resources to assist with billing queries and complaints. - Transparent budgeting and supply chain management processes. - Blacklisting strategy against service providers who provide poor value to the city. - Zero tolerance and strict consequence management for wasteful/irregular expenditure. - Clear backlog of rates clearance certificates. - Expand rollout of prepaid meters. 5. Enhancing city safety and emergency services. - Introduction of a dedicated Inner City patrol unit. - Increased number of operations to counter cable theft and illegal dumping. - Focused crime prevention strategies to combat the scourge of drugs. - Develop rural safety blueprint 6. Promote employment and economic growth in the city.

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- Minimum of 95% spend on city’s capital budget. - Development of critical bulk infrastructure in rural areas and townships. - Ensure capital budget supports the needs of major investment projects. - Utilize Expanded Public Works Programme (EPWP) to recruit and up skill residents. - Dedicate resources towards upgrading of Wonderboom airport. - Executive oversight on operations at Tshwane Fresh Produce Market. - Leverage city’s property portfolio to attract investment. - Small business support to informal traders. 7. Supporting the vulnerable and providing social relief. - Increased funding towards supporting vulnerable groups and non-government organisations providing social relief. - Assisting addicts to become drug free at city clinics and shelters. - Expansion of indigent register to families at risk due to Covid-19. - Accelerate distribution of title deeds. 8. Fast track development by cutting red tape. - Clear rates clearance certificate backlogs. - Accelerate planning approval processes in the face of Covid-10. - Implement strict building control measures on derelict and non-complaint buildings. - Dedicated city support to key strategic investment sectors. 9. Expansive financial cost cutting across city processes. - Significantly reduce city’s catering budget. - Drastically reduce expenditure on consultants. - Hiring freezes and prioritization of critical service delivery orientated vacancies. - Expand digitization of city administrative functions. - Reallocate and prioritise city’s travelling budget to core service delivery. - Introduce new legal strategy to avoid costly litigation. 10. Maintain and expand road infrastructure. - - Implement 48 hour responsiveness plan to the filling of potholes and repairs. - - Agile response strategy to malfunctioning traffic lights. - - Proactive maintenance of city’s major roads. - - Expanding the tarring of roads in rural communities and development of storm water infrastructure to prevent flooding

Technical Budget Steering Committee: 8 -10th March 2021 The Technical Budget Steering Committee held on the 8th and the Mayoral Budget steering Committee held on the 10th March 2021 deliberate on the strategic pillars and priorities for the new term. An end of term evaluation is also been undertaken to gauge

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71 progress made on the implementation of the IDP. The following is a high level summation of progress made:

 Regarding the percentage of households in formal areas with access to water (metered connections): the City has due to a number of challenges such as supply chain and contract management, a number of projects have seen very slow progress and this will require interventions to ensure projects are brought back on track to be able to reach the targets set for the term.  In respect of the percentage of formalised areas provided with weekly waste removal services: The City is achieving its target annually.  Concerning the percentage of households with access to sanitation: While the city is providing sanitation to formalised areas and a service in informal areas, the low investment in informal areas is a cause for concern.  The rate of formalisation of informal settlements is not in pace with the rate of informalisation and the City needs to approach this in a different way. The understanding of the new formalization model and the impact on the rate of formalisation need to be unpacked. This has a negative impact on the fiscus and the ability to provide universal access to services.  Although progress is made towards the targets on roads and storm water, a number of projects is experiencing delays due to a number of challenges experienced in the supply chain management processes and project stoppages by communities. The demand created by formalisation is not catered for and the storm water backlog is not adequately catered for.  Tshwane Rapid Transit operations have not yielded results for revenue and ridership in the previous financial year but there has been a slow improvement. A new line was launched in the 2017/18 financial year and the Mamelodi line is operational in terms of an agreement with the Gauteng province to provide a service. The Atteridgeville has been prioritized to start with construction in the current financial year and should contribute to the increase in the delivery of this service.  The enforcement of planning regulations need to be intensified to deal with densification along transport-orientated development lines.  The target set for the attraction of investment is likely to be met and exceeded. The City needs to match this with investment as well as simplifying processes for doing business in the city.  The implementation of the EPWP programme started with the reviewed policy which has been approved by Council. The process of registration of participants has been completed. However, this process will be an ongoing process to allow for sustained implementation of the programme. The above provided a basis for finalizing the planning for the 2021/26 IDP and MTREF. The following is the key focus of the Technical Budget Steering Committee which guided the plans and deliverables of departments:

 Strengthening inter-departmental planning, cooperation and coordination to improve integration and focused investment.  Ensure that there is a balance between the creation of new infrastructure vs upgrades and repairs and maintenance. Maintaining existing infrastructure will

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contribute to stabilizing city revenue and might increase the funding of future investment in new infrastructure.  Fulfilling a requirement to adhere to norms and standards for urban management.  Focusing on the role of ICT as an enabler for improved efficiencies and transparencies.  Identification of key policies and processes that need to be revised to better align with the focus areas for the term.  Strengthen the focus on forming customer relationship management to gain the confidence of our communities.  Consolidating the work done in the economic nodes to start contributing to tangible results for the term.  Managing the City’s immovable assets to derive maximum benefit and facilitate economic and social development.  Continued implementation of the Financial Sustainability Plan for the City.  Developing the necessary policies and strategies such as the MSDF, Economic Development Strategy and finalizing the Tshwane long term strategy.  Assessing the implications of Council-approved policies on implementation.  Stabilizing the fleet and improving supply chain management processes - cost escalation is a concern and cost containment has been emphasized.  Critically assessing human capital and its funding.  Capacitating and funding the tourism function as one of the requisites for dealing with tourism development  Supporting improved delivery, productivity and business process improvements or resolving the hindering thereof.  Considering options for the protection of infrastructure assets to ensure a stable infrastructure network. The above approach led to the context for the review of the IDP. The determination of the IDP review strategic focus is set through 3 framers namely: Stabilise, Revitalise and Deliver. Framer 1 – Stabilise the Administration  Restructure the organisation  Reform the billing system  Manage debt  Reform customer relations  Generate new revenue sources  Ensure sufficient resources to delivery departments Framer 2– Revitalise the Economy  Ensure urban regeneration  Reprioritise the budget on infrastructure backlogs  Create efficiencies in planning applications Framer 3 – Deliver services to everyone especially the poor  Provide services to informal settlements and public housing  Employ new skills in engineering to roll out long-term service delivery plans

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 Establish maintenance teams  Provide indigent Relief  Provide effective and professional healthcare services

The framers above guided the focus of each of the five strategic pillars and 19 IDP priorities. The framers are re-affirmed for the next 5 years and are more relevant this term than ever before. Firstly, because the City has not been politically stable of this term. The City have just come out of administration and all these changes have affected the stability of the Executive and the Administration. COVID 19 pandemic has also impacted on the way we do business. The impact of COVID has affected the finances of the City. Strategic projects could not be implemented on time due to the imposed regulations. Unemployment has increased and this affects people and their ability to pay for municipal services. The City therefore need to revitalise the economy and undertake new economic recovery plans. The poor have been hardly hit, and we therefore have to focus on improving service delivery. This is more emphasized by the Executive Mayor’s Ten Point Plan. And the emphasis is to improve on providing basic services and access to infrastructures services; improving the supply of electricity; maintain roads; maintaining our parks; grass cutting along our roads; prioritizing job creation and community safety etc.

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Progress on Vision 2030 priorities: Strategic Pillar 1: A City that facilitates economic growth and job creation In order to realise opportunity, care, inclusivity, sustainability, safety and cleanliness, openness and honesty, and communication, this IDP must address these issues as challenges in the next five years. It is, however, undeniable that job-creating economic growth forms a central, if not the most important part of the solution to the triple threat of poverty, inequality and unemployment. Economic growth that allows businesses to expand and start-ups to succeed will create more employment opportunities in Tshwane. Such opportunities will empower more individuals and their families and dependents to obtain an income. Economic empowerment, linked to having a dependable income, will radically change the lives of Tshwane’s residents who were previously unemployed and struggled daily with poverty and inequality. As discussed in Chapter 1 of this document, data imply overall that Tshwane has not created enough jobs to keep up with the growing population. Each unemployed resident represents an individual who cannot realise economic empowerment as well as a potential family with one less breadwinner. While the trend over the last two years was ultimately positive, the City of Tshwane can and must do more toward enabling much more rapid economic growth that can create jobs and meaningfully reduce the absolute number of residents who do not have jobs. The City of Tshwane also recognises that promoting economic growth and development is one of the key mandates of local government. This mandate and the static absolute unemployment figures, when viewed together, make it clear that the City must focus its efforts, in terms of the local economy, on measures that will bring about significant labour-absorptive economic growth. The City’s plan for the term is to create a city of opportunity. The plan centres around five focus areas, which we believe will create economic growth, which in turn will be labour-absorbing, provide many more residents with new employment opportunities and develop the city further. This will make it easier to do business, support entrepreneurship, empower individuals, invest in infrastructure and encourage new industries, which will lead to economic growth and employment.

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The focus for this pillar is supported by the following priorities:  Attracting investment and encouraging growth by making it easy to do business in Tshwane  Revitalising and supporting Tshwane’s entrepreneurs  Empowering individuals to take advantage of opportunities  Infrastructure-led growth to catalyse and revitalise existing nodal economies  Encouraging tourism and recreation

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The table below outlines the City’s initiatives that support these priorities:

Key IDP Priority Actions Initiatives Progress made 2021/ 2022 Deliverable Attracting investment Making Investment Investment attraction (including unblocking City re-engineered the Strategic  Functional Mayoral and encouraging Simple and Easy stalled catalytic projects) Investment Committee (STRIC) now Business and Investment growth by making it chaired by City Manager. Unit easy to do business in City in the process of adopting  Facilitate six catalytic Tshwane definitions, criteria and process for projects through the Strategic Investment Initiatives, Catalytic investment committee Infrastructure Projects and Strategic  Implement phase 2 of the Urban Developments (SUDs). Investment policy Develop sector value chains to identify Led strategy being developed  Ongoing investment opportunities for investment and job creation facilitation, attraction and retention  Develop and implement an investment aftercare programme: Services and expansion (60 strategic company visitations) Improve rating on the National Treasury cost The Action Plan developed to address  Improve rating in terms of doing business survey issues raised, and monitored quarterly of cost of doing business in the City Revitalising and Enabling the informal Review informal trading by-laws to cover all The public participation has been  Implement the baseline supporting Tshwane’s trader seven regions in the city concluded, and draft bylaw to be study recommendations entrepreneurs submitted for council approval. Proposals contained in the Capital  Functional informal budget 2019/20 trading marketing and trading stalls, storage and ablution facilities Ongoing when approved  Enforcement of the reviewed informal trading by-laws Review the informal trader’s governance Elections for regional structures to  Operationalise the APEX model that will create one structure to concluded in Region 2, 4, 5, 6 and 7 Body represent all the regions Elections in Region 1 and 3 in progress Provide support and capacity development for Included as part of SMME support and  Continue to use the informal traders development City’s strategic relations with stakeholders to support and build

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Key IDP Priority Actions Initiatives Progress made 2021/ 2022 Deliverable capacity of informal traders Create a conducive environment for informal Finalising of Business Electronic  Provide training and traders to do their business in the City through Licencing Management System capacity development to organised leadership (BELMS) regional structures Review the township revitalisation programme Undertaking informal trading compliance  Implementation of the for proper management, sustainability and awareness workshops successful business maximisation of economic opportunities to proposal in managing the communities facilities Supporting small and Streamline planning and development Tshepo 10 000 Co-operatives were  Provide sustainable micro businesses to processes - supported through mentorship/coaching support to SMMEs have longer life-spans SMME support application and process activities in partnership with external through affordable and increased stakeholders. Furthermore some co- business infrastructure turnover operatives have received financial support from various external stakeholders such National Development Agency, Maximise inclusive economic participation of Rand-water Foundation, National youth  Create a competitive cooperatives and SMMEs in procurement Development Agency, Gauteng supplier development Enterprise propeller, etc being utilised programme in key for support sectors of the economy

Empowering Empowering Introduce skills development programmes for Rand-water Foundation, National youth  Start with the individuals to take individuals unemployed youth Development Agency, Gauteng implementation which advantage of Enterprise propeller, etc being utilised involves recruitment of opportunities for support beneficiaries to the programme.  300 apprentices per annum, 200 experiential trainees and 300 bursaries Establishment of job centres across the City The concept document on job centres is  Provide support to all the in place beneficiaries in the seven The implementing agent/partner has regions been identified Bronkhorstspruit has been identified as the area where the pilot project will be established

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Key IDP Priority Actions Initiatives Progress made 2021/ 2022 Deliverable EPWP: Implementation of new policy ongoing.  Ongoing skills  Implementation of the reviewed EPWP development and training policy through the recruitment, selection, 43950 job opportunities created thus far of EPWP participants to skills development and training and increase the output of broadening post-participation skilled individuals into the opportunities job opportunity  Oversee the creation of 104 000 work environment opportunities  The policy shall have been reviewed to include other stakeholders identified from other stakeholders  The target required by EPWP Department shall have been met. Infrastructure-led Addressing Enforce built environment policies and by- Ongoing processes Provide continuous law growth to catalyse and infrastructure and laws. i.e. Derelict building by-law and Land enforcement to maintain revitalise existing nodal service delivery Use Scheme public order economies inadequacies which are preventing existing or fledgling Revitalise and redevelop the industrial nodes Engaging both Northwest and  Increased investment in industries from of Rosslyn, Babelegi, Waltloo/ Silverton, Ga Mpumalanga Provincial Governments the mentioned nodes growing and/or Rankuwa, Ekandustria, Inner City and on how to collaborate on Babelegi, Ga- through approved brown- threatening their Sunderland Ridge. Rankuwa and Ekandustria industrial and greenfield survival. parks. The process is led by Gauteng development applications Provincial Government of which the City is also participating Addressing the City’s Fight urban decay and ensure inner-city Ongoing processes. Included in budget  Inner City Regeneration infrastructure renewal proposals Office established and challenges functional Replace obsolete and dangerous Included in the budget. Increase in  Continue to reduce infrastructure repairs and maintenance budgets average age of infrastructure trough adequately funding maintenance programmes for infrastructure  Adhere to the approved norms and standards for

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Key IDP Priority Actions Initiatives Progress made 2021/ 2022 Deliverable responding to service delivery failures Introduce specific infrastructure interventions Ongoing processes  Continue to maintain in areas where the existing industry is inhibited economic infrastructure by the current level of infrastructure and in economic nodes service delivery including attending to urban management matters

Encouraging tourism Aligning tourism Create the “Capital City Tour” Draft Tourism strategy in process which  Increase the number of and recreation industry efforts in the will provide guidance to this initiative leisure and business and City to meet strategic eco tourists visiting the demand City. Create job opportunities and economic growth Ongoing initiative  Sustainable sport and through sports, events and tourism tourism development programmes implemented which contributes to job creation  Increase number of city tourism operators and establishments participating in the city facilitated tourism development initiatives Enhance the capacity in the Tshwane Tourism Draft Tourism strategy in process which  Functional Tourism function of the City will provide guidance to this initiative division and tourism strategy implemented

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Strategic Pillar 2: A City that cares for residents and promotes inclusivity The City of Tshwane is committed to redressing historical injustices and addressing the neglect of poorer communities by the previous administration. Although the City has managed to deliver on a number of basic services backlogs, many communities in Tshwane do not yet have access to basic services and still experience, on a daily basis, the spatial legacy of apartheid on a daily basis. Some gains have been made to improve service provision to poorer communities since 1994 but too many people still do not have access to formal services, live far away from job opportunities and do not have access to basic healthcare services. The City is committed to addressing these challenges over time in order to redress our painful past and provide people with dignified living spaces. In order to create a caring and inclusive city, service delivery to informal settlements has been prioritised. Those who cannot afford services will be supported by the City; access to public healthcare services will also be improved. The City is also committed to addressing the spatial legacy of apartheid by developing more integrated communities and rolling out affordable and reliable public transport. A caring and inclusive Tshwane will also reflect our heritage through creating spaces that embrace our shared heritage, thus building a socially cohesive and integrated community. The focus for this pillar is supported by the following priorities:  Upgrading informal settlements  Supporting vulnerable residents  Building integrated communities  Promoting safe, reliable and affordable public transportation  Improving access to public healthcare services

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The table below outlines the City’s initiatives that support these priorities:

Key IDP Priority Actions Initiatives Progress made 2021/ 2022 Deliverable Upgrading of informal Mainstreaming services to Provide serviced stands (water and sewer 12 606 sewer and water  Continue installations of settlements informal settlements reticulation) connections new water meter connections to eradicate the backlogs Provide stand pipes and other rudimentary Provided 187 informal  Ensure that informal utility services in informal areas settlements with rudimentary settlements in the city services (Water Tankers and have access to improved Chemical Toilets rudimentary services Addressing the spatial Address the spatial development Acquired 218.595 Hectares  Upgrade a total of 32 development challenges of challenges of informal settlements to for Greenfield development informal settlements informal settlements to improve improve quality of life and 174 Hectares of Land  Increase in the property quality of life for informal Settlements portfolio of the City on Upgrading well-located land to upgrade informal settlements Supporting vulnerable Improving the indigent support Review of the Indigent Management Indigent policy reviewed and  Updated the indigent residents programme Programme and continue to provide a budget proposals extend register and comprehensive basket of free basic comprehensive basket of comprehensive basket of municipal services to deserving, free basic municipal services free basic municipal vulnerable households to poorest households. services provided to Ongoing process. households on the indigent register

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Key IDP Priority Actions Initiatives Progress made 2021/ 2022 Deliverable Providing broader support for Implement the new food bank strategy Reviewed Food Bank  25 000 individuals poorer residents strategy. benefiting from the City of Tshwane food relief programme.  6 250 households benefiting from the City of Tshwane food relief programme  120 non-profit organisations partnering with the City of Tshwane food relief programme.  Six empowerment programmes supporting beneficiaries of the City of Tshwane food relief programme.  Respond to 100% of emergency cases  Two marketing Campaigns  Two food drive campaigns Implement the new National Strategic Plan Multi-sectoral  Implement the City’s on HIV/AIDS /TB and STIs Implementation Plan Strategic Implementation completed plan as aligned to Establishment of Mayoral Provincial and National AIDS Council in progress targets for municipalities  Establish departmental Youth strategy on Social plans on implementation Behavioural Change of the strategy and Communication (SBCC) on allocation of resources for She/He conquers initiated in implementation all 7 Regions. TMAC framework process in process

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Key IDP Priority Actions Initiatives Progress made 2021/ 2022 Deliverable Building integrated Creating spaces and housing Roll out comprehensive after-school  Ensure that the after communities opportunities that bring people programmes providing youth with school programme is together constructive alternatives to anti-social and functional and utilised by risky behaviour scholars Maximise quantity and quality of early 7 A & C programmes  Ensure that City childhood development facilities implemented supported early childhood 5 Heritage programme development facilities are implemented providing quality 6 LIS programmes educational programmes implemented and skills Facilitate programmes that identify, 9 Sport & Rec programmes  Ensure that various nurture and develop community implemented to date programmes which members’ extensive talent support the development of creative industries are functional and operational Extend operating hours for libraries In process  Provide libraries with extended operational times for study purposes Building a Community Library in  Ensure that there is a Lethabong completed and operationalised library in Lethabong Renovate and upgrade of sport stadiums Ongoing  Ensure that stadiums are operational and utilised Promoting safe, reliable and Providing high-quality public Mobility: Expand and integrate the public The BRT Optimization  Ensure that the e-bike affordable public transportation transport solution to advance connectivity Strategy (5 year plan) was solution is operational in transportation particularly to low-income households approved by MAYCO on 3 Hatfield and the Inner city April 2019. The Plan includes the interim roll-out to the townships of Atteridgeville and Mamelodi. Budget provision approved for 2019/20 financial year. Electronic ticketing system – integrate all A Connector Card was  Ensure an integrated PT modes successfully launched and is ticketing system for all in use on both TBS and BRT public transport modes in buses. This Card can also Tshwane be used on Re Ya Vaya, Mid City and Gautrain.

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Key IDP Priority Actions Initiatives Progress made 2021/ 2022 Deliverable Optimise Bus Rapid Transit including roll- Run a service to  Ensuring that the out to the townships Atteridgeville due to shorter Tshwane Rapid Transit is distance and lesser costs on breaking even and infrastructure requirements starting to generate income through increased ridership and servicing previously disadvantaged areas Commercialise the Wonderboom National Report prepared and in the  Ensure that the Airport process of implementation Wonderboom National Airport is compliant to all National Aviation Authority norms and standards  Ensure that the commercialisation process is finalised  Secure international status of the airport Facilitate road maintenance Ongoing initiatives  Ensure that road maintenance is done pro- actively and in accordance with norms and standards Procure new busses for Tshwane Bus Ongoing programme  Ensure that Tshwane Bus Services Services is breaking even and starting to generate income through increased ridership Provide a bus depot in Ekangala Site identified and planning  Ensure that Ekangala bus in process depot is operational Update the Comprehensive Integrated Still in process  Ensure that the Transport Plan Comprehensive Integrated Transport Plan is updated and guiding all transport and associated development initiatives

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Key IDP Priority Actions Initiatives Progress made 2021/ 2022 Deliverable Improving access to public Improving City-run health care Extend services at all clinics Part of the process of  Further extend clinics healthcare services initiatives ensuring all health facilities operations on Saturdays are compliant with the ideal from 08:00 to 13:00 at all clinic norms and standards. 24 clinics depending on Ongoing processes of the finalisation of the shift extension of operating hours system in CoT clinics.  Working with partners for the provision of continuous mobile clinic services to provide additional health services to informal settlements Institutionalise ward-based outreach Appointed staff in all 83  Ensure sustainability and programmes approved posts improvement of the WBOT programme in the City

Implement the eHealth Strategy Developed and functional  Implement the Patients management information Admin module of the system (e-health) and Electronic Patient Record project execution report (EPR) System  Implement the pharmacy stock control module of the EPR System  Implementing prescribing and dispensing module of the Electronic Patient Record System  Implement a departmental management information system with customised modules Upgrade and extend clinic infrastructure Continue with the  Provide functional clinics construction of new Lusaka which result in reduced Clinic in Mamelodi and queuing times for patients upgrading of clinic dispensary in Eldoraigne Clinic

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Key IDP Priority Actions Initiatives Progress made 2021/ 2022 Deliverable Ensure that all primary health care clinics Still in process  Ensure that all City of are compliant with the ideal clinic norms Tshwane clinics are and standards compliant with the ideal clinic norms and standards Improve municipal health services to move Still in process  Embark on new policies, from reactive to proactive-driven services by-laws and standard operating procedures aimed at addressing challenging health conditions  Intensify by-law enforcement and fine systems  Intensify taking samples of food, water and milk.  Embark on a specialised operational blitz aimed at the proactive detection of health nuisances  Embark on Health Promotion and awareness programmes  Trace contacts for communicable diseases  Map out trends and patterns from health facilities and develop intervention strategies  Conduct house-to-house inspections to detect possible nuisances Meet national municipal health services City owned health facilities  Adhere to national norms and standards nearly 100% compliant municipal health services norms and standards

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Key IDP Priority Actions Initiatives Progress made 2021/ 2022 Deliverable Ensure compliance to the Commission for Ongoing  Ensure that facilities for the Promotion and Protection of the Rights initiation schools are of Cultural, Religious and Linguistic functional and compliant Communities (CRL Rights Commission) to the CRL Rights recommendations in terms of initiation Commission’s schools as in the acquisition of land and requirements infrastructure Explore new revenue generation streams Still in process  Implementation the (noise and initiation schools by-laws) reviewed by-law  Implement the newly agreed-upon by-law and the newly proposed tariffs  Implement the council approved new ways of dealing with noise, which are preventive, proactive and promotive

Strategic Pillar 3: A City that delivers excellent services and protects the environment Service delivery needs to be improved and expanded in a sustainable manner, and water and energy resources, along with the environment, need to be protected. The City is committed to redressing historical unequal service provision and addressing inherited delivery backlogs. The City is working towards providing quality services to all residents, adopting innovative solutions to service delivery challenges and channelling resources to where they are needed the most. The provision of services also includes the delivery of housing opportunities. The City also has a responsibility to protect natural resources and the environment. Providing excellent services in a way that allows for sustainable expansion and development is a priority for the City. Water and energy resources should be protected in our bid to increase and improve service delivery. The focus for this pillar is supported by the following priorities:  Delivering high-quality services

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 Safeguarding water and energy security and protecting the natural environment  Ensuring agriculture and rural development The table below outlines the City’s initiatives that support these priorities:

Key IDP Priority Actions Initiatives Progress made 2021/ 2022 Deliverable

Delivering high-quality Delivering high-quality and WATER - services sustainable basic services Reduce water losses (non-revenue (Water) water) CoT NRW is 29.4%) – one of the  Ensure that the water lowest in SA. (low NRW and good losses is less than 29% performance according to WRC). A feasibility study in partnership with the DBSA is currently underway to prioritise and fund interventions to further reduce NRW. Investigate the prepaid water Research/investigation of pre-paid  Ongoing as part of the metering as a measure to reduce water metering is underway. work of the department to unaccounted for water Results of the pilot pre-paid water reduce water losses metering project in Joburg have raised concerns over the viability of the solution as factors such as tampering with the meter, meter by- passes and high water losses remains Increase water treatment capacity Upgrading of the Temba WTP at  Ensure increased water 99.5%. treatment capacity Testing and commissioning  Functional waste water currently underway. The project is treatment plants planned for completion in the  Reduce water shortages 2018/19 financial year.  Provide sufficient bulk to Increase and refurbish bulk Construction of the Doornkloof support new infrastructure to address potential reservoir is in progress (70%). developments water shortages Construction of the Klipgat Reservoir is at 97%. Upgrading of the Iscor Heights Reservoir feeder bulk pipeline has just commenced.

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 Stabilise the waste water Klipgat WWTW: Assessments treatment works and water completed, designs in progress. purification plants and provide Sunderland Ridge and reservoir capacity for new Bavianspoort WWTW: Contractor developments already appointed. Rooiwal WWTW: Procurement of contractor in final stage. Parkmore Reservoir: Tender for appointment of contractor in process Delivering high-quality and Address the roads and storm-water Progress slow but improvements  Build 20 km of storm sustainable basic services backlogs being implemented to water drainage systems (Roads and storm water) to the required standard  Build 20 km of roads to the required standard Delivering high-quality and Delivering high-quality services Numerous MV networks upgraded  Implement the Integrated sustainable basic services and quantify backlogs and in process of upgrading Energy Resources (Electricity) Expand and maintain medium- Management Plan to voltage infrastructure to stabilise provide a stable high- the supply quality medium-voltage supply Improve fault turnaround times Part of new norms and standards  Adherence to turnaround approved by Council times for fault repairs in terms of norms and standards Roll out of prepaid electricity meters Ongoing process  Ongoing as part of the work of the department to reduce electricity losses Reduce Electricity losses The Department is busy auditing  Ensure that electricity (unaccounted for electricity) and normalizing prepaid electricity losses is less than 17 % meters. Cable theft operations are being conducted regularly to remove illegal connections. New cables have been purchased to replace old oil-fill cables in the Pretoria CBD. Provide network in formalised areas Construction of electricity network  Increased bulk to support in the North and far East backbone and installation of 881 new developments and to streetlights and 9 high mast lights. stabilise supply

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Create new and upgrading of sub- Various substations in process of  Increase bulk to support stations per master plan upgrading new developments and reduce the backlog in Fast track of electricity for all 14 161 households have been house connections projects provided with electricity and  Stabilised supply connected to the grid in the past 3 financial years Delivering high-quality and Stabilise waste collection services Work stoppages significantly  Rationalise and support sustainable basic services minimized the waste removal (General) service through a functional and cost- effective fleet Clear and prevent illegal dumping An illegal dumping prevention and  Reduce in illegal dumping sites eradication programme is in place throughout the city which will lead to a cleaner city Expand basic services to informal Informal settlements provided with  Improve living conditions areas rudimentary waste services in informal settlements Providing housing opportunities Consolidate the current mixed In process  Provide functional housing developments – including housing development and the provision of bulk services and contribute to reducing the construction of top structures (focus housing backlog on catalytic and mega projects) Register and issue title deeds Issued 7534 tittle deeds.  Streamline formal title Open the township Register for 3 deed registration and townships handover process Registered 6920 properties at the  Ensure that there are no Deeds Office backlogs in handing over Allocated 1948 Low Cost Houses of title deeds to house owners as per the waiting list Fast-track projects under planning In process  Increase investment in housing development in prioritised areas as per the spatial vision of the city Increase delivery of affordable In process  Continue facilitating the rental and gap market housing development of housing opportunities

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Safeguarding water and Moving towards zero emission Design all new City buildings to In process  Increase the number of energy security and protecting building standards in line with meet the national targets of moving carbon neutral/green the natural environment national targets towards a zero emission building in the City Updating and enforce the Develop the draft Green Building Development of Draft Green  Ensure implementation of Green Buildings by-law By-law in consultation with the City Building bylaw developed and the Green Building By- Sustainability and Environmental participation in process law Management and Park Divisions in compliance with the National Building Regulations for public participation in 2018/19 Reducing greenhouse gas Facilitate renewable energy and Draft Policy on Embedded  Facilitate a waste to emissions through economic waste to energy Generation in place. energy project at one of activities and provision of Introduction of wheeling and feed-in the power stations services tariffs in the 2019/20 electricity tariff booklet. Development of specifications for a combined heat plant at Zeekoegat Waste Water Treatment Plant. Rolling out further carbon- Complete and fully occupy the Belle Practical Completion of civil and  Ensure that the Belle neutral buses Ombre Compressed Natural Gas building works attained during Ombre Compressed Bus Depot 2017/18 financial year. Natural Gas Bus Depot is operational and provides Contractor busy commissioning the compressed natural gas CNG, Diesel, Garage equipment to the City’s bus fleet and Bus washing Equipment as part of snag list.

67 ARY buses are currently operating from the facility, 40 of which are CNG buses. Protecting the natural Reduce waste to landfills Implementing waste separation at  Ensure a reduction of environment resources and source in city and government waste to landfill sites assets buildings  Implement separation at source at 300 schools Recycling in the City’s buyback and 850 public buildings centers.  Provide a composting facility and a Development of additional buyback concrete/aggregate (from centers is underway building rubble) facility Implementing waste recycling at the Kwaggasrand MRF

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Stabilise the waste disposal service Process to acquire additional  Increase the average airspace from private landfills is lifespan of the city’s underway waste disposal sites Upgrade of access control at waste disposal facilities Maintain biodiversity and Resorts Resorts: Operation is now a  Protect wetlands (fence separate section and have been off, install storm water capacitated to an extent. filters, install air traps, remove alien plants) Maintenance Plans have been  Proclaim more urban developed for all resorts nature areas (apply for Security fencing done at Die Draai, proclamation of additional Derdepoort, Moretele Resorts. sites)

Wall built around Swimming pools

Furniture and equipment had been bought for the refurbishment of the Chalets at Rietvlei angling area

Four Chalets had been renovated and are back in operation at Rietvlei Angling area

Fencing off ecological sensitive spruit areas Apiesriver, Wonderboom Nature Reserve and Jumbo Rally. Fencing at Rietvlei Nature Reserve and Bromberick Nature Area and Toloane Nature Area.

Eradication of alien vegetation at various sites and Nature Reserves R4 000 000 Develop a strategy for green energy In process  Support green energy business projects as part of economic growth initiatives of the City

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Ensuring agriculture and rural Creating sustainable Facilitate the development of Preparatory work for the feasibility  Provide ten bulk development agricultural initiatives to support agriculture bulk infrastructure study of the bulk agro-infrastructure infrastructure facilities food security (storage and processing) done Facilitate smallholding farmers’ off- Four (4) off-take agreements  Facilitate 25 off-take take agreements and access to facilitated for small-holder farmers agreements markets (City of Tshwane fresh produce market and other markets Preserve agricultural land Preservation report in process  Implement an agricultural awaiting asset audit development spatial plan Supporting the development of In process  Implement 25 community community agricultural projects agricultural projects (community gardens and communal farming) Development of a rural Strategy development going  Implement the rural development strategy through procurement process development strategy

Strategic Pillar 4: A City that keeps residents safe We acknowledge that policing is the primary responsibility of the SAPS and national government. However, the City will seek to improve the safety of residents. Ensuring their safety and well-being is one of the key priorities of the City. Residents need to feel safe and be safe in the city they call home. Drug abuse and related crime are currently one of the biggest challenges in Tshwane. The City will focus on utilising the metro police and law enforcement to increase visible policing in strategic areas, addressing the metro police’s ability to respond to a variety of challenges, prioritising initiatives to deal with drug abuse and protecting residents effectively from disasters.

The focus for this pillar are supported by the following priorities:  Creating safe communities  Addressing drug abuse  Protecting communities from disaster

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The table below outlines the City’s initiatives that support these priorities:

Key IDP Priority Actions Initiatives Progress made 2021/22 Deliverable Creating safe communities Improving policing and law Establishment of a specialized Cable Cable Theft Unit was  Ongoing efforts to reduce enforcement efforts Theft Unit (included under Specialized established and it is functional cable theft Policing Division – new structural and operational. arrangement) Establishment of Multi-Disciplinary By- The function resides with the  Monitor the work on of the law Regional Teams ROC and REDS are monitoring multidisciplinary teams the works of these teams Coordinator for By-law policing in the The G-LEAF function resides Province (Gauteng Law Enforcement with the provincial government Agencies with Province) and not with the municipality. The municipality does not have the authority to make decisions as far as this is concern. Notwithstanding the above TMPD continues to enforce local By-Laws Land Invasion unit restructured to include This will be an ongoing process  Invest in human settlement land invasion and crowd management whereby the TMPD will provide development that responds inputs to Group Human to the Understanding the Capital. land/housing market demand The department currently has factors in COT Land Invasion and crowd management unit which both are separately structured under Specialised Policing. Involving the community in Establishment of a Business and The unit has been included on  Maintain police visibility and making areas safer Community Safety Unit included within the latest approved structure establishing partnerships. new structure  Implement Urban Safety Community Policing (Regional Policing The function resides under the Strategy re-structured with more focus on authority of Provincial community policing) Community Safety Department, assisted by SAPS

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Key IDP Priority Actions Initiatives Progress made 2021/22 Deliverable Building safer communities Reduce the backlog of access to Mamelodi emergency station is  100% construction emergency services at stage 4 of the project. completion of Station 21 [Mamelodi] A feasibility study for the Klip  Operationalisation of Station Kruisfontein emergency station 21 during start of 2021/2022 is underway  50% construction completion of Station 25 [Shere]  Upgrade and refurbishment of existing fire stations Improve emergency response times to 77,36% compliance with  Compliance with the required structural fires, rescues and specialised attendance times to structural attendance times for incidents fire incidents within 14 minutes structural firefighting incidents - Attend 75% of structural fires in built-up areas within 14 minutes or less from time of call Improve emergency response times to 47,5 % compliance with  Compliance with the required emergency medical incidents attendance times for attendance times for dispatched Priority 1 dispatched Priority 1 emergency medical incidents emergency medical incidents - Attend 67% of Priority 1 dispatched calls in urban areas within 15 minutes or less from time of call

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Key IDP Priority Actions Initiatives Progress made 2021/22 Deliverable Addressing drug abuse Drug and Substance Abuse Implementation of city’s drug master plan Due to the geographical  Competency development Prevention, Suppression spread, nine (9) Regional Drug and interventions for and Intervention Action Committees have been individuals, families and established city wide. communities to deal with drug-related social problems Monthly meetings and  Intervention to reduce and programmes are implemented prevent the harmful effects of the use of tobacco, alcohol and other drugs (treatment, aftercare and re-integration)  Maintain functional LDAC and Regional Drug Action Committees  Implement evidence based Drug and Substance Abuse (DSA) prevention strategy  Make effective use of media to create awareness around DSA and introduce support mechanisms  Support initiatives to prevent the spread of infections by people who inject drugs  Support supply reduction initiatives of law enforcement  Empower NPO’s and Partners to launch effective programmes to counter DSA related challenges in communities

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Key IDP Priority Actions Initiatives Progress made 2021/22 Deliverable Roll-out COSUP [Community substance The following sixteen (16)  Support establishment of Abuse programme] and drop in centers in COSUP sites have been COSUP sites and drop in all regions established: centers Region 1A: Ga-Rankuwa  Continued interventions to (Reatlegile Centre). reduce and prevent the Region 1B: M17 (Dream team) harmful effects of the use of Soshanguve - Block V, tobacco, alcohol and other Soshanguve; POPUP drugs through treatment, Soshanguve Centre - Block K. aftercare and re-integration Region 3: Daspoort Poli Clinic, into community COSUP Sunnyside; Tshwane District Hospital; COSUP, Bosman Street; AttMed Atteridgeville; Reliable House, Hatfield.

Drug and substance abuse symposium is underway, to be implemented in Q4of 2018/19.

The purpose of the symposium is to interact with various stakeholders, identify best practices, gaps in the current strategies & ways to address them to finalise the Tshwane Drug Master plan.

A contact centre (Hopeline) has been launched on 11 September 2017. Protecting communities Improving planning to Institutionalise City-Wide disaster risk Implementation of the new  Drafting and approval of 10 x from disaster mitigate against natural management Terms of Reference for the CICPs by end of 2021/2022 disasters and emergencies Municipal Disaster Management Advisory Forum;

Approval and introduction of Inter-Departmental Disaster Management Service Level Agreements

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Key IDP Priority Actions Initiatives Progress made 2021/22 Deliverable Developing early warning Develop infrastructure, equipment, Development of a Project  Maintenance and systems towards safety and processes and staffing models to Definition Plan for wide-ranging enhancement of City-wide disaster management implement unified and Early Warning and Public Alert Incident Command System strategically located area command System for the City;  Introduction of new centres within identified areas of the City Emergency Alert System Strengthen disaster risk governance The introduction of Emergency  Formal structured across mechanisms and institutions Support Functions Annexes as establishment of 15 x relevant to disaster risk reduction and part of the City Comprehensive Emergency Support sustainable development Emergency Operations Plan; Functions (ESF's) by end Enhance disaster preparedness for 2021/2022 effective response, recovery, The introduction of Critical rehabilitation and restoration Infrastructure Contingency Planning as part of emergency preparedness and budget planning.

Development of a Disaster and Emergency Management Auxiliary Programme

Climate Risk and Vulnerability  Monitoring as part of C40 Assessment (CRVA) being Climate Change Risk and updated currently Adaptation Network Re-evaluating the disaster  Achieve community resilience In-principle approval by the  Introduction of new Disaster management and relief through promotion of structural and Executive Mayor to work on a Management Plan in initiatives to aid residents in non- structural public and private report for Council that will 2021/22 based on results of informal settlements that is sector investments in disaster risk recommend the establishment CRVA left destitute by disasters. prevention and risk reduction in order of a City of Tshwane Disaster  Seeking and formalisation of to ensure effective recovery and Management Contingency Fund further MoUs between CoT rehabilitation and public and private sector to aid and assist in response  Strengthen disaster risk governance and recovery across mechanisms and institutions  Implementation of a new relevant to disaster risk reduction and Disaster and Emergency sustainable development Management Auxiliary Programme [DEMAP]

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Key IDP Priority Actions Initiatives Progress made 2021/22 Deliverable Improving response times Improve emergency response times to Delivery was taken of 72  Continuation of Fleet for all disaster incidents structural fires, rescues and specialised vehicles namely – Replacement Programme incidents by intensifying procurement of 1 x Hazardous Materials  Continuation of Reserve new specialised firefighting, rescue and Response Unit Fleet Refurbishment specialised vehicles to replace aged fleet 4 x LDV Skid units Programme (120 vehicles) 1 x Command unit 1 x Paralance 33 x Ambulances 18 x rapid intervention vehicles 4x4 14 x 4x4 medium fire pumpers 4x4

Strategic Pillar 5: A City that is open, honest and responsive The City is committed to transparent and accountable governance with zero tolerance for corruption. City processes and systems will be run in an open and effective way and only the best people will be retained and attracted to improve the City’s performance. The City prioritises being responsive to residents and to work together on the issues that impact on communities to find solutions together.

The focus for this pillar are supported by the following priorities:  Building a capable city government  Fighting corruption  Communicating regularly and effectively with residents

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The table below outlines the City’s initiatives that support these priorities:

Key IDP Priority Actions Initiatives Progress made 2021/22 Deliverable Building a capable city Establishing professional and Sustain access to TshWiFi (free Ongoing process of rollout of  Sustainable TshWiFi (free Wi- government effective government processes Wi-Fi) TshWiFi Fi) (Connectivity) Explore alternative options for In process  Implement strategy as revised Broadband A sustainable funding and In process  Continue to explore alternative infrastructure model sources of funding for infrastructure development Establishing professional and STREAMLINE PLANNING AND Piloting on the E-Clearance  Reduce turnaround times for effective government processes DEVELOPMENT PROCESSES System launched in April 2019. building, services and property (Processes and Systems)  Development Planning Data to be analysed and applications application processes challenges to be addressed.  Infrastructure service provision applications  rates clearance application processes  SMME support application and process  Policy and by-law review and development Efficiency in the licensing In process  Continue to improve services turnaround times for business licences Clearly defined business This process is part of the bigger  Six (6) re-engineered mSCOA processes mScoa compliance project and is compliant areas: being prioritised.  Land-use Management  Document Management  Customer Care Management  Fleet Management  Revenue Management  Property Management An affordable fleet management In process  Stable fleet delivering high- system quality services

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Key IDP Priority Actions Initiatives Progress made 2021/22 Deliverable Developing a Smart City In process  Implement the smart city initiatives based on the approved strategy Ensuring value for money from In process  Improve contract management the City’s agreements with and strategic procurement vendors/contractors implemented Establishing professional and Professionalising our Part of the skills development  Continued personnel trained effective government processes departments through upskilling plan of the City and skills enhanced (People) and training of personnel Modernisation of treasury office Part of the mScoa project  Treasury office adhering to all for compliance with all the regulatory requirements regulatory requirements Appointing the best people to the Artisan’s recruitment have been  85% of all the officials most important jobs (The repair, prioritised. appointed will undergo an maintenance and control of Evaluation of all recommended evaluation. service delivery assets) (GHCM) staff is being done A discipline and grievance In process  Review of some outdated system that prioritises serious policies and collective issues and prevents fruitless agreements legal costs Establishing professional and Become the custodian of Continuous monitoring of  Roll out of customer training effective government processes customer interests for the City of adherence to service turn-around for top and senior (Customer Services) Tshwane times management.  Monitoring of service norms and standards adherence.  Implement Omni-channels management system to have one view of customers across all channels.  Integrate back and front office system to allow real-time update of front office for customers’ benefit Improve Customer care walk in Introduction of standard front  Review operating model. centre management office corporate wear for all  Introduce quality assurance for walking-in centres initiated walk-in centres.  Conduct quarterly customer satisfaction reviews

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Key IDP Priority Actions Initiatives Progress made 2021/22 Deliverable Champion organisational culture Introduction of Queue  Continue to monitor adherence to drive customer centricity management System in seven of Batho Pele principles. walking-in centres. Align the management of Training of CRM personnel on  Monitoring of culture change Customer Relations customer care, Ethics and programme products. Define and affirm the Customer In process  Monitoring of business Value Chain processes and customer feedback in line with customer value chain Close the access gap between Introduction of new faults  100% of all customer services the City of Tshwane and its reporting channels on the E- offered on-line customers by adopting a Tshwane platform concept of “ZERO KILOMETRES TO MUNICIPALITY BY 2030”. Build customer affinity with the Review of end to end (360  Segment customer base City of Tshwane as a brand. degree) business processes.  Enhance pro-active communication.  Intensify customer education programmes and campaigns Strengthen the position of the Monitoring of departmental  Introduce outbound interaction City as a caring institution and implementation plans as centre. Municipality of choice that is informed by Customer aware of and responsive to the satisfaction survey results. needs of its customers.

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Key IDP Priority Actions Initiatives Progress made 2021/22 Deliverable Establishing professional and FISCALLY PRUDENT COST Contract Management is a Unit  Reduced non-revenue water effective government processes MANAGEMENT within SCM on its own dealing and electricity in line with set (Finance)  Timeous and efficient with all contractual matters of the targets contract management and Service Providers. Road shows supplier evaluation have been carried in all Regions  Blacklisting underperforming of the City to assist the Service suppliers Providers with the SCM  Development of a processes/ procedures centralized benchmarked pricing database Blacklisting of SP follows the  Minimize non-revenue water guidelines as set out by National and electricity Treasury. The City always place SP on terms where their performance is not up to standard and would only after such actions have failed recommend blacklisting

A Price Cataloguing is currently been investigated. Re- engineering and re-modelling of SCM function is already underway with the establishment of an Intervention Team of Senior Executives. The new model for Stores and Logistics feasibility studies is almost finalized

The Revenue Management Division has developed a Revenue Protection and Electricity Losses Turnaround Model. Stabilise city finances to Continuous monitoring of the Continues reporting on progress achieve our service delivery Financial Sustainability Plan made on the FSP target

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Key IDP Priority Actions Initiatives Progress made 2021/22 Deliverable Re-engineering and re- In process  Functional centralised modelling of the Supply Chain warehouse to deal with all City Management function, required plant, equipment and including a new model for goods stores and logistics Implementation and monitoring Continuous monitoring of the  Financial stable city of the Financial Sustainability Financial Sustainability Plan Plan Implementation of mScoa Project in process  mScoa compliant City Improving the revenue Revenue optimization Service Provider has been  Ongoing billing accuracy  Investigate accuracy appointed to conduct data  Increase number of customers challenges with billing purification in Region 1 and 2 transacting on electronic system platforms of the City  Communicate and market MRU completed and portions are registration of consumers on currently being uploaded to SAP e-Tshwane Tender specs completed for the  Improve efficiencies in the appointment of external services revenue value chain providers to assist with meter  Provide affordable cost reading. reflective tariffs Exceptions are attended to daily.

New proposed tariffs support wider portion of poor households Promote a culture of payment to Targeted Community Outreach  Continue awareness improve collection rate through Programmes are held at least programmes in all regions educational campaign in our once in a quarter communities Sustainable revenue sources Strategy on leveraging the  Ensure improvement in Leverage the City’s property property portfolio has been revenue target portfolio developed and in process Investigate waste resources as Investigations w.r.t technological  Developing a composting potential revenue source improvements at weigh bridges facility and a underway e.g. E-wallets. concrete/aggregate (from building rubble) facility Expand City-owned advertising Ongoing initiative to increase  Increase in advertising space revenue revenue

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Key IDP Priority Actions Initiatives Progress made 2021/22 Deliverable Explore land value capture Part of the Strategy on  In line with the land instruments and applicability to leveraging the City’s property management policy of the City, SA environment portfolio explore land value capture across urban nodes of the City Improve revenue collection in Ongoing  Implement an effective waste waste management billing information system  Distribution of appropriate waste bins and effect billing in areas currently not billed for waste Effective and transparent Ongoing  Ensure 100% grant utilisation of grants: expenditure in line with its  Source external non- conditions governmental grant opportunities  Ensure that all allocated grant funding is received on time  Ensure that conditional grants are utilised for prescribed purposes  Ensure that equitable share grant are utilised for achieve municipal service delivery objectives

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Key IDP Priority Actions Initiatives Progress made 2021/22 Deliverable Fighting corruption Putting measures in place to root Facilitate ethical and Implement the investigation  Facilitate several fraud out corruption professional legal counsel and methodology awareness programmes  Fraud prevention programmes risk management  Conduct fraud detection  Fraud detection Form partnerships with external exercises (surprise stock  Investigation of allegations of law enforcement agencies counts, municipal asset fraud, corruption and Coordinated investigations with verification, surprise cash maladministration finalised other functional departments, counts, fraud risk assessment, against registered cases e.g. TMPD, City planning, EPMU, etc.) ICT, and Group Financial Services department

Delegating Group heads and CEO’s of entities with responsibilities of registering criminal cases for investigation Communicating regularly Regularly hosting report-back Communicate regularly and >10 Programs of Public  Interaction with communities and effectively with meetings in all communities in effectively Participation Completed: By- regarding the work of the City residents order to inform residents of the laws, IDP, Budget and Annual on an on-going basis work of the City Report. Quarterly Public Meetings for Councillors Prioritising public participation Standardise Customer 15 Regional meetings per  Implement customer point processes to listen to community Interaction Point Models Program. infrastructure improvement members regarding decisions that 2 Venues per Region impact on them Known Venues Ward Based Presentations Petitions integration to IDP Using technology like social media Development of an application to E- Participation App Successfully  Provide a single application creatively to reach more residents enhance communication with Piloted. Official Launch in platform through which in the City’s communication efforts communities on council matters. Progress. communities can communicate on Council matters Ensuring that the ward system is Establish ward committees Draft By-law drafted  Provide a functional ward functional to allow people to through the Office of the Public Comments completed committee system provide oversight and provide Speaker Awaiting Ratification and  Monitor and evaluate work of inputs regarding City business at Promulgation the ward committees ward level

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3 GOVERNANCE AND INSTITUTIONAL ARRANGEMENTS

3.1 Introduction This chapter articulates the City’s broad institutional framework in relation to the governance model and provides details on the roles and responsibilities of the constituents of the model. This includes the outline of the oversight arrangements of the Council, administrative arrangements of the City, both in terms of departments and municipal entities and the regional services model as well the role and responsibilities of the City’s Shareholder Unit. This chapter has been updated with the fully populated administrative structure. There has been several changes in both political positions and in administrative positions. During the previous term, the Tshwane Metropolitan Municipal Council adopted a governance model which aims to separate the roles and functions of the legislative and executive wings of the Council. The rationale for implementing the model included the following:

 The need to enhance service delivery through improving the institutional arrangements of the City;  Improved oversight of the Council through the development of oversight committees; and  Allowing for an interactive decision-making process in the executive and legislative arms of the Council.

City of Tshwane governance model The governance model adopted by the Council consists of the legislature, made up of the Speaker of Council, Chief Whip and Section 79 Portfolio and Standing Committees; the executive branch consists of the Executive Mayor and Members of the Mayoral Committee (MMCs) and the administration, which is led by the City Manager. This model has been implemented and consistently applied in the affairs of the City. The model intends to ensure that the City executes its functions through the leadership of the Executive Mayor while the legislature oversees the activities of the executive branch for transparency and accountability.

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Figure 3.1: Tshwane governance structures

Legislature The legislature consists of the Council, the Speaker of the Council, the Chief Whip, and two sets of Council committees: Section 79 portfolio committees and standing committees. a) Council When the by-elections takes place as part of the Section 139(1) (c) within the next three months, the Council will consist of 214 elected councillors, of which 107 are ward councillors and 107 are proportional representation councillors. The role of the Council, in line with the Municipal Systems Act, 2000 (Act 32 of 2000), is to engage in meaningful discussion on matters related to the City’s development. The Council takes decisions concerning the exercise of all the powers and the performance of all the functions of the municipality. It does so by delegating such powers and functions to political structures, office bearers, Councillors and staff/the administration. The Council may not delegate functions such as the approval of municipal by-laws, the IDP, the budget and tariffs. Further, the Council, through its various committees, monitors and scrutinises delivery and outputs as carried out by the executive branch. In relation to public participation, the Council is responsible for facilitating stakeholder

o 93 o 109 and community participation in the affairs of the Municipality as described by the Municipal Structures Act. b) Oversight Committees of Council As part of the core of this Council’s model and its commitment to the separation of powers, sixteen Section 79 oversight and standing committees have been established and adopted by the Council. The Section 79 oversight committees are chaired by councillors who are designated full-time councillors and these chairpersons are elected by the Council. The following are the Section 79 oversight committees:

 Services Infrastructure;  Transport;  Housing and Human Settlement;  Health;  Community and Social Development Services;  Community Safety;  Integrated Development Planning;  Agriculture and Environmental Management;  Economic Development and Spatial Planning;  Corporate and Shared Services; and  Finance. The responsibilities of the above mentioned committees are as follows:  Scrutinising reports referred to them by the Council emanating from the Executive Mayor and/or Mayoral Committee and advising the Council accordingly;  Overseeing the performance of the executive branch and departments on behalf of the Council; and  Providing an advisory legislative role.

The following councillors are Chairpersons of these Committees in the City of Tshwane.

Table 3.2: Chairpersons of committees Name Committee Cllr Ali Makhafula Community Safety Cllr Peter Sutton Finance Cllr C Billson Community and Social Development Services Cllr S Wilkinson Economic Development and Spatial Planning Alderman Derrick Kissoonduth Utility Services Cllr ME Kruger-Muller Agriculture and Environmental Management Human Capital Management and Shared Cllr Zweli Khumalo Services Cllr Elmarie Linde Roads and Transport Cllr S Motsaneng Human Settlements Cllr CG Pretorius Health

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Name Committee Cllr Prof Clive Napier Integrated Development Planning

c) Standing Committees Standing Committees are permanent committees established to deal with Council related matters. They are delegated some decision-making powers, and are required to submit reports to the Council. Councillors chair all standing committees, except the Audit Performance Committee, which is chaired by an independent person in line with the prescriptions of the Municipal Finance Management Act, (Act 56 of 2003) (MFMA). The Standing Committees and their chairpersons are as follows:

Table 3.3: Chairpersons of standing committees of the Council Chairperson Committee Cllr Awie Erasmus Municipal Public Accounts Cllr Hannes Coetzee Civilian Oversight Cllr S Nkwane Petitions Cllr J du Plooy Rules and Ethics Cllr BHJ Erasmus Local Geographical Names

The Executive

Executive Mayor and Mayoral Committee The Executive Mayor has an overarching strategic and political responsibility as the centre of the system of governance. The executive powers are vested in him by the Council to manage the daily affairs of the City. The Executive Mayor, Councillor Randall Williams, assisted by the Mayoral Committee, leads the executive branch of the City. Each Member of the Mayoral Committee is responsible for a particular portfolio, as listed below:

Table 3.4: Members of the Mayoral Committee Member of Mayoral Committee Portfolio Cllr Dana Wannenburg Agriculture and Environmental Management Cllr Bruce Lee Economic Development and Spatial Planning Human Capital Management and Shared Cllr Sylvester Phokoje Services Cllr Sakkie du Plooy Health Services Cllr Mare-Lise Fourie Financial Services Cllr Thabisile Vilakazi Community and Social Development Services Cllr Mpho Mehlape-Zimu Human Settlements Utility Services and Regional Operations Co- Cllr Philip Nel ordination Alderman Karen Meyer Community Safety Cllr Dikeledi Selowa Roads and Transport

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3.3 Administrative arrangements

Subsequent to the local government elections held on 3 August 2016, the new political dispensation reviewed the institutional arrangements within the City and which was approved on 24 November 2016. The purpose is to restructure the organisation to enable it to respond and deliver the priorities of local government. The following were the framers on which the institutional review was based:

 To ensure that the organisation/administration is stable during the transitional period while ensuring that there are as little disruptions as possible and that all services continue to be rendered.  To revitalise the institution inclusive of its people, systems and structures in order to better respond to the needs of service delivery recipients.  To ensure that services are delivered in a more efficient, effective and economic way.

The position of City Manager is the Head of the Administration as defined by the Municipal Structures Act and the Accounting Officer in terms of the Municipal Finance Management Act. The responsibilities of the City Manager include managing the financial affairs and service delivery in the Municipality. The Acting City Manager is Mrs Mmaseabata Mutlaneng. The diagram below shows the City’s macro organisational structure.

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Figure 3.2: City of Tshwane macro organizational structure

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The Shareholder Unit The Shareholder Unit (SHU) is tasked with reviewing, monitoring and overseeing the affairs, practices, activities, behaviour and conduct of the municipal entities (MEs) to satisfy the City of Tshwane that the MEs’ affairs and businesses are being conducted in the manner expected and in accordance with the commercial, legislative and other prescribed or agreed norms. It is headed by Fikile Rasmeni. Municipal entities Municipal entities, although separate legal entities, are established and controlled by the municipality and are utilised as an external service delivery mechanism outside the administration to deliver services to its community in line with the developmental objectives of the municipality. The City is serviced by two municipal entities which must perform according to service delivery agreements and performance objectives set by the Municipality. The following table lists the entities servicing the City of Tshwane. The City is currently in a process to assess and review the entities model with regard to its mandate and functionality as well as the role which the Shareholder Unit to ensure the functionality of the entities.

Table 3.4: Municipal entities of the City of Tshwane CEO Entity Ms Obakeng Nyundu Housing Company Tshwane (HCT) Mr Solly Mokgaladi Tshwane Economic Development Agency (TEDA)

The framework for municipal entities is currently under review and a report in this regard is being finalised. Details on how the City will approach the functioning of entities will be dealt with in the final IDP document which should be presented to Council at the end of May 2017.

3.4 Regional services The City’s regional services model and regional structures are integral parts of its rationale to bring services closer to the people and to transform regions into superb places to live, work and stay; while capitalising on each region’s uniqueness to create strong, resilient and prosperous areas. The institutional arrangements in the Regional Coordination and Transformation Office are as follows:

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Table 3.5: Institutional Arrangements for regional service delivery management Name Function Mr Cali Phanyane Group Head: Regional Operations and Coordination Mr Phillemon Mathane Regional Head: Region 1 Mr Godfrey Mnguni Regional Head: Region 2 Mr John Mokoena Regional Head: Region 3 Mr Tebello Masehe Regional Head: Region 4 Ms Nomsa Mabasa Regional Head: Region 5 Mr Billy Sepuru Regional Head: Region 6 Mr Robert Maswanganyi Regional Head: Region 7

The regionalisation of service delivery refers to the decentralisation of certain operational and maintenance functions to regional offices led by the respective Regional Heads and the function report to the Chief Operations Officer. While functions such as strategic planning and the implementation of capital projects will remain the responsibility of City departments, daily functions such as maintenance and repairs, information desks, among others will be delivered directly in the different regions through performing the following functions:

 Health  Utility Services  Roads and Transport  Environmental and Agricultural Management  Community and Social Development Services  Human Settlements  Regional Operations and Coordination  Customer Relations Management

Conclusion

The process of the rollout of the new macro structure is currently being implemented and supported by the rollout of the micro structure which supports it. With this, other arrangements are under review, including a review of the municipal entities as well as winding down of some; the confirmation of the terms of reference for Section 79 Portfolio Committees, among others. Also linked to the institutional arrangements is the election of ward committees which will be concluded soon and will assist in fostering participation and accountability.

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4 INTER-GOVERNMENTAL ALIGNMENT

4.1 Introduction Intergovernmental relations are guided by the Intergovernmental Relations Framework Act, 2005 (Act 13 of 2005), which aims to provide, within the principle of cooperative government set out in Chapter 3 of the Constitution, a framework for national, provincial and local government, as well as all organs of state, to facilitate coordination in the implementation of policy and legislation, including the following:

 Coherent government  Effective provision of services  Monitoring of the implementation of policy and legislation  Realisation of national priorities The impact of IGR practice on service delivery arises from the interplay between the formal design elements of the system described above and operational factors that impinge on the implementation of that system (e.g. capacity issues, the budget, the political context, community dynamics, etc.). These operational risks are managed by the vertical and horizontal dimensions of IGR. This includes the coordination and supervision duties between different spheres of government, e.g. in relation to concurrency in powers and functions across the three spheres, or the oversight and integration roles within particular spheres of government, e.g. national cluster committees established by the President in 1999 to enhance cross-sectoral coordination. Ultimately, the effectiveness of the IGR system may be gauged by the extent to which it adds value to effective service delivery, development and good governance across the three spheres of government. In the light of the above, intergovernmental planning should in practice do the following:

 Facilitate the flow of information between and within sectors in all three spheres of government  Improve the weak IGR between local government and the other two spheres of government  Achieve greater clarity on the obligations of different spheres of government where there are concurrent responsibilities  Give greater attention to the lack of capacity in all three spheres of government According to sections 24(1) to 24(4) of the Municipal Systems Act (MSA) of 2000 (Act 32 of 2000), the planning of local government must at all times be integrated and aligned with the planning and strategies of the national and the provincial government. In addition, any organ of state which initiates legislation at national or provincial level that affects planning at local government level must first consult with organised local government before the legislation can be duly effected.

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4.2 Background to intergovernmental relations The Gauteng provincial government hosted Municipalities on the 25th November 2020 to present the provincial departmental plans. The Municipalities were requested to present the community needs that were raised during the IDP processes. The objectives of this engagement was the following:

 To allow the Provincial departments to present their plans that should make way into the final budget of March 2021.

 To report progress with the provincial projects for the 2020/21 financial year;  To provide a platform for provincial departments to articulate their priorities for the 2021/22 financial year; and  To address issues of inter-dependency and to ensure alignment with provincial planning initiatives. Engagement with provincial departments is meant to ensure that there is an integrated approach toward developing Tshwane’s communities and to ensure alignment with Municipal plans as required through legislation. Municipalities were also provided with the opportunity to present community needs that focuses on the mandate of the province. This interaction enables the City to get information on what the province is planning and also to start aligning its plans with those of Sector Departments. 4.3 Comments received from the MEC for the Department of Cooperative Governance, Traditional Affairs and Human Settlements on the City of Tshwane’s 2020/21 Integrated Development Plan Review

The Municipal Systems Act compels the MEC responsible for Local Government to evaluate the municipal IDPs on an annual basis and provide comments thereon to enhance intergovernmental relations and alignment in order to improve service delivery. MEC Co-operative Governance & Traditional Affairs, Urban Planning and Human Settlements, Mr Lebogang Maile has provided the City with comments on the evaluated 2020/21 IDP only during May 2021 and the following comments and the City’s response to it is contained in the table below:

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Issues applicable to all municipalities City of Tshwane’s response to MEC 117 comments  Gender based violence: IDPs do not include a The City takes note of the Provincial plans in response that is integrated and targeted to gender line with the GGT 2030 priorities and we are based violence. Therefor an integrated approach to eagerly awaiting your engagements on how GBV is needed which is why the Provincial these programmes should be integrated into Government adopted a five pillar GBV plan of Municipal Plans. We are also eager to see if response which will include Local Governments as adequate funding will be allocated towards key stakeholders. the implementation of these policies as it  Occupational health and safety: IDP should illustrate does not help to impose unfunded mandates strategies addressing the spread of COVID-19 as to the Municipalities. well as supporting measures to vulnerable communities. The recent Ward Based approach by the GPG should be discussed as a public document in the IDP.  Compliance: All municipalities with the help of relevant Provincial Departments should abide to section 8 of the Occupational Health and Safety Act (OHSA). The COVID-19 regulations of the Department of Labour should be urgently prioritised which is aligned with the GGT 2030 priorities.

 The Capital Expenditure Frameworks of The Built Environment Performance Plan municipalities are needed to direct their investments: (BEPP), a requirement from National This will be combined with Infrastructure Asset Treasury until 2020/21, also fulfilled the role Management Planning. The CEF will ensure of the CEF/CIF for the city. As part of the strategic, spatial, financial and socio-economic logic BEPP submission, all projects are spatially during project implementation and service delivery. located and indicated and analysed in terms of the spatial targeted areas for the city. The chapter in the IDP is a summary of projects as approved for the 2020/21 MTREF. For details regarding the localities and analysis of investment in each spatial targeted area, please refer to the BEPP 20/21 document. A CEF is currently being compiled for the City for the 2021/22 MTREF. The CEF will include the following chapters:  Functional and Priority Development Area/Spatial Targeting Identification  Socio-Economic & Spatial Profiling  Demand Quantification  Integrated Infrastructure Investment Framework, including planned expenditure per spatial targeted area and Intergovernmental Project Pipeline  Long Term Financial Strategy  Affordability Envelope  Project Prioritisation  Budget Scenario  CEF spatial targeting analysis  Capital expenditure implementation plan

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 CAPEX’s lack of performance and its overall The City uses a CAPS system to capture infrastructure delivery: Challenges such as under- CAPEX projects that will be implemented in expenditure that include deficiencies in planning and the MTREF. The City uses Stage Gates programme implementation in municipalities, supply system to determine project readiness which chain delay projects appearing in the IDP/Budget focuses on identifying projects that have been without the conclusion of technical studies. thoroughly prepared before they can be  Anti-fraud and corruption strategies: Municipalities funded. Some projects however are added need to report on their Anti-Fraud or Corruption and into the budget list due to pressure to resolve Ethic Strategies efficiency in the IDP and further community challenges without necessarily illustrate the number of corruption cases solved, turn being hundred per cent ready for funding. around times and number of people on suspension The City will also be focusing on allocating with or without pay because of unethical conduct. budget to Opex for design, feasibility and  Gender, Youth and People Living with Disability technical studies such as EIA and WULA (GEYODI): Issues related to GEYODI should be applications. The biggest challenge is where mainstreamed across all the departments. province develops projects in areas where there is no bulk services and no township establishment process has been approved. Spatial Planning and Sustainable Environment Development City of Tshwane’s response  Legal Compliance: A full SDF was not submitted as The final draft MSDF has been finalised and part of the IDP submission while the Municipal is undergoing a process of professional Spatial Development Framework (MSDF) is under language editing. It is a requirement of the review. Regional Spatial Development Frameworks City of Tshwane that without the finalisation of the CoT were approved in 2018 but do not form of this editing, the report may not be part of the IDP. The CoT needs to prioritise the processed to Council. Once the editing has finalisation of a MSDF that is SPLUMA compliant. been completed, the report will be processed to Council for approval.  Policy Alignment and Integration: Lack of MSDF In addition to the MSA and SPLUMA, the attached to MSDF is also informed by a number of policy the IDP makes the determination of spatial frameworks and strategies including the: articulation of international, national and provincial  Sustainable Development Goals and policies difficult within municipalities. CoT should New Urban Agenda 2030; ensure the utilisation of GSDF 2030 in the MSDF  Integrated Urban Development review and attach draft MSDF with final IDP Framework, 2016; submission to COGTA.  Comprehensive Rural Development MSDF should reflect policy directives and intentions of Programme, 2009; latest GSDF (2030) and not older PSDF.  Gauteng Transformation Modernisation and Reindustrialisation Strategy (TMR), 2014);  Gauteng Environmental Management Framework, 2010;  25 Year Gauteng Integrated Transport Master Plan, 2013;  Gauteng Rural Development Plan, 2014; and  Gauteng Spatial Development Framework 2030 (GSDF). Cumulatively, these policy frameworks provide spatial directives that cut across several thematic areas that require spatial intervention and/ or transformation in the areas of:  Space Economy;  Human Settlements;  Infrastructure ;  Natural Resources;  Connectivity; and  Urban Form. The MSDF chapter in the IDP summarises the broad themes that encapsulate these

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international, national, provincial thematic areas for the City. These are:  Human Settlements and Growth Management;  Mobility and Connectivity;  Ecological Infrastructure; and  Engineering Infrastructure. The spatial representation of projects within CoT The Built Environment Performance Plan overlaid onto priority nodes and focus areas and (BEPP), a requirement from National spatial intervention corridors will help clarify whether Treasury until 2020/21, also fulfilled the role projects relate to spatial rational. of the CEF/CIF for the city. As part of the BEPP submission, all projects are spatially located and indicated and analysed in terms of the spatial targeted areas for the city. The chapter in the IDP is a summary of projects as approved for the 2020/21 MTREF. For details regarding the localities and analysis of investment in each spatial targeted area, please refer to the BEPP 20/21 document. A CEF is currently being compiled for the City for the 2021/22 MTREF  Capitalising on Proximity: Integration of PRASA The City of Tshwane Bus Rapid Transit stations are lacking within the IDP spatial (BRT) is in designed as a mass transit representation of Public transport and BRT projects system and plays a key role in the overall which need to be incorporated within the transport IPTN network as its main aim is to also planning of the CoT. complement rail services as its backbone.

The key intermodal interchanges within the A Re Yeng 5 year plan such as Wonderboom, Mamelodi (Denneboom) and Atteridgeville play a significant role in integrating the BRT system with PRASA and other public transport modes.

Wonderboom Intermodal Facility:  Wonderboom Intermodal Facility is found on the A Re Yeng Line 1 corridor which originates from the CBD going to Kopanong, Soshanguve. Currently, the first phase called Line 1A has been built and currently operational. There is major infrastructure works taking place on site of building the intermodal facility which will cater for park and ride commuters as well as taxis. The intermodal will have a future connectivity through a newly built pedestrian bridge connecting directly from PRASA to A Re Yeng Station platforms.

Atteridgeville Intermodal Facility:  The Atteridgeville Intermodal Facility is referred to the Saulsville PRASA station which is the terminal point of the Line 3 A Re Yeng route corridor originating from the CBD to Atteridgeville.  The engagements with PRASA on the Saulsville station isproposed to

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accommodate A Re Yeng fleet on their platforms and accommodate any operational requirements in- house.

Mamelodi Intermodal Facility:  The Line 2 A Re Yeng service which terminates at Mamelodi, integrates with PRASA at Denneboom, on the Line 2C phase  Currently the Tshwane South Regional Mall has been built and adjacent to it is the transfer facility which is to accommodate A re Yeng and taxis.  Infrastructure works and plans are underway.  Managing new settlement development: The CoT’s The final MSDF provides a preliminary inclusion of the need for housing that aligns with the indication of housing demand figures. The compact city approach which should focus within detailed investigations that are required in Integration Zones is acknowledged. But the CoT order to identify specific land parcels will be should also include housing demand figures within completed through the revision and update of the IDP to adhere to the “include estimates of the the Human Settlements Strategy. This is demand for housing units across different socio- currently underway. This work will then be economic categories and the planned location and integrated into future spatial frameworks, in density of future housing developments” SPLUMA line with the strategic spatial transformation directive. priorities that have been set in the MSDF. The CoT should also ensure the indication of specific land parcels are indicated in the MSDF review so national and provincial governments can direct clear housing responses. In future, IDP reviews should clearly articulate further The MSDF carries a narrative that illustrates expression of linking outlying settlements to local that the integration of marginalised areas with economic development, nodal priorities and transport economic opportunities can be achieved or mobility. through the successful implementation of the urban network strategy which is informed by the IRPTN. The IRPTN is being rolled out in a phased approach. Rail for long distance travel is also a critical means of integrating marginalised and outlying settlements with various opportunities within the City. Support from PRASA and Transnet then become critical  Building and Economic Network: The CoT’s Urban The MSDF carries a narrative that illustrates Network that the integration of marginalised areas with economic opportunities can be achieved Strategy section should be expanded to further articulate cross through the successful implementation of the municipal economic and movement linkage opportunities. urban network strategy which is informed by the IRPTN. The IRPTN is being rolled out in a phased approach. Rail for long distance travel is also a critical means of integrating marginalised and outlying settlements with various opportunities within the City. Support from PRASA and Transnet then become critical.

Up-to-date spatially-referenced studies on cross-municipal economic and movement linkages were not available to be incorporated into the MSDF.

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Infrastructure Development and Service Delivery City of Tshwane’s response  The CoT should address the Hatherley substation The City is prioritizing funding for Electricity and Pienaarspoort Electrification network project and Energy projects and hence the biggest commissioning delays. allocation of the budget is being allocated to  The City is encouraged to increase future the Utilities Department to address these installations of new water connections to formal challenges. households as COVID-19 restrictions ease. The City continues to prioritise provision of  The City should expedite the provision of sanitation to water and sanitation to formal and informal formal households as per set targets due to COVID- settlements in line with COVID -19 19. requirements.  The issues of ageing infrastructure, by-passed It is true that the City has aging infrastructure meters and illegal connections, cable theft and that requires maintenance. There is also vandalism of critical infrastructure, lack of budget and pressure from communities in previously poor infrastructure repairs and maintenance, and disadvantaged areas to be provided with non-payment of services, also the non-water basic services. It is also clear that the City are metering of customers and non-or inaccurate billing also seeing a trend of diminishing grant should be addressed urgently as they resulted high allocations to Municipalities. Far less budget levels of water and electricity losses. is being spend in the Development Corridor  The municipality should quantify the water and as compared to other Corridors. The City electricity losses according to the rand value of would appreciate more engagement on what losses and indicate the progress since the the City should do to access funding from implementation by the municipality. province to alleviate these challenges that are being mentioned. The City will work closely with province to seek advice on how to best address this issues Financial Viability  The basic service provision of the municipality is The issue around budget allocated for repairs provided at a cost higher than the stipulated national and maintenance has been discussed with norms. Therefore, the municipality is advised to National Treasury and we will look into the uphold the national service provision standards to the allocation of more budget for this item. indigent people in its jurisdictional area.  It is important for the municipality to budget for repairs and maintenance adequately to achieve long term financial and infrastructure sustainability, because it’s budget is currently below the National Treasury norms.

4.4 Gauteng Priority capital projects that will be implemented in the City 2021/22 The MEC of Gauteng Provincial Treasury, Nomantu Nkomo-Ralehoko, announced the Medium Term Expenditure Framework (MTEF) will focus on infrastructure investment which is essential for sustained economic growth, competitiveness and social progress. The portfolio of projects presented in the 2021/24 MTEF Estimates of Capital Expenditure (ECE) are intended to contribute towards the improvement of Gauteng economy which has experienced growth rate of less than two percent in the past three years. The impact of the COVID-19 Pandemic places more emphasis on stimulating economic recovery and creating jobs, in an environment where there is severe pressure on the fiscus. In response to the challenges of low economic growth, persistent poverty, unemployment and inequality the Gauteng 6th Administration committed to a plan of Growing Gauteng Together (GGT 2030) with the following seven strategic priorities

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 Economy, Jobs and Infrastructure;  Education, Skills Revolution and Health;  Integrated Human Settlements and Land Reform;  Safety, Social Cohesion and Food Security  Build a capable, ethical and developmental state;  Building a better Africa and the World; and  Sustainable development of future generations. Over the 2021/24 MTEF a budget of R35.3 Billion has been set aside to fund the infrastructure projects in the 2021 ECE in support of the GGT plan. The funded infrastructure projects are mainly those that have progressed from the need identification phase to well defined infrastructure programmes and bankable projects. The bankable projects includes those from Department’s long-term infrastructure plans where different options have been considered, and with a clear scope of work, milestone schedule and a control budget. Investing in bankable projects reduces the risk of cost overruns, scope creep, construction delays and funding projects that will not provide the desired outcomes. Over the 2021/24 MTEF, a framework guiding the development of a business case will be implemented to promote better co-ordination, collaboration and alignment of planning between the different spheres of government. This is one of the steps intended to contribute towards the Gauteng we want to see by 2030, which is characterized by seamless integration across spaces, cities, urban nodes and socio- economic opportunities with opportunities connected through a more integrated spatial form, safe and affordable mobility, and well located, inclusive human settlements. The following projects will be implemented in the City of Tshwane (Northern Corridor); 4.4.1. Department of Health The main strategic focus of the Gauteng Department of Health (GDOH) is to provide quality health care services in a safe and secure environment. GDOH has a mandate to keep all health facilities in a habitable and good operation condition. The maintenance of such facilities must conform to the Infrastructure Delivery Management System (IDMS), norms and standards, national standards and applicable legislation. The main objective is to retain the infrastructure capacity to support health services delivery and to maintain the investment in the physical assets required for service delivery Over the 2021/24 MTEF, R1.56 billion has been allocated towards projects to be implemented within the Northern Development Corridor. Of the allocated budget for this development corridor, R456.19 million is allocated for provision of new infrastructure assets, R257.88 million has been allocated for the rehabilitation and refurbishment programme, R18.55 million has been allocated for upgrading and additions and R825. 48 million for maintenance work to be undertaken.

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The key projects to be implemented within the corridor includes:

 NHI projects such as Kekanastad Clinic, Dilopye Clinic and Mandisa Shiceka Clinic;  Refurbishment of Tshwane Rehabilitation Centre; and  Maintenance of Central Hospitals A budget of R514 million is allocated for the 2021/22 financial year. Progress on the Health Departmental projects are included in the table below:

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4.4.2. Department of Education The main strategic focus of the Gauteng Department of Education’s (GDE) infrastructure programme is to provide adequate support to curriculum administration and the overall process of teaching and learning. The department’s infrastructure programme seeks to support various national and provincial priorities to improve quality of learning, access to Early Childhood Development (ECD) and to improve school management. This is to be achieved by providing and maintaining education infrastructure to support the teaching and learning process in all public schools in the province. National Priorities Nationally, the provision of education infrastructure is primarily focused on the implementation of the regulations relating to Minimum Uniform Norms and Standards for Public School Infrastructure (Government Gazette No 37081, 2013) together with other key provincial infrastructure priorities. The Objectives of the Regulations are: • To provide minimum uniform norms and standards for public school infrastructure; • To ensure that there is compliance with the minimum uniform norms and standards in the design and construction of new schools, additions, and alterations and improvements to schools which existed when these regulations were published; and • To provide for timeframes within which school infrastructure backlogs must be eradicated. The GDE infrastructure budget for the 2021/24 Medium-Term Expenditure Framework (MTEF) seeks to address national priorities aligned to the implementation of the

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Regulations as well as making provision for provincial and departmental priorities. Gauteng Province is facing a constrained fiscal environment; therefore, it is essential for the GDE Provincial Schools build programme to employ strategies for ensuring the maximum utility of all financial resources related to the provision of education infrastructure. The provision of infrastructure for the provincial institutions of public schooling is vital to ensuring sound fiscal stewardship of the public’s restrained resources. Provincial Priorities The GDE Infrastructure Programme is aligned to Growing Gauteng Together (GGT) 2030 and the following priorities of the 6th Term Administration, anchored in and guided by the Transformation, Modernisation and Reindustrialisation (TMR) programme and giving expression to the National Development Plan (NDP): Economy, Jobs, and Infrastructure; Education, Skills Revolution and Health. Gauteng Provincial Government (GPG) has committed itself to improving the quality of education through, inter alia, the delivery of adequate infrastructure to our schools. This has been a mammoth task as there were many disparities created by the past system. Significant progress has been made, which includes replacement of inappropriate structures and building completely new schools.

GDE Intervention The provision of education infrastructure in the province is geared towards the following: • New school infrastructure to address overcrowding and growth in the sector; • The replacement of schools entirely built from asbestos with brick and mortar structures as well as schools built using Alternative Construction Technologies (ACTs); • Additions and upgrades programme, to deal with existing overcrowded schools (existing schools where there is available land for additional classrooms and other educational spaces); • Rehabilitation and refurbishment programme, to address dilapidated schools, preserving the condition of the asset portfolio and keeping it in a functional state; • Conversion of ordinary Grade 10 classrooms into smart classrooms. This programme has also been extended to those schools that have achieved a 100% pass rate; and • Maintenance (reactive and preventative maintenance) to ensure functionality, a safe and healthy environment and preservation of fixed assets. A substantial allocation has been set aside for the Maintenance programme over the 2021/24 MTEF.

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Key strategic interventions have been put in place to respond to provincial needs and the following catalytic projects have been identified to complement and supplement the above extensive goals: • Accelerated implementation of the Grade 10 Smart Classrooms programme with access to computers and broadband internet; • Accelerated ACT programme focused on the provision of additional classrooms, grade R facilities, ablution facilities, libraries, and laboratories; and • Upgrades and additions to existing schools.

For the 2021/22 financial year, this corridor has been allocated R113.8 million, of which R14.1 million is allocated for the provision of new or replacement infrastructure assets, R47.2 million is allocated for rehabilitation and refurbishment programme, R48.8 million is for upgrading and additions work and R3.7 million for maintenance. Over the 2021 MTEF, the key projects in this corridor include Ribane-Laka Secondary School and Refitlhile-Pele No.1 Primary School.

4.4.3. Department of Social Development The Gauteng Department of Social Development (GDSD) engages in infrastructure development as an enabler to the delivery of the department’s core functions. New infrastructure programmes commence with a view to ensure equitable provision of services to previously underserved communities in Gauteng. Private services provision is largely unaffordable to the most vulnerable and needy, and often located in areas which are not readily accessible. Provision of infrastructure enable the department to provide an environment in which services can be rendered in line with strategic direction of the department with emphasis on maintenance and rehabilitation or renovation of existing facilities. The department is continuing to extend services to communities in townships and semi-rural areas of the province where distance has proved to be an obstacle for the department’s clients. It continues to engage in a programme of infrastructure development, including the construction of new facilities, refurbishment and upgrading, and life-cycle maintenance of its current assets, to ensure the provision of effective and accessible service delivery to the communities of Gauteng. The creation of a fully-fledged infrastructure development component in the organisational structure of the Department has significantly improved project planning processes. This has resulted in some projects being rescheduled to commence in the outer years of the 2021/24 Medium Term Expenditure Framework (MTEF), to permit improved planning and readiness for implementation. Over the past years, only limited maintenance and rehabilitation of the Department’s buildings have been carried out. While the buildings are in general solidly built and structurally sound, they are often in dire need of extensive repair, rehabilitation and

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127 restoration to ensure that they remain fit for purpose. Departmental immovable assets need to be properly refurbished and maintained to ensure that they continue to function as efficiently and effectively as possible to support the delivery of a wide range of services such as Child Youth Care Centres (CYCCs). The primary objective is to transform the institutions and improve the quality of services, aligned to minimum norms and standards. The majority of these centres are in excess of sixty years of age and are in need of comprehensive refurbishment and maintenance works to ensure appropriate standards of service and accommodation. Maintenance of GDSD infrastructure over the years has been on an ad hoc basis to mitigate emergency situations and provide temporary solutions. Over the 2021/24 MTEF, R75.9 million is allocated to the Northern Development Corridor. A budget of R24.3 million has been allocated in the 2021/22 financial year, mainly directed towards the Revitalisation programme of the existing facilities (Garankuwa, Desmond Tutu, Father Smangaliso Mkhatshwa CYCC, Itereleng Protective Workshop and Dr Fabian Ribeiro Centre). The budget is also driven by the planned construction of Soshanguve Inpatient Rehabilitation Centre. Father Smangaliso Mkhatshwa Child CYCC facility is the first to be prioritised for an overall revitalisation as per the 2018 Conditional Assessment of the facility, which is planned for implementation and to be completed in the 2021/24 MTEF, so that it can be fully operational.

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4.4.4. Department of Human Settlements According to the Housing Act, 1997 Section 9(1)(f) every municipality must as part of the Municipality’s process of integrated development planning, take reasonable and necessary steps within the framework of National and Provincial housing legislation and policy to initiate, plan, co-ordinate, facilitate, promote and enable appropriate housing development in its area of jurisdiction. The Housing Chapter or Sustainable Human Settlements Plan is defined as a comprehensive housing development plan undertaken by a municipality and should be able to be used together with the IDP’s spatial development framework and summary financial and operational related outputs such as the Capital Investment programme, a 5 year action programme and the integrated monitoring and performance management system. It is worth mentioning that the City has a Housing Chapter in place which was developed in 2014, in accordance with the IDP timelines and processes, the Municipality should by now have had a new plan that is valid for 5 years. In the compilation of the new Housing Chapter the municipality must ensure that it takes into consideration the newly gazette Priority Housing Development Areas (PHDAs). The PHDAs are intended to advance Human Settlements Spatial Transformation and Consolidation by ensuring that the delivery of housing is used to restructure and revitalize towns and cities, strengthen the livelihood prospects of households and overcome apartheid spatial patterns by fostering integrated urban forms. The Department is in the process of finalizing the Provincial Human Settlements Spatial Master Plan. Since the City will only start now to compile its new housing chapter, efforts should be made from both spheres to ensure alignment and a common pipeline. We appreciate the participation of the City in the UISP programme, and the two spheres should continue to work in linking the UISP with the projects that are earmarked by the City for formalization and maximize the available resources from both spheres. The most immediate action that the two spheres must hastily accomplish is the resuscitation of the coordinating forum for human settlements as this will not require any resources from either side. The Gauteng Department of Human Settlements (GDHS) will continue to deliver on its mandate of providing human settlements to the people of Gauteng. The housing value chain is central in the department’s planning process in this regard. To that end, development planning for the department becomes critical in that projects that make it into the Department’s Human Settlements Development Grant (HSDG) business plan are subjected to Project Readiness Matrix (PRM) tool. The PRM serves as a risk mitigant as projects that do not meet the project readiness criteria do not make it into the business plan. The creation of a reliable project pipeline is another aspect of the value chain for development planning that the department is currently investing in, in its province –wide Human Settlement Spatial Master Plan. As part of the accelerating human settlements delivery in the province, the Department is responding to the Provincial Executive Council’s call on the Rapid Land Release Programme (RLRP). People who can afford to build top structures for themselves are provided with serviced sites.

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The implementation of the Mega Projects by the department remains part of its strategy to move away from ‘housing’ to integrated and sustainable human settlements, with the number of mega projects under implementation increasing in the financial year 2021/22. Alignment of plans and commitments specific to the realization/provision of planned social amenities are a focal point, to ensure that the completion of the development. The resuscitation of Urban Renewal Programmes (URPs) is another strategic focus for the department in 2021/22. Integrated Planning and Budgeting is another critical component to improve the delivery of services to the citizens of Gauteng. While this has always been a challenge for the Department as a critical role-player in the delivery of human settlements, increased and focused efforts continue to be made to engage municipalities and other relevant role-players to work hand in hand with the Department to deliver integrated and sustainable human settlements. The department will continue to deliver its mandate through various programmes guided by the new 5 year strategic plan, APP and the HSDG business plan, among other key plans. The implementation of the Upgrading of Informal Settlements Programme (UISP) continues to serve as a catalyst for the upgrading of settlements that do not have the basic services, whilst a separate grant by the National Department of Human Settlements for the UISP is still being finalized. The following are some of the settlements that will be upgraded in the 2021/22 financial year and onwards:

 Boekenhoutskloof (Portion 80 of farm)  Haakdoornboom 267 JR  Louwbakens 476 JR  Rayton Erf 1041  Olievenhoutbosch Extension 27  Soshanguve Extension 19  Soshanguve Extension 4 & 5  Kameldrift 298 JR (Plot 1749, portion 2 of the farm)  Steve Bikoville (Kekana Gardens)  Danville/ Elandspoort  Lady Selbourne/ Suiderberg A budget of R1.28 billion has been allocated over the 2021/24 MTEF to projects to be implemented within the Northern Development Corridor. R1.26 billion is allocated for the provision of new infrastructure assets, while R19 million is allocated for the upgrading and additions programme. A budget of R439 million is allocated to the Northern Development Corridor’s 2021/22 financial year. The corridor’s major implementation projects consist of; Soshanguve Ext. 19, Winterveldt 3, Rama City, Lady Selbourne, Hammanskraal West Ext2 and Sokhulumi. 4.4.5. Department of Roads and Transport

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The infrastructure programme of the Gauteng Department of Roads and Transport (GDRT) is guided by the following departmental strategic priorities:

 To provide a balanced and equitable road network; and  To plan, regulate and facilitate the provision of public and freight transport services. The GDRT Infrastructure Programme is aligned to Growing Gauteng Together plan and seven priorities of the 6th Term Administration and specifically to the first priority of “Economy, Jobs and Infrastructure”. The key projects in this corridor include:

 The rehabilitation of road D483 (between Bapsfontein and Cullinan);  The upgrading of road K69 (from R104 Bronkhortspruit RD to Road K54 in Mamelodi);  The upgrading of K54 (from Mamelodi Tsamaya Road to R104 Bronkhorspruit Road);  The re-gravelling of projects in the Tshwane and Bronkhorstspruit regions; and  The acquisition of land for the K217 from K8 (R566) to K4 (Ruth First Road) Phase 1: Rosslyn Hub. A total of R642 million is allocated over the 2021/24 MTEF for the implementation of the projects within the Northern Development Corridor. 4.4.6. Department of Agriculture and Rural Development. The purpose of the Gauteng Department of Agriculture and Rural Development (GDARD) Infrastructure Programme is to provide support to different sub-programmes in the department by managing the planning and delivery of infrastructure programmes and projects. The infrastructure programmes includes upgrading of Agricultural parks, bulk infrastructure to service buildings and people staying at Nature Reserves, visitor facilities to facilitate tourism in the protected areas and buildings to facilitate environmental education and awareness. The GDARD Infrastructure Programme is aligned to the Growing Gauteng Together (GGT) 2030 vision/plan and five priorities of the 6th Term Administration which are as follows: • Economy, Jobs and Infrastructure; • Education, Skills Revolution and Health; • Integrated Human Settlements and Land Reform; • Safety, Social Cohesion and Food Security; and • Sustainable development for future generations.

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Over the 2021/24 MTEF, R13 million is allocated towards the projects to be implemented within the Norther Development Corridor. The allocated budget is for maintenance and repairs upgrades and additions to the nature reserves in this corridor. Construction of new staff housing, upgrading of Zeekoeigat Hall and Sleeping Quarters in Roodeplaat Nature Reserve is the key project to be implemented within this corridor. A budget of R12.9 million is allocated for the 2021/22 financial year. 4.4.7. Department of Sport, Arts, Culture and Recreation The core mandate of the Gauteng Department of Sport, Arts, Culture and Recreation (GDSACR) is to ensure increased access and participation, transformation of sport, arts, culture and recreation sectors through radical economic and accelerated social transformation that benefit all in the province, promoting nation building and social cohesion. The infrastructure programme of the Department is guided by the following strategic goals: To transform and modernize sport and cultural landscape which contributes to social cohesion and nation building;

 To transform Gauteng economically through creative industries and the business of sport  To develop, transform, promote, modernize sustainable library information and archival services; and  A capable and activist Administration, which contributes to a modern developmental state to promote good governance The GDSACR Infrastructure Programme is aligned to Growing Gauteng Together (GGT) 2030 and the following priorities of the 6th Term Administration: • Economy, Jobs, and Infrastructure; • Education, Skills Revolution and Health; • Safety, Social Cohesion and Food Security; and • Build a capable, ethical, and developmental state;

The Infrastructure programme includes the provision of Community Libraries and Archive Centres, Heritage Projects and Sports facilities. The aim of the Library and Archival Services Programme is to establish and maintain community and dual libraries in municipalities and to provide access to knowledge, resources and services to meet the needs of individuals and groups of education, information and personal development to achieve the broad imperatives of socio-economic development and promote a culture of nation building. The aim of the archival services is to ensure systems, knowledge and skills are in place for the depositing of documentation and records management in order to facilitate seamless access to information. The Department in accordance with its mandate to preserve heritage has identified the need to establish key monuments in the regions of Gauteng. The monuments

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132 should be established in remembrance of key historical events, while at the same time provide facilities to enable the development of local arts and culture. Over the 2021/24 MTEF period, a total of R3.2 million is allocated to the Northern Development Corridor for construction works completion of the Akasia Community Library, to pay the Final Account for Atteridgeville Community Library, to construct a multi-purpose sports facility at Rekopantse Primary School and to commence with the planning for the demolition phase of the existing HM Pitje stadium. 4.4.8. Department of Infrastructure Development The following six strategic objectives has been identified as key to the successful delivery of the Gauteng Department of Infrastructure Development (GDID) mandate, as well as providing direction to achieve the departmental vision:

 Sustainable infrastructure – expanded and well maintained public infrastructure which keeps abreast of the growing demand for such, to promote the development of the province and redress economic disparities;  Accelerated service delivery – delivery of infrastructure and maintenance accelerated to meet the direct and derived needs and expectations of the department’s client organisations and citizens;  Organisational development for building state capacity – technical and administrative capacity of the Department improved towards an efficient, effective and development orientated public service and an empowered, fair and inclusive citizenship;  Optimize state assets for economic development and supporting entrepreneurs – department leverages all state assets in a way that makes significant contribution to the economic development of the province and support of emerging and existing BBBEE entrepreneurs  Empowering communities through job creation in partnership with the public and private sector. The Department acts as a catalytic enabler for job creation, resulting in economic empowerment of communities in the province, with specific focus on women, youth and people with disabilities;  Integrated planning – the Departments adopts an integrated planning process that involves all stakeholders in pursuance of sustainable infrastructure and economic empowerment and job creation. The GDID Infrastructure Programme is aligned to the Growing Gauteng Together (GGT) 2030 plan and the following priorities of the 6th Term Administration, anchored in and guided by the Transformation, Modernisation and Reindustrialisation (TMR) programme and giving expression to the National Development Plan (NDP): • Economy, Jobs, and Infrastructure; • Integrated Human Settlements and Land Reform; and • Build a capable, ethical, and developmental state;

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In the northern development corridor, key projects that will be embarked upon during the 2021/24 MTEF include the maintenance Tshwane Regional Office and workshops at Steve Biko and Dr George Mukhari Hospitals. As well as the Roodeplaat Dam, and rehabilitation works also at Roodeplaat Dam. 4.4.9. Department of Economic and Development The Department indicated that they are doing a number of initiatives that needs to be incorporated into the IDP. They are responsible for assisting, coordination and facilitation of the SMMEs and there is room for alignment. They touched on Township Economy Revitalisation as one of the key programmes for cooperative governance. There are many undocumented collaborations between the City and the Department, especially when it comes to the Automotive Industries. The City have signed a Memorandum of Agreement recently that confirms our relationship to deal with planning and alignment.

4.4.10. Department of Community Safety The Department raised concern that co-ordination of Safety planning in the City is lacking. Community Safety Forum is not well organized. There are sporadic forums in the City, not well co-ordinated. The City of Tshwane does not have a city wide Safety Plan in the IDP. The City has not prepared Safety Audit. The City needs a Community Safety Forum to deal with issues of violence against women and children; reduction of corruption; and crime prevention through environmental design. To address this challenge the City is working closely with GIZ where it has had Safety Practitioners and IDP Official been trained through the partnership with SALGA on Community Issues. GIZ will further go into partnership with Municipalities to allocate resources to support Municipalities to compile Metro Safety Plans. The partnership will soon be dotted on the line to begin with the programme. Once done these plans will be reflected on the IDP and will be rolled out in partnership with active citizens. 4.4.11. Department of Cooperative Governance and Traditional Affairs A number of meetings were held with CoGTA. Part of the discussions with them is on how we are supporting Traditional leaders and the communities they serve. AmaNdebele ba Lebelo and AmaNdebele ba Ndzudza have had numerous engagement with the City to submit the list of needs and have listed projects in the IDP and nothing has been implemented. These are vulnerable groups on the outskirts of the City that need their areas to be formalised so that the City can provide services and amenities. The other discussions were pertained to Cross Boarder land transfers from North- West and Mpumalanga provinces that are delaying development. Emphasis was on the need to have a common steering committee that focuses on these issues. Some land parcels have been transferred to Gauteng Province and are yet to be release to

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134 the City of Tshwane for us to kick start projects. Cooperation at this level is paramount and without it service delivery will be compromised. 4. 4.12 Summary of Gauteng Provincial Allocation in Tshwane The following table summarizes the Gauteng Capital Expenditure in the Northern corridor for the 2021-24 Medium Term Expenditure Framework period. The total amount allocated includes construction of new infrastructure, maintenance and repairs, refurbishment and rehabilitation, and upgrades and additions.

DEPARTMENT MEDIUM TERM BUDGET ESTIMATES 2021/22 2022/23 2023/24 R’000 R’000 R’000 Health 540 456 575 961 441 671 Education 113 778 135 305 154 637 Social Development 24 290 26 172 25 425 Human Settlements 438 959 493 772 342 589 Roads and Transport 337 302 230 425 74 255 Agriculture and Rural Development 200 12 856 - Sport, Arts, Culture and Recreation 3 106 50 - Infrastructure Development 5 400 5 570 5 783 TOTAL 1 463 491 1 480 111 1 044 360

Gauteng capital expenditure is allocated (in R’000) as shown in the following chart for Northern corridor for the year 2021/2022:

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GPG CAPITAL EXPINDITURE 2021/22 Infrastructure Sport, Arts, Culture Agriculture and Development, and Recreation Rural Development (5400) (200) (3106) Roads and Human Transport (337302) Settlements (438959)

Education (113778)

Social Development, (24290)

HEALTH (540 456)

The Chart indicates that the three Departments that have been prioritised will focus on provision of Health, Human Settlements and provision and maintenance of Roads and Transport facilities. The Department of Education will also spend significantly in the City of Tshwane. 4.5 Gauteng Province & City of Tshwane IGR engagement The process of integrated development planning strives to systematically and transparently find solutions regarding the allocation of resources for service delivery. Municipalities use integrated development planning as a tool to plan future development in their localities in a sustainable manner, in collaboration with the community and stakeholders. Cities therefore have to interact with provincial and national departments on sector planning and implementation. This interaction is informed by the need for a coordinated and structured public service for the provision of services to communities. On the 5th May 2021 the City hosted Gauteng Provincial Departments on a virtual platform. Formal letters of invites signed by the Acting City Manager: Mmaseabata Mutlaneng was sent to Heads of Departments inviting them to engage on the City’s 2021-2026 IDP. The City of Tshwane presented its draft Integrated Development Plan and draft 2021/22 -2023/24 Medium-Term Revenue and Expenditure Framework (MTREF). The presentation included the Legislative Framework, the Community

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Participation Process, the City’s socio- economic profile, The City’s focus areas for 2016-2026, and investment in capital projects per region. The following Municipal departments presented their sector plans for the 2021/2022 financial year:

 Metro Police  Human Settlements  Health  Utility Services  Roads and Transport  Economic Development and Spatial Planning

Matters raised in the meeting included the following: 1. Housing – The Gauteng Department of Human Settlements indicated that they are pleased with the projects presented by the Housing and Human Settlements department as they are aligned with provincial priorities and have an impact on their work. The provincial EXCO has approved the Hostel Redevelopment Plan in January 2021 and have prioritised the development of Saulsville and Zithobeni Hostels. A follow-up bilateral will be held between the municipal and provincial sector departments to discuss a way-forward. The City of Tshwane has recently approved the Saulsville Hostels Urban Design Framework and the Mamelodi Hostels Urban Design Framework and they have both been published public participation. 2. Public Participation - There was a concern regarding the effectiveness of the public participation process in light of the COVID-19 pandemic. The City conducted public participation engagements at municipal community centres adhering to COVID-19 protocols, the prescribed number of people were in attendance, practicing social distancing and regularly sanitizing. All sessions were live streamed on social media platforms to allow for interaction with members of the community who could not attend physically. 3. The Spatial Planning department indicated that in the execution of their projects and during community consultations, they receive enquiries from communities regarding delivery of services which are the prerogative of the provincial government. It was proposed that such matters be packaged and forwarded to the relevant Head of Department with the acting City Manager’s signature. A Process Flow should be developed for matters emanating from IDP engagements. It was also proposed that Province and the City should hold joint community consultations so that matters are addressed timeously by the relevant sphere of government. 4. No-go areas in the City of Tshwane. The question of no-go areas in the City was raised with a focus on areas dominated by foreign nationals and collection of municipal rates in these areas. The City indicated that there are no no-go areas in the City and rates are collected according to municipal accounts.

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5. Role of Social Development in the City’s Disaster Management Plan and their inputs on the development of social facilities. The city indicated that they are working together closely with Provincial social development department especially when it comes to the three new social development centres in Stinkwater, Winterveld and Mabopane. In the IDP document we have a Chapter that deals with Disaster Management if there is additional information required, we will forward the request to the Chief of Emergency to provide additional information. 6. The Department of Education enquired about the provision of bulk infrastructure in Refilwe Manor. The City indicated that as soon as approvals are in place, there will be an infrastructure roll-out. 7. The impact of the Gauteng Economic Development Bill. It was proposed that follow-up meetings be held to operationalize projects and involvement of communities in the projects. It was noted that National Treasury is assisting Province with the Hammanskraal Township Development Strategy. It was proposed that the City and Province align activities and integrate economic development efforts. 8. There was a request to submit the City’s Safety Plan. Mr Manyama responded that they are working in partnership with GIZ to produce a Safety Plan. The City has recently approved the partnership and they will work closely with TMPD to develop the Safety Plan which will only be completed after six months and thus be included in next year’s IDP.

CONCLUSION Intergovernmental processes are a foundation on which services must be delivered by both spheres of government. There must be an concerted effort to integrate and align plans across all spheres of government in order for services to be delivered efficiently and so that the quality of life of communities can be improved.

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5 COMMUNITY PARTICIPATION

5.1 Introduction One of the City’s commitments is to promote public participation and consultation is based on constitutional and legal obligations including the governance model. To bring effect to this, the City has and will continue to promote participatory engagements with the communities in all its processes, including the development of the IDP. Public participation is not only being done as a compliance exercise but also as an honest engagement with communities in order for the municipality to outline all programmes that will be implemented within the 5 year cycle of the IDP that is informed by the priorities of the community. It also gives community members a clear understanding of the process that have been put in place by the municipality. This chapter aims to outline the legislative framework that guides community participation as well as community outreach processes that will be conducted in developing the 2021/26 Draft IDP. 5.2 Legislative Requirements regarding Public Participation Process on the IDP The development of the Municipal Integrated Development Plan is guided by Chapter 5 of the Municipal Systems Act, 2000 (Act 32 of 2000) (MSA). The Municipal Systems Act is founded on the constitutional principles of participatory democracy and cooperation. The following are some of the legislative requirements that guide municipal planning, including the IDP.

 The Constitution of RSA of 1996 {Sec 152 (e)} states that Local government must encourage the involvement of communities and community organisation in its matters – In this instance the involvement of communities and stakeholders in the general affairs and processes of Council such as the drafting and review of the Integrated Development Plan, functioning of ward committees, dealing with petitions as well as section 79 oversight processes and feedback mechanisms to allow participation is key to the process of involving communities in the City’s processes.

 Municipal Structures Act 117 of 1998: Section 72 states that it is the responsibility of a ward committee member to enhance participatory democracy in local government.

 White Paper in Local Government (1998) emphasises that political leaders remain accountable and should work within their mandates and allow consumers to have input on the way services are being rendered.

 Section 4 of the Traditional Leadership and Governance Act (Act 41 of 2003) states that “A traditional council has the responsibility to facilitate the involvement

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of the traditional community in the development or amendment of the integrated development plan of a municipality in whose area that community lives It is also important that communities own development taking place within its municipal space. The municipality should encourage members of the community to identify strategic projects that they would like the municipality to implement in their respective areas. Priorities that are operational in nature will be elevated to respective Regional Offices. In compliance with the legislative requirements mentioned above, the municipality has developed the Integrated Development Plan (IDP) and Medium Term Revenue and Expenditure Framework (MTREF) Process Plan which was approved by Council on the 20th August 2020, spelling out the process that will be followed during stakeholder engagement. 5.3 Participatory framework for the 2020/21 IDP review The purpose of this report is to outline the framework in which consultations with the community and various stakeholders were implemented during the National State of Disaster. The public participation process that is followed is in line with: Strategic Pillar 2: A City that cares for Residents and Promotes Inclusivity; and Strategic Pillar 5: A City that is Open, Honest and Responsive The context of participatory local governance in South Africa, is bound to the core objectives of section 152 of the South African Constitution, which is to provide a democratic and accountable local government for local communities, to promote social and economic development, to encourage involvement of communities and community based organizations in matters of local government and to ensure that the provision of services to the community way within the policy and legislative framework. The 1998 local government white paper and the Municipal Structures Act of 2000 explored four (3) key elements of participation which are: (1) to ensure maximum democratic accountability of the elected political leadership for the policies they are empowered to promote (2) consumer as end users who expect value for their money, (3) organized partners involved in resource mobilization for development. The City is faced with a challenge given the declaration by the President of the Republic of a National State of Disaster, which limits the number of people in indoor gatherings to 100 people on large venues and 250 people on Out-door venues under the level 1 Covid 19 restrictions. This posed a challenge to the city’s method of public consultations, such as town hall public meetings as the custom in the City. The limit on movement and gatherings

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140 poses an opportunity for the City to fully utilize the capacity it has developed, in particular with regards to the establishment of an e-participation unit within the public participation section in the Office of the Speaker, as approved in the 2017 organizational structure. Due to the Covid-19 Pandemic a new approach had to be developed for public participation. The Council approved the outreach concept on community and stakeholder consultation on the 28th January 2021. The purpose of the report was to inform Council of processes that will be followed to roll-out the public participation and to highlight challenges that we may face if we follow the normal contact meetings.

The tabling of draft IDP and Budget at Council must be done 90 days before the start of the new financial year (i.e. end of March 2021) as per Municipal Finance Management Act regulations. Upon approval the draft IDP and Budget must be communicated to stakeholders to enable them to submit inputs and comments within a legislated 21 days after the day of its approval. Engagement with communities and stakeholders on the proposals for comments and input on the draft IDP and Budget was done in terms of the MFMA Section 22 and 23 and MSA Chapter 4, Section 21. The consultation included Virtual meeting for wards that had access to equipment and were able to participate and raised issues regarding the IDP. There were also contact meetings that happened at various Community halls in all 7 regions.

A summation of all comments received has been presented to the Council prior to the approval of the budget. Approval of IDP and Budget must be done 30 days before the start of the financial year (i.e. by end of May 2021) as per MFMA section 16,19,24,26 and 87 and 53 and the MSA Section 38 to 45. The approval of the IDP and SDBIP must be completed by the end of May 2021 after consideration of public inputs and revision of the budget. E-participation can be broadly understood as the use of ICTs to provide high quality information and effective communication tools, for the specific purpose of empowering people for effective participation, in consultations and decision-making, both in their capacity as consumer of public services and as citizens. This means that given the capacity of ICT platforms to reach wider audiences of people within a short space of time, information is made available and citizens are then able to go through the information in the comfort of their homes, at a pace they are comfortable with and also make inputs that are thought out. The quality of comments on key legislation becomes more reflective of society and can be more aligned to the community needs. This also enables the municipality to seek the opinions of the community, without having to deal with the logistics of the conventional method of consultation. There are three (3) fundamental questions that must be asked in order to understand the impact of e-participation in the context of participatory democracy in local government. The first question relates to the “why” part, why broaden participation in local decision making, given the increased interest in the affairs of government, it is the role of public managers to constantly devise new mechanisms to ensure that they involve the community in affairs of government as envisaged in the Act 32 of 2000 section 16 of the Municipal Systems Act.

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Public participation tools that were used for public consultations: 1. Website

The City place the Draft IDP and Budget documents on its official website (www.tshwane.gov.za) for communities to have access to the reports to read and comment. 2. Newspaper Notices

Notices of the draft 2021/26 Tshwane IDP and Budget reports was published on the 30th March 2021 on 3 local newspapers i.e. Sowetan, Pretoria News and Beeld Newspapers informing the Citizens about the reports being available on the Tshwane website for them to view and provide comments. 3. Electronic Mail (E-MAIL)

The City utilized information from the secretariat division in the Office of the Speaker of all stakeholders and community members will be emailed the Draft IDP and Budget documents to provide comments and inputs. 4. Facebook and Twitter

The Office of the Speaker initiated a process with the Communication division, to utilize the official City of Tshwane Twitter and Facebook accounts, to share the link of the draft IDP and Budget documents thus requesting all stakeholders and community members to provide inputs and comments. 5. Radio Interviews

The City’s Communication Marketing and Events Department arranged local radio interviews where MMC were able to engage listeners on the contents of the IDP and which projects will be implemented in their Regions. The schedule of radio interviews is included in the table below.

Radio Listener Areas Languages Region Date and MMC allocated ship time of interview Pheli FM 37 000 Attlyn, English 3 26 April MMC Dikeledi (Atteridgevi Mazakhele area, Sepedi from18:00 to Selowa lle) Oustad, Setswana 19:00 Sausville, IsiZulu Matebeleteng, Pretoria west surrounding and Mamelodi Kangala 82 000 Bronkhorstspruit, English 5 & 7 26 April from MMC Mpho FM Refilwe, Rayton, IsiNdebele 18:00 to Mehlape-Zimu (Bronkhors Cullinan and 20:00 pruit) Mamelodi Mams FM 25 000 Mahube, Xitsonga, 6 21 April from MMC Dikeledi (Mamelodi) Nellmaphius, IsiNdebele, 19:00 to Selowa Pretoria Setswana, 20:00 East,Sunnyside, English and

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Radio Listener Areas Languages Region Date and MMC allocated ship time of interview Stanza Bopape Mamelodi and Eesterust Lingo Soshanguv 48 000 Rosslyn,Ga- Tswana, Zulu 1 23 April from Thabisile Vilakazi e FM Rankuwa,Mamel and English 15:30 to odi, 16:30 Hammanskraal, Warmbads and Attridgeville Moretele 103 000 Hammanskraal, Sepedi, 2 26 April from Thabisile Vilakazi FM Temba, Tsonga, 19:00 to Modimolle and Tswana and 20:00 Mabopane English Power FM 103 000 Gauteng English All 21 April 2021 MMC Fourie from 11:05 to 11:30

6. Online IDP Summit with Stakeholders

The IDP summit is usually a platform where the City meets and engages with strategic stakeholders on the IDP and captures their inputs and comments through the various commissions, the Office of the Speaker in conjunction with Group ICT facilitated a process to host an Online IDP Stakeholder engagement through the utilization of Microsoft Office virtual link. Stakeholders and Community Members participated and provided written comments. 7. Rekord Newspaper distribution to 309 400 households

A 12 page summary of the draft IDP and Budget was inserted in the Rekord Newspaper and distributed to 309 400 households. The distribution plan indicates number of copies distributed to various areas of the City. Areas were Rekord does not contribute were allocated to other service providers who managed to distribute and additional 400 000 copies of the insert. 8. Outreach Programme: Summary of community issues raised

The Office of the Speaker provided a schedule of meetings regarding the date and time when the Draft IDP and Budget meetings were held. This was advertised on newspapers Sowetan and Pretoria on the 21 March 2021. The meetings were clustered in Wards to allow engagements as follows;

Region Wards Date Time Venue 2 5,50 & 96 22/04/21 09h00 & 15h00 Virtual Platform 6 41,44,45,46 22/04/21 09h00 & 15h00 Virtual Platform 4 57,64,65,66,69,70,78,79 22/04/21 15h00 Virtual Platform 5 87,99,100 23/04/21 09h00 & Refilwe Community Hall 15h00 7 102,105 23/04/21 09h00 & 15h00 Bronkhorstspruit Sports Centre 7 103, 104 23/04/21 09h00 & 15h00 Ekgangala Community Hall

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4 48 & 61 23/04/21 09h00 & 15h00 Laudium Community Hall

6 6,28,38 & 67 24/04/21 09h00 & 13h00 Mamelodi West Community Hall 6 10,16,17,18,23,93 & 97 24/04/21 09h00 & 13h00 Stanza Bopape Community Hall 6 15,40 & 86 24/04/21 09h00 & 13h00 Nellmapius Community Hall 2 49,73,74 24/04/21 09h00 & 13h00 Makgoba Sebothoma Hall 1 37,39,89 & 90 25/04/21 09h00 & 13h00 KT Mothubatse Hall 1 11,25,26,27,88 & 94 25/04/21 09h00 & 13h00 Block X Community Hall 1 9,19 & 24 25/04/21 09h00 & 13h00 Winterveldt Multipurpose Centre 1 12,20,21 & 22 25/04/21 09h00 & 13h00 Mabopane Indoor Centre 2 8,13,14,76,75 & 95 26/04/21 09h00 & 15h00 Makgoba Sebothoma Community Hall 6 43 26/04/21 09h00 & 15h00 Eersterus Civic Centre 6 46,47,83,85,91,101 26/04/21 09h00 & 15h00 Virtual Platform

1 02,04 & 98 26/04/21 09h00 & Virtual Platform 15h00 4 77 & 106 27/04/21 09h00 & 13h00 Olievenhoutbosch Community hall 1 30,31 & 32 27/04/21 09h00 & 13h00 Ga-Rankuwa Zone 1 Community Hall 1 29,33,34,35,36 27/04/21 09h00 & Falala Gymnasium Hall 13h00 3 3,55,58,60,80,81 & 92 27/04/21 09h00 & 13h00 Sammy Marks Hall 3 7,51,62&63 28/04/21 09h00 & 15h00 Atteridgeville Community Hall 3 63,68,71,72 & 107 28/04/21 09h00 & 15h00 Mlambo Community Hall 3 1,52,53,54 & 84 28/04/21 09h00 & Virtual 15h00 3 42,56,59 & 82 28/04/21 09h00 & 15h00 Virtual

Community issues raised for IDP 2021-2026 This report provides an overview of the issues raised during public consultation process held in April 2021, for the new IDP of 2021-2026. The comments are categorized per main issue of service delivery. The information is packaged according to number of times (frequency) the issue is mentioned in comments and in descending order, which can imply how much of a ‘burning issue’ an issue is to the community. This could also be interpreted to imply priority issues according to perception of Tshwane community (the more burning the issue is, the more priority it should be). Total of 961 comments were received and captured. It can be observed in the report that ‘The provision and maintenance of roads, storm-water and transport facilities’ is the leading issue majority of Tshwane community spoke about, whereas The establishment of Ward Committees’ is the least issue the community spoke about. The chart below presents an amount of all the 32 issues (categories) raised during the public consultations held in April 2021 for IDP of 2021-2026, in descending order:

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The other important issue arising is the provision and maintenance of Electricity together with the upgrading of the Gomsand Substation including the upgrade of the waterline which were raised more often by various community members as a priority for the City. Also the provision of housing and formalisation of informal settlements came very strong as both these issues are inter-related. Table below shows top 10 issues in frequency they were raised during the public consultations held during April 2021 for IDP of 2021-2026, in descending order: Issue Frequency of the issue Percentage of total comments the being raised issue was raised 1. Roads and transport 139 14,46% 2. Electricity 109 11,34% 3. Rates and Tariffs 104 10,82% 4. Environment 89 09,26% 5. Gomsand Substation upgrade and waterline upgrade 89 09,26% 6. Water & sanitation 72 07,49% 7. Community Safety 54 05,61% 8. Sports, arts and culture 46 04,78% 9. Housing 42 04,37% 10. Formalization of settlements 40 04,16%

The issues raised by communities were considered by various Departments. Not all the issues can be addressed within this budget. A majority of issues that were raised

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145 are operational in nature and the City will within its daily activities attend to those issues. There are also many issues that are Capex in nature which will require departments to start planning for the projects. For a project to be funded it must go through certain processes within the Municipality to prepare it for funding. The issues raised will be presented to departments to consider in their future plans. CONCLUSION This chapter has dealt with issues relating to how the City undertook the public participation processes. It has illustrated how the stakeholder and community engagements were implemented through virtual and contact meetings. It indicated that various social media platforms were used to engage communities to solicit their inputs and comments in the IDP. It has also indicated the number of comments that were received and analysed. In conclusion, there a many issues of Opex in nature that will be addressed through the maintenance and operations budget. There are also many new proposed projects that the community have included as their wish list that will be considered during planning and roll-out in the upcoming years when the budget becomes available.

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6 METROPOLITAN SPATIAL DEVELOPMENT FRAMEWORK

The Revision of the Municipal Spatial Development Framework is required in terms of the Spatial Planning and Land Use Management Act (SPLUMA) Act, Act 16 of 2013. The purpose of the MSDF is to provide a spatial representation of the City Vision and to be a tool to integrate all aspects of spatial planning. The City of Tshwane has reviewed the Metropolitan Spatial Development Framework (2012). The draft MSDF (2020) was be taken through the public participation during and the comments received will be considered prior to the tabling of the MSDF together with the IDP in May 2021. The Spatial Development Framework (SDF) focuses on specific spatially targeted areas in the City. It is aligned to national initiatives such as the Urban Network Strategy and requirements for the built environment performance plan (BEPP). There is a need to thus focus on the legislative framework and the alignment of plans between all three spheres of government.

Figure 6 – Hierachy of plans

6.1 Legal and Policy Framework

The Municipal SDF is informed by the Municipal Systems Act, Act 32 of 2000 (MSA) and the Spatial Planning and Land Use Management Act, Act 16 of 2013 (SPLUMA). SPLUMA, in particular, guides Municipalities on how to prepare Municipal Spatial Development Frameworks. Section 21 of the Act, states that a Municipal Spatial Development Framework must –

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(a) Give effect to the development principles and applicable norms and standards set out in Chapter 2 (b) Include a written spatial presentation of a five year spatial development plan for the spatial form of the Municipality (c) Include a long term spatial development vision statement for the municipal area which indicates a desired spatial growth and development pattern for the next 10 to 20 years (d) Identify current and future significant structuring and restructuring elements of the spatial form of the municipality, including development corridors; activity spines and economic nodes where public and private investment will be prioritised and facilitated; (e) Include population estimates for the next five years; (f) Include estimates for the demand for housing units across different socio- economic categories and planned location and density of future housing developments; (g) Include estimates of economic activity and employment trends and locations in the municipal area for the next five years; (h) Identify, quantify and provide location requirements of engineering infrastructure and services provision for existing and future development needs for the next five years; (i) Identify the designated areas where a national and provincial inclusionary housing policy may be applicable; (j) Include a strategic assessment of the environmental pressures and opportunities within the area, including the spatial location of environmental sensitivities, high potential agricultural land and coastal access strips where applicable; (k) Identify the designation of areas in the municipality where incremental upgrading approaches to development and regulation will be applicable; (l) Identify the designation of areas in which – (i) more detailed local plans must be developed; and (ii) shortened land use development procedures may be applicable and land use schemes may be so amended (m) provide spatial expression of the co-ordination, alignment and integration of sectoral policies of all municipal departments (n) determine a capital expenditure framework for the municipality’s development programmes, depicted spatially; (o) determine the purpose, desired impact and structure of the land use management scheme to apply in the municipal area (p) Include an implementation plan comprising of sectoral requirements, including budget and resources of implementation.

In addition to the MSA and SPLUMA, the MSDF is also informed by another of policy frameworks and strategies including the:  Sustainable Development Goals and New Urban Agenda 2030;  Integrated Urban Development Framework, 2016;  Comprehensive Rural Development Programme, 2009;

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 Gauteng Transformation Modernisation and Reindustrialisation Strategy (TMR), 2014);  Gauteng Environmental Management Framework, 2010;  25 Year Gauteng Integrated Transport Master Plan, 2013;  Gauteng Rural Development Plan, 2014; and  Gauteng Spatial Development Framework 2030 (GSDF).

Cumulatively, these policy frameworks provide spatial directives that cut across several thematic areas that require spatial intervention and/ or transformation in the areas of:  Space Economy;  Human Settlements;  Infrastructure ;  Natural Resources;  Connectivity; and  Urban Form.

6.2 Planning Context -National Spatial Development Perspective (NSDP)

The NSDP calls for renewed focus on decisive interventions to ensure inclusive economic growth and to address poverty and promote social inclusion. The NSDP is South Africa’s first set of national spatial guidelines that establish an overarching mechanism, which enables a shared understanding of the national space economy, provides a principle-based approach to coordinate and guide policy implementation across government an interpretation of the spatial.

Chapter 8 of the National Development Plan states that the overarching principles for Spatial Development should be; Spatial justice; Spatial sustainability; Spatial resilience ; Spatial quality and Spatial efficiency. A Spatial Vision needs to inform policy. It must;  Tackle inherited spatial divisions  Unlock development potential  Guide and inform infrastructure investment and prioritisation  Manage and inform infrastructure  Manage contemporary economic and demographic shifts  Facilitate coordination between parts of government and other agents.

The NSDP assists government in confronting three fundamental planning questions (given our objective to grow the economy, create jobs, address poverty and promote social cohesion):  Where should government direct its investment and development initiatives to ensure sustainable and maximum impact?  What kinds of spatial forms and arrangements are more conducive to the achievement of our objectives of democratic nation building and social and economic inclusion?  How can government as a whole:

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(i) Capitalise on complementarities and facilitate consistent decision- making? (ii) Move beyond mere focusing on integration and coordination procedures to establishing processes and mechanisms that would bring about strategic co-ordination, interaction and alignment?

6.3 Gauteng Spatial Development Framework (2016)

The GSDF 2030 is guided and informed by the national legal framework; international, national and provincial spatial policy directives; and municipal spatial development frameworks. SPLUMA provides South Africa with a single land development process and regulates the compilation and review processes of national, provincial, regional and municipal SDFs. All spheres of government must prepare and adopt SDFs, guided by the development principles of spatial justice, spatial sustainability, efficiency, spatial resilience and good administration.

Provincial SDFs are an integral part of national spatial planning and governance. They are key components of the overall structure and functioning of provincial government, especially spatial planning and governance. GSDF 2030 is aligned with these guidelines of Gauteng: 10-Pillar Programme of Transformation, Modernisation and Re-Industrialisation 2014; 25-Year Integrated Transport Master Plan 2013; Provincial Environmental Management Framework, 2014, Gauteng Rural Development Plan, 2014; and the Gauteng City-region Integrated Infrastructure Master Plan, 2030. It also takes into account the United Nations Sustainable Development Goals 2030 and New Urban Agenda 2016, the African Urban Agenda 2015, the National Development Plan 2030, the Integrated Urban Development Framework 2016, the Strategic Infrastructure Projects 2013, the Neighbourhood Development Partnership Programme, the Comprehensive Rural Development Programme and the Pro-active Land Acquisition Strategy.

Provincial SDFs must be consistent with the national SDF and municipal SDFs. Where a provincial SDF is inconsistent with a municipal SDF, the premier must, in accordance with the Intergovernmental Relations Framework Act,2005 (Act 13 of 2005) (IGRFA), take all necessary steps to ensure consistency.

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Figure 6.1

Essentially, the framework seeks to (i) direct; guide; focus and align; coordinate and harmonise; all public infrastructure investments and development spending in the province, in accordance with a spatial development logic built on ensuring rapid, sustainable and inclusive provincial economic growth, township redevelopment, and decisive spatial transformation.

This underlying provincial spatial development logic has five aspects:

1. Maintaining and deepening the economic productive capacity of those areas where a large part of the provincial economy is concentrated 2. Pursuing densification, diversification and integration in those areas where a significant part of the provincial economy is concentrated, where the State owns significant tracts of land, and land prices are not as prohibitive as in the economic core areas 3. Focusing township redevelopment, including nodal and corridor development, in townships where most people live, that are most accessible and connected via public

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151 transport to the economic core areas and similar township areas, and that show evidence of the localised spatial forces necessary for growth and concentrations of diverse economic activities 4. Enhancing public transport connections with townships where fewer people live and hence economic accessibility is poorer, while at the same time focusing on skills development and supporting local economic development initiatives 5. Protecting those parts of the province that provide key environmental support services, are environmentally sensitive, have been formally demarcated as conservation areas, have high agricultural potential, or are used as or have the potential for eco-tourism and rural economic activities.

The Gauteng Spatial Development Framework (GSDF) is premised on building Gauteng as a sustainable city-region that allows agriculture to provide the link between rural and urban economic development, which is shaped by infrastructure led investment, and is based on public transport - specifically rail as the backbone of accessibility in the future.

As an integrated approach to spatial development, the GSDF contributes to reducing the cost of doing business in the Gauteng City Region (GCR) by indicating where resources should be spent and the nature and type of infrastructure investment that can create a more equitable society. This will allow the GCR to become more efficient in doing business by providing an enabling environment that supports economic growth through co-ordinated and structured investment spending. In this light the GSDF represents a dynamic spatial management system that is capable of setting broad-scale spatial strategic direction and, simultaneously, permitting detailed enquiry as to what this means spatially at any successive scale or level of planning (GSDF, 2016).

The GSDF sets the tone for much of the planning that is currently underway in all of the metropolitan municipalities in Gauteng. This is also true for the City of Tshwane. The outcomes that are to be achieved are important. The spatial planning and monitoring of strategies towards achieving these outcomes are underway. The BEPP and CIF will contain all of the content and programmes prescribed by the GSDF 2016 and will assist in the tracking, monitoring and adjusting of programmes and projects towards achieving these outcomes.

The City of Tshwane is part of the GSDF 2016 Review Reference Group and envisages that the GCR issues with a Tshwane planning and implementation imperative will be prioritised as part of repositioning the city as the country’s Capital City as well as its position in the GCR context.

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Figure 6.2: Gauteng City Region Strategic Initiatives

The Gauteng Spatial Development Framework (GSDF, 2016) elevates the prominence of Tshwane as part of the Gauteng Economic Core, an administrative capital city and home to the public sector is highlighted. The importance of the concentration of economic opportunities in the southern and eastern parts of Tshwane (now forming part of regions 5, 6 and 7) is also highlighted. The following five critical factors were identified in the GSDF and their spatial implications are included in the MSDF 2012: • Contained urban growth; • Resource based economic development (resulting in the identification of the economic core); • Re-direction of urban growth (stabilise/limit growth in economically non-viable areas, achieve growth on the land within the economic growth sphere); • Protection of rural areas and enhancement of tourism and agricultural related activities; and • Increased access and mobility.

The defined objective is to promote Gauteng as a Global City Region (GCR) i.e. “to build Gauteng into an integrated and globally competitive region where activities of different parts of the Province complement each other in consolidating Gauteng as an economic hub of Africa and internally recognized global city region”. The concept of global city regions can be traced back to the “world cities” idea by Hall (1966). The idea seeks to promote Gauteng’s development agenda by positioning the province as

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153 a globally competitive city region. The key objective is to reduce unemployment and poverty through promoting economic growth, integrated strategies and joint planning between the different spheres of government. The nodes of regional importance as contained in the Gauteng City Region Spatial Development Framework, as well as the regional transportation links are shown respectively in the above figure...

In terms of the spatial plan for Gauteng, the following are of specific importance for Tshwane: • Gauteng economic core, focussed along the R21 and N1 with Rosslyn as its northern anchor (and the Johannesburg CBD and OR Tambo International Airport in Ekurhuleni as the other anchors of the Economic Core). • The support of corridor development along the N1, and R21. • The importance of the R21, N1, Proposed PWV9, N4 (towards Bronkhorstspruit) and Proposed PWV2 as mobility spines. • Rosslyn, Mamelodi, Atteridgeville, Hammanskraal and Mabopane are highlighted as important economic development nodes with the Tshwane metropolitan area.

6.4 City of Tshwane Metropolitan Spatial Development Framework

The MSDF represents the spatial interpretation of desired growth and development

The MSDF represents the spatial interpretation of desired growth and development directions for the City. It spatially focuses economic and infrastructure development and gives spatial expression key development plans. Ultimately, the intention is to reverse apartheid spatial planning that would result in an integrated, equitable and efficient spatial form for Tshwane though spatial targeting actions that will support social and economic inclusion, improved economic efficiencies, sustainable settlements, preservation and enhancement of natural resources and enhanced resilience and efficacy of infrastructure delivery and use. The cross-cutting term for these interventions within the context of the MSDF spatial restructuring or spatial transformation. This is a spatial planning concept that aims at redressing an unsustainable spatial form by redirecting growth to areas of opportunity. It encourages development around nodes, densification along corridors, residential developments near areas of economic activity with supporting social facilities and defines spaces through spatial design. The spatial transformation actions of the MSDF are organised around the following broad themes:  Human Settlements and Growth Management;  Mobility and Connectivity;  Ecological Infrastructure; and  Engineering Infrastructure.

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6.2.1 Human settlements and growth management Tshwane’s sprawled city form has resulted in unbalanced urban growth and non- integrated development. Growth management is important in order to arrest and combat this. Growth management is a spatial concept that encompasses all aspects that ensure efficient, optimal and sustainable development of the physical environment. A key principle of this concept is smart growth. The smart growth principle guides development such that resources and services are provided in such a manner that they meet the demands of the affected population over the long-term. Growth Management tools include:  Nodes;  Compaction;  Densification; and the  Urban Edge.

6.2.1.1 Nodal Development and Spatial Targeting Nodes are those parts of the city where development should be focused. The widest variety of services and opportunities should be provided at nodal points, at degrees relative to their nodal status. Understanding that the current needs far outweigh the resources, it is important that the City focuses on the opportunities that exist for exponential growth and investment in the long term. These opportunities will be determined within the spatial vision by indicating where growth will occur in transport, housing, energy, water, recreation, education, health infrastructure and services, as explained by the smart growth concept. This focused investment is known as spatial targeting. Through spatial targeting, the spatial plan will promote efficient and effective resource allocation ensuring that resources such as infrastructure are delivered in the right place and at the right time. The spatial plan also provides a sense of certainty for the future and thus investor’s confidence. The City Profile that is presented in Chapter 1 of the MSDF makes it clear that the City must operate within the context of the greater Gauteng City Region so that it can position itself to be competitive relative to the other major nodes within the province. This means that nodes within Tshwane should serve a specific function either within the local, provincial or national context. Various nodes can complement others of be functionally independent. The key issue is that nodes within the city do not compete but complement and support each other so that the synergies between them maximize the potential of the city as a whole. The diversification of various nodes will allow resilience and adaptability by maximizing all spatial opportunities, in turn maximizing economic growth opportunities through strategic investment decisions. An important distinction is made between four main nodal typologies at the metropolitan scale:  Capital Core;

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 Metropolitan nodes;  Urban Cores; and  Specialise Activity Areas

Capital Core- the Tshwane Inner city is identified as the Capital Core as it is the city’s first order node amongst all metropolitan nodes. Traditionally, the inner city is also the Central Business District (CBD) of major cities. Tshwane is no different. Historically, the inner city was the geographic heart and centre of what is now the Tshwane area. Over time, though, due to the extension of the Tshwane boundaries, the Inner City is no longer geographically central, but still plays a very important role with regards to the concentration of retail, office and government buildings to be found in the area. The Capital Core must: • Be the focal point for housing government departments; and • Be developed to a higher-than-average density, supporting all principles of smart growth. Metropolitan Nodes- these are primary nodes of the highest order. These nodes accommodate the highest degree of service specialisation and offer the widest range of services. Often, metropolitan nodes will have regional/provincial relevance. In the Tshwane context, Metropolitan nodes are those nodes within the City (economically) benefiting primarily from the investment of the private sector. Equally important is that these nodes serve as economic hubs and focal points for employment opportunities. The role of the public sector in such nodes is to manage the rate of growth, provide infrastructure in line with the growth management plan and maintain the urban environment. Such localities are also where the most extensive land use rights, including densities, are likely to be supported, in line with the growth management strategy. Urban Cores- during apartheid, these so-called township areas were developed as a result of forced relocation programmes. Inevitably, these townships grew to accommodate large populations of low income or unemployed people. The economic circumstance was clearly evident in the quality of the physical environment. Under the new government, which was established in 1994, these township areas were identified, not as a blight in the urban fabric as previously thought of, but as beacons of opportunity, through the human capital that was concentrated within the various communities of the townships. Due to the great need that often belies such nodes, the government has to play a more active role in social and economic restructuring, especially in view of the limited private investment, relative to Metropolitan cores. These urban cores are also the most spatially and economically marginalised areas within the urban fabric. The Neighbourhood Development Programme (NDPG) is a nationally funded programme that aims to address the improved quality of environment in urban cores and is an important component of ‘township regeneration’ and supporting the ‘township economy’. The following township nodes have been identified to be implemented under the NDPG: Solomon Mahlangu precinct; Saulsville Station

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156 precinct; Hammaskraal station precinct; Mabopane Station precinct; Garankuwa and Olivenhoutbosch, CBDs. Specialised Activity Areas- there are nodes comprise of a significant portion of the City’s economic network and are characterised by largely mono-functional land uses taking up large, concentrated, and defined space. The character of the areas ranges from industrial to high technology smart industries, medical facilities, educational and research facilities. It is important to acknowledge these specialised activity areas not just in terms of their scale, but because of their sphere of influence in terms of generating movement, opportunities, and linkages with other areas. These linkages do not only refer to physical linkages, but also to “connectivity” in a broader sense, such as between institutions of learning and research. Specialised Activity Areas include such areas as:  Industrial Estates;  Research, Innovation, Education and Technology Institutes;  Airports; and  Tourism nodes.

The City also has a number of local and emerging nodes that are addressed at the regional and local planning level. The realisation of these localities into fully fledged nodes will depend on a number of factors specific to each node. While the future of these nodes is uncertain, the potential for greater development is clear. Identifying future urban areas also provides an opportunity to plan for the provision of new infrastructure and timely planning for growth that is sustainable. Emerging nodes will be managed subject to growth management principles. The MSDF is supported by 7 Regionalised Spatial Frameworks, which are, in turn, supported by a number of Local Spatial Development Frameworks and Precinct Plans. The details of these emerging nodes are discussed in further detail within the RSDFs, LSDFs and precinct plans, where available. A nodal area, being a concentration of land use and activity, should visually present itself to be different from non-nodal areas. The following are some of the characteristics of a well-developed, sustainable and liveable node: • Densified; • Compact; • Intense land use; and • High quality of street- and landscaping; • Pedestrian-friendly; and an • Aesthetically pleasing built environment. Further, a node must be: • Accessible with regards to providing ease with which a location can be accessed, using amongst others: o Well-structured paths for both vehicular and pedestrian access;

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o Integration of the local road network system with the pedestrian movement system; o Prioritisation pedestrian movement by providing direct, safe and convenient routes; and o An efficient and effective public transport service.  Legible by ensuring ease with which people can understand the layout of a place, using, amongst others: o Landmarks that provide orientation cues o Signage that assists with way-finding • Distinct in that the nodal function is clear through quality and intensity of environment and applying place-making principles (uniqueness of a specific location) where applicable by using, for example, piazzas, urban parks and monuments, for example

NODAL TYPOLOGY NODAL AREA Capital Core Central Business District or Inner City Metropolitan Nodes Akasia; Kolonnade; Brooklyn; Hatfield; Menlyn; Centurion; Bronkhorstspruit Hammanskraal/Temba; Mabopane/Soshanguve; Kopanong/Soshanguve Urban Cores south; Ga-Rankuwa; Atteridgevile/Saulsville; Mamelodi; Ekangala; Refilwe, Zithobeni; Olievenhoutbosch Babelegi; Ga-Rankuwa; Rosslyn; Klerksoord; Kirkney; Hermanstad; Pretoria Industrial; Sunderland Ridge; Industrial Estates Rooihuiskraal; Irene; Hennopspark; Samcor Park; Waltloo; Silvertondale; Koedoespoort; Silverton; Ekandustria. Council for Scientific and Industrial Research (CSIR) and Innovation Hub (Blue IQ); Highveld Technopark; Specialised Activity Research, Human Science Research Council (HSRC); George Areas Innovation, Mukhari Academic Hospital; Onderstepoort Research Education and Laboratory/Vetinary Institute; Steve Biko Academic Technology Institutes Hospital; Tshwane University of Technology; University of Pretoria; Thaba Tshwane Airports Waterkloof Air Force Base; Zwartkop Air Force Base Tourism Nodes Dinokeng Nature Reserve; Cullinan Emerging nodes (reflected within Haakdoornboom 267-JR, Rainbow Junction, Capital Park, Hazeldean, RSDFs and Precinct Cullinan, Woodlands, Wingate Park, Irene, Monavoni plans)

Table 6. 1: Tshwane Nodes

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Figure 6. 1: Tshwane Nodes

6.2.1.1.1 The Inner-City Revitalisation Strategy In 2014, the City approved initiated a revised multi-phase plan towards the revitalisation of the Capital Core. As the first order node within Tshwane, the Inner City requires focused interventions that are informed by an integrated framework, facilitated by a strategic, well-capacitated team and provided with the supporting enablers required for implementation. Projects that have been identified include:  Enhancing the image of the City through beautification of the City’s gateways and landmarks and through public art;  identification and development of a tourism route;  enhancing the integrated public transport network;  as the home to several national and local government departments, to create the ‘government estate’: a government boulevard and precincts that are attractive and functional;  development of West Capital, the western precinct of the Inner City, into a mixed-use residential area that includes Schubart Park; and  re-imagining the inner city as a desirable destination for investors, tourists and residents of the City, with a key focus on social spaces for the multitudes of inner-city workers.

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Supporting interventions and actions include:  Ensuring public safety;  Infrastructure assessment;  Development and implementation of urban design guidelines; and  By-law enforcement. The realisation of these initiatives will require political will and championship that transcends political terms of office, and a sustainable funding strategy. To date, the City’s Mayoral Committee has approved a draft Inner City By-law, which will enable the establishment of the Capital Commission, which is to be the special purpose vehicle that will drive the detailed development, facilitation and implementation of the revitalisation strategy.

6.2.1.1.2 Figure 6. Precinct 2: Delineati Planson of and the NodalInner City Profiling Although a single City, Tshwane is diverse in character when examining the spatial landscape.

Due to the varied nature of different spaces within the City, each node would require area-based solutions, within the context and desired outcomes of the Metropolitan and

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Regionalised SDFs. The local area spatial plan is known as the Local Spatial Development Plan or Precinct Plan. During the review of the (2018) RSDFs, a number of nodes were identified as being in need of local area spatial plans that required review, or nodes where SDFs had not been developed before, but due to developments in more recent times, precinct plans are now required and have been identified as follows:

Review of New Plan Spatial Policy Comment Existing Required? Plan? Region 1 – Short Term Implementation Needed urgently as a large amount of Pretoria North Pretoria North Precinct Plan application has been received and current Yes Precinct Plan SDF policy is outdated. The Precinct Plan is being reviewed as part Ga-Rankuwa Urban Hub Precinct Plan. Yes of the NDPG programme Tshwane Automotive City (TAC) Medium Term priority and normally work is Yes Precinct Plan being completed and it also on-going. Region 1 – Medium Term Implementation The Precinct Plan has been approved by Mabopane Station Urban Hub Precinct National Treasury for investment in the Yes plan node as part of the NDPG programme Region 1 – Long Term Implementation Can only commence with plan / framework Development Guidelines and access once detail design has been finalized in management along Activity Spines and terms of BRT Line 1B & C. Yes Streets in the Soshanguve Areas. Exact route and station locations are

needed. Can only commence with plan / framework once detail design has been finalized in Spatial Development Framework for the terms of BRT Line 1B & C. Yes Akasia Metropolitan Core. Exact route and station locations are needed. Can only commence with plan / framework Spatial Development Framework / once detail design has been finalized in Urban Design Framework for BRT Line terms of BRT Line 1B & C. Yes 1 B & C. Exact route and station locations are needed. Region 2 – Short Term Implementation Wonderboom Airport Precinct Plan No comment Yes Tshwane Freight and Logistic Hub No comment Yes Precinct Plan Region 2 – Medium Term Implementation Onderstepoort and Haakdoornboom No comment Yes Precinct Plan Rainbow Junction Development Node No comment Yes Precinct Plan The Precinct Plan is currently being Hammanskraal CBD Precinct Plan Yes reviewed as part of the NDPG programme Region 3 – Short Term Implementation Hatfield Urban Design Framework for Work has started. The University of yes public space and streets. Pretoria have appointed consultants to do

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Review of New Plan Spatial Policy Comment Existing Required? Plan? Hatfield Urban Design Framework for public space and streets. Spatial Development Framework / Draft Framework has been approved by Urban Design Framework for BRT Line Yes Council for public participation purposes. 1 A. The Saulsville Precinct Plan has been approved by National Treasury for Saulsville Urban Hub Precinct Plan Yes investment as part of the NDPG programme Spatial Development Framework / Draft Framework has been approved by Urban Design Framework for BRT Line Yes Council for public participation purposes. 2 A. Hazelwood Node Urban Design Work has started by private sector. Framework for public space and yes Line 1A is operational and needs a plan. streets. The work has been done by the Private Salvokop Urban Design Framework yes sector. Region 3 – Medium Term Implementation Can only commence with plan / framework Spatial Development Framework / once detail design has been finalized in Urban Design Framework for BRT Line terms of BRT Line 2 B. Yes 2 B. Exact route and station locations are needed. Can only commence with plan / framework once detail design has been finalized in Lotus Gardens and Fort West Precinct terms of BRT for the west. Yes Plan Exact route and station locations are needed The Precinct is experiencing some Marabastad and West Capital Precinct development especially the social housing Yes and urban management pressure Koedoespoort Industrial Area No comment Yes Management Eugene Marais Hospital Precinct No comment Yes Region 3 – Long Term Implementation Can only commence with plan / framework once detail design has been finalized in A precinct plan for the Council property terms of BRT Line 2 B. in Menlo Park/ Ashlea Gardens on 26th Exact route and station locations are street. needed. Project should be done Property Management section. Can only commence with plan / framework once detail design has been finalized in Arcadia North, Eastclyfe, Eastwood, terms of BRT Line 2 B. Yes Kilberry and Lisdogan Park Exact route and station locations are needed. Region 4 – Short Term Implementation Precinct Plan for Gautrain Station Needed urgently as a large number of (Centurion/ West Avenue). applications have been received and No Yes current SDF policy is outdated.

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Review of New Plan Spatial Policy Comment Existing Required? Plan? Growth Point prepare to pay for the upgrade in West Avenue in association with Tshwane Engineering Departments. Needed urgently. The construction of the terminus not in line with previous plan will have a profound influence in the development of the rest of the development Urban Design Framework and envelop of the precinct. Infrastructure Management Framework New plan should give direction to the Yes Yes for the Centurion Metropolitan Core. development of the rest of the precinct to include the future development of the International Convention centre and rest of mixed-use land uses in terms of the BCX agreement. Region 4 – Medium Term Implementation Urban Design Framework and Infrastructure Management Framework Monavoni Nodal Area (extension to No comment Yes Lanseria Regional Spatial Policy above). Urban Design Framework and Infrastructure Management Framework No Comment Yes for the Kosmosdal/ Samrand/ Olievenhoutvbos area. Urban Design Framework and Infrastructure Management Framework No comment Yes and Road infrastructure plan for the Raslouw AH Region 4 – Long Term Implementation Precint plan for the provision of services and guideline for development in green area for the eastern boundary outside of the urban edge where rapid No comment Yes development associated with the Lanseria Regional Spatial Policy, currently being drafted by Gauteng Region 5 – Short Term Implementation Derdepoort area TAC Precinct No comment Yes Refilwe-Cullinan Tourism Precinct and No comment Yes Rayton-Cullinan Tourism Precinct Gem Valley, Glenway and Yes Leeuwfontein area Region 6 – Medium Term Implementation Spatial Development Framework / Urban Design Framework for BRT Line No comment Yes 2 C and D. The Precinct Plan has been approved by Solomon Mahlangu Precinct Plan in National Treasury as part of the NDPG Yes Mamemelodi programme Greater Mamelodi Transitional zones No comment Yes (Train station) Precinct plans

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Review of New Plan Spatial Policy Comment Existing Required? Plan? This framework has been adopted as a Mamelodi East Urban Hub Master Plan for the Mamelodi East Safety Development Strategy. Yes Promotion through Urban Upgrade

Programme (SPUU) Mooiplaats Area Precinct. For areas within the Urban Edge currently under No comment Yes mixed use development pressure. Region 6 – Long Term Implementation Can only commence with plan / framework once detail design has been finalized in Menlyn Node Urban Design Framework terms of BRT Line 2C.

for public space and streets. Exact route and station locations are needed. Project should be done Property Management section. Region 7 – Short Term Implementation The area does not have a plan guiding Sokhulumi Agri-village spatial planning and land use management. Yes This area only depends on the Agri-village concept to guide land use. Region 7 – Medium Term Implementation There is an application for a proposed mall in the area which has not been finalise. Ekangala Area Yes This will be a catalyst for other developments. Region 7 – Long Term Implementation Zithobeni Area No comment Yes Table 6. 2: Precinct Plans

The City is cognisant of the fact that over time, this list may change, and further areas may become priority precincts for local area plans. As a means of bridging the gap between the need for numerous precinct plans and the City’s limited resources and stretched capacity, the City is open to accept assistance from the private sector, subject to predetermined criteria. In order to a private body or individual to identify a precinct in need of a local area plan, the outcome of developing such a plan should fulfil the following some or all of the following criteria at least:

CRITERIA CRITERIA DETAILS Integration 1. Fulfilling the outcomes of Spatial Transformation Zones 2. Within Integration Zones, as reflected in BEPP Urban Cores 3. Township centres 4. Within an Urban Core area with mixed land use development 5. Transit Orientated Developments 6. Developed in line with the approved RSDFs and MSDF 7. Focus areas includes Precinct Plans in Saulsville, Mamelodi, Garankuwa, Hammanskraal, Mabopane and Olievenhoutbosch.

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Transport 1. Falls within a node, as identified in the MSDF 2. Precinct plan to address Roads for (economic) Growth e.g. PWV 9 as identified in the MSDF and CITP 3. Within 5km radius of an active (not decommissioned) public transport station 4. Study area is geared specifically to address TOD and NMT in line with MSDF and CITP 5. Precinct plan geared to address detailed, integrated infrastructure planning in order to achieve spatial transformation outcomes as identified in the MSDF 6. Precinct plan geared to address the socio-economic needs of Marginalised areas as identified in BEPP Economy 1. Specialised activity node, as identified in the MSDF 2. Precinct plan to address Roads for (economic) Growth e.g. PWV 9 as identified in the MSDF and CITP 3. Study area is geared specifically to address job creation in line with Economic Strategy of the City 4. Industrial node as identified in the MSDF and in line with the Economic Strategy of the City 5. Precinct plan geared to address detailed, integrated infrastructure planning in order to achieve spatial transformation outcomes as identified in the MSDF 6. Precinct plan geared to address the socio-economic needs of Marginalised areas as identified in BEPP Sustainable 1. Study area is geared specifically to address public housing implementation in line with MSDF Human and Sustainable Human Settlements Planning Settlements 2. Precinct plan geared to address detailed, integrated infrastructure planning in order to achieve spatial transformation outcomes as identified in the MSDF 3. Precinct plan geared to address the socio-economic needs of Marginalised areas as identified in BEPP Table 6. 3: Criteria for the Development of Precinct Plan

Each proposal for a precinct plan will be evaluated on a case-by-case basis and the City is under no obligation to support the development of an precinct plan proposed by a private individual or body should it not fulfil or meet the requirements of the City at that time or should the City not have the capacity to support such a project for any reason. In addition to proposing an area in need of a precinct plan, the private sector may also provide necessary technical support and/or funding in order to develop such a plan. The City’s precinct plans are also subject to predetermined criteria i.e.: Precinct plans will be informed by a scope of works highlighting:  Status quo analysis (demographics, Built environment, Infrastructure, market, heritage, land use, transport network, natural environment); and  Spatial Development Plan (concept/vision, transport, economy, public amenities, open space, climate responsiveness, human settlements.

Components of the precinct plan should include:  Infrastructure Plan;  Urban Design Plan;  Urban Management Plan; and

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 Implementation Plan.  Stakeholder Engagement and Public Participation

Further to this:  A precinct plan may not be developed for purposes of amending the RSDF or MSDF;  No precinct plan developed without the endorsement of the City will be considered; and  Only precinct plans that are officially adopted by the City Council will be recognised.

These criteria may be updated from time to time, as required, and it is advised that one first communicates with the City prior to embarking on any related exercise to understand the latest requirements.

6.2.2 Compaction and Densification Urban density is a key part of the solution towards spatial restructuring; but it is not a one-size-fits-all solution. Higher-density settlement is closely associated with reduced greenhouse gas emissions per person. The growth of Tshwane should be directed inwards, towards the City’s nodes, with the highest densities being directed towards the Metropolitan nodes, mixed-use activity spines and specialised activity zones. Built- up areas should not be allowed to extend further outwards beyond the urban edge where it contributes to urban sprawl. Greater residential density allows for more and better transportation choices, including mass transit. Such densities also improve the walkability of neighbourhoods and access to services and amenities while decreasing sprawl and the consumption of land. Density depends on both dwelling unit size and household size. Increased residential densities are needed within business nodes in order to promote more affordable housing (facilitating accessibility to economic opportunities and decreasing travel costs). Compact, mixed-use, transit-served neighbourhoods have dramatically lower emissions per person – as much as half or less per capita of sprawl developments. The main objectives of densification and compaction are to:  minimise the footprint of the city;  prevent the destruction of valuable agricultural land;  reduce pressure for the development of open spaces and environmentally sensitive land due to the optimal use of available land; providing choice in terms of housing typologies;  improve the viability of public transport;

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 improve the efficiency of urban areas - increased convenience for the residents of the city in terms of improved access to goods, services and job opportunities as well as a reduction in travelling times, cost and distances;  improve use of service infrastructure;  increase the marketability of the city; and  reduce inequality

The programme for densification and the endeavour to reach the set objectives should be measured against a set of conditions or reservations, which ensure that densification occurs in a positive manner and does not occur without proper regard to the impact it may have on the way in which people live and the city functions. Densified neighbourhoods and nodes should still be liveable. These conditions are: • Structural environment: Densification should take place in a focussed and logical manner which can assist in transforming the current ambiguous/amorphous urban form into an area with an identifiable spatial logic and identity. Economic restructuring will benefit from promoting spatial access to economic opportunity and promoting job creation via the multiplier effect associated with building medium density housing stock; • Choice in housing options: Balance and diversity in the range of housing options, densities and typologies to serve in the needs, desires and income abilities of all the residents of the city should be ensured. One of the major problems with the establishment of residential areas in the CoT is that these areas more often than not are merely housing estates and not neighbourhoods in the true sense of the word. This applies to both middle income and lower income areas. For example, we see the bland environments that are being created by the RDP housing schemes, but the lack of true neighbourhood creation is also very evident in the middle-income areas; • Diversity: The population in a metropolitan area is highly heterogeneous. Planners involved in planning the compaction and densification of the city will clearly need to recognise this multiplicity of users and trips that metropolitan areas generate. A standardised, one- size fits-all approach to densification in different parts of metropolitan areas will not do. Densities will be informed by the desirability and appropriateness of specific densities at the related locations. Densities will range from low to high. Some areas may have a mix of densities, while others will have consistent densities throughout; and • High quality environment within a liveable city: Densification should bring about a positive change in the liveability and urban structure of the city. Compact, well-planned cities tend to be more liveable. Aspects such as low environmental quality, monotonous urban landscape and overcrowding, which can be the result of “one-sided” densification, should be prevented.

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The principles and sub-principles for densification are as follows: • Appropriate higher density housing opportunities at appropriate locations must be provided for all income groups; • Densification must contribute to the overall structure and functionality of the metropolitan area in that it takes place in a balanced, focussed and structured way; • Open space, farmland, natural beauty, critical environmental areas, and cultural assets should be preserved and enhanced; • Areas targeted for densification should be well served by public transport or have the possibility to be well served by public transport in future; • Areas targeted for densification should be treated as whole environments, with investment in infrastructure, landscaping, open spaces and social facilities ideally preceding higher density developments;  In areas of limited potential focus shall go beyond the provision of basic services, and further include human resource development, labour market intelligence and social transfers. Communities provided with information and opportunities are more likely to exercise their choice to access or even migrate to areas with greater economic potential; and  In rural areas the chief principle is to increase accessibility of rural people to basic services in support of survival strategies in the first instance and, in the second, to establish a base from which to start engaging more in productive activities. Given limited resources, policy should provide for basics for survival to all existing settlements, but no provision for additional settlement growth. Localities with some economic potential should receive higher levels and a wider range of services/facilities.

Areas targeted for densification should: o be well served by public transport; and o be treated as whole environments, with investment in infrastructure, landscaping, open spaces and social facilities ideally preceding higher density developments.

The development and retention of quality living environments should be ensured, which means that indiscriminate application of densification should be avoided. Mixed land uses in areas earmarked for densification should be promoted. Developments should promote safety and security. 6.2.3 Urban Edge

The urban edge (boundary) is a growth management tool that contributes towards the achievement of strategic objectives by conserving valuable environmental areas which would otherwise be compromised by development, and by promoting the use of

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Figure 6. 3: 25km Radius Around the Capital Core

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Figure 6. 4: Growth Management Strategies for Tshwane

6.2.4 Social Infrastructure Social infrastructure is critical for socio-economic integration. Our communities are often categorised by low, middle to upper income groups. Due to past policies, these communities have been accommodated in neighbourhoods based on either/both their income group and/or racial classification. Socio-economic integration redresses that imbalance by creating places of residence whereby communities are mixed and integrated through provision of different housing typologies for various income groups, with supporting social facilities and amenities that are essential for livelihoods such as government institutions, clinics, libraries, shops, transport facilities, places of employment and communal spaces such as parks and public squares. Many of the urban cores are still dependent on the Inner City or metropolitan nodes for the majority of their needs. The distance to and inaccessible location of poor neighborhoods highlights their dislocation and marginalisation since they have the lowest provision of social facilities, the longest travelling times and the highest population density. The primary aim of the Neighbourhood Development Partnership Grant (NDPG) that is allocated to municipalities by Treasury, is to create vibrant, quality spaces focusing on hubs of economic potential to act as catalysts for development. This includes, but not limited to developing squares, trading facilities and intermodal transfer facilities in largely dormitory areas, as well as the clustering of civic and social facilities around areas of potential to increase the economic viability of the areas and so attract and

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170 maintain private sector investment. The NDPG grant is exclusively targeted toward marginalised urban cores and is an important investment for township regeneration and township economy. Even in metropolitan nodes, the increase in residential densities will result in the reduction of private recreation and entertainment space. Special attention should, therefore, be given to the creation, design and management of public spaces as well as communal and social facilities (e.g., parks, sports fields, educational facilities etc.) in areas where higher densities are developed. Where space is limited or land is expensive, the use of multipurpose facility clusters is encouraged. A multipurpose facility cluster is a multifaceted facility under one roof or more, which offers a range of services such as social services, recreation, health, and other economic activities, in one location. Multipurpose facility clusters are generally located together with structural elements of urban settlements (at a transport stop/interchange, urban square, market, sports field, etc). This is also a viable option where several schools are required in a single locality but there is not enough space for separate sporting and recreation facilities. The advantages of establishing multipurpose facility clusters are:  Convenience, as all services are located at a central point, allowing people to accomplish more tasks in a single journey, equating to savings in both time and money;  Reduction in the cost of providing public facilities through the sharing of resources, equipment, and land;  Exposure for public facilities and encouragement of their use  Integration of different communities;  Reduction of inequalities in the provision of facilities;  Provision of greater security; and  Offsetting of transport costs.

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Figure 6. 5: Education Facility Cluster

An unsafe beautiful city is not of much use to residents, for who- apart from those who have no choice- would venture out to engage the City at risk of life or property? In chapter one, one of the key challenges facing that of Tshwane residents is that of crime. Safe and liveable communities require more than just a reliance on effective policing or a well-functioning criminal justice system. Crime is a complex social and economic phenomenon which links to a myriad of factors such as social change, urbanisation, power differentials, poverty, difficulties in integration, lack of opportunities, gender differences etc. The policy framework that would be required to deal with ‘safety’ should therefore be holistic, addressing issues of employment, urban planning and environment, education, transport, housing etc. The safety of the community can only be achieved by an effort which includes provision of recourse measures to the social and economic conditions which foster crime and victimization. Amongst Tshwane’s targets should be:  Safer city through environmental design;  Using technology for public security;  Visible policing;  Community capacity for safety through legitimate means;  Entrenched culture for respect of the law;  Integrated safety strategies through inter-disciplinary engagements and partnering with the community and all relevant role-players;

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 Efficient and effective response and recovery; and  Disaster Risk Reduction through risk reduction planning and initiatives. Disaster management activities are aimed at protecting lives, property and the environment. The importance of disaster management is to create safer and resilient communities through coordination of all pre-disaster risk reduction – as well as post disaster response activities within a framework of sustainable development. Road safety planning should ensure the accessibility of policing and emergency services to the community by protecting and investing more in strategic road infrastructure in order to improve response times and operational coordination.

6.2.5 RETAIL DEVELOPMENTS Retail is one of the most dynamic urban land uses/activities of our cities, towns and rural areas. The Retail Sector is a significant catalyst for urban development in Tshwane. Shopping centres have influenced and changed the spatial direction in many areas e.g. Menlyn Park Shopping Centre, Centurion Mall and the Kolonade Shopping Centre in Montana, Hatfield Plaza in Hatfield and Brooklyn Mall in Brooklyn. The development of these shopping centres initiated substantial redevelopment and new development within the vicinity of their trade areas. In fact, while the economic activity of all of the metropolitan nodes of the city may initially have been anchored by retail developments (with the exception of Hatfield which was additionally anchored by the University of Pretoria), over time the nodes have progressed to encompass additional diverse economic activity to the extent that the metropolitan nodes can serve all or most required needs (work opportunity, shopping, education, medical, residential, entertainment) of residents within or near that node. The City of Tshwane accepts that demand for retail space is mainly driven by consumer characteristics and profiles, population numbers and growth and the level of disposable income per sub-area, while the success of the retail sector is very much a function of economic conditions on the macro and micro level, changes in shopping behavior, new retail formats, changes in the rest of the urban environment as well as shopper preferences. Lifestyles play an important role in what goods and services consumers purchase. As with all development in the city, retail development should comply with the requirements of sustainable, efficient, equitable, convenient, and attractive environments. In the case of metropolitan nodes and urban cores, all developments should, as far as possible within the specific context, additionally respond to public transport-oriented development, within the ambit of sustainable and efficient development. The City will evaluate retail applications in line with the objectives of the Long Term Strategy of the CoT, Metropolitan Spatial Development Framework the Tshwane Retail

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Strategy (2007), Regional Spatial Development Frameworks and Precinct Plans/Local Spatial Development Frameworks, where applicable. These should be contextualised and interpreted on local level and are reflected in the Regional Spatial Development Frameworks for this purpose.

The following will form part of the evaluation criteria for retail applications:  Whether the proposed retail development is in line with the applicable spatial development framework/precinct plan;  Whether the category/scale of the proposed development is appropriate for the location;  Whether the proposed development contributes towards the objectives of transit-oriented development;  Whether accessibility to the proposed development is catered for by public transport;  Whether the proposed development makes provision for public transport (e.g. drop- off bays, parking for public transport, safe access of public transport users from transportation to shopping centre);  Whether the proposed development caters for informal trade in an integrated and formal manner;  How the proposed development adds value to the aesthetic quality of the built environment;  How the proposed development affects the natural environment; and  What the socio-economic impact may be on existing businesses within the study area/ neighborhood/ hub/ node/ precinct.

6.3 Mobility and Connectivity Corridors and Connectivity encompasses all aspects of transport, including non- motorised transport. Transport is important because it affects: • Spatial Form The goal is to define a spatial structure based on the nodal development (densification and intensification at strategic points) approach which is supported by public transport. An efficient spatial form will address matters of spatial restructuring and socio- economic equality. • Environmental Impact Transport systems are large consumers of space. The goal is to reduce the uptake of Greenfield sites through public transport and transit-oriented development. Optimisation of public transport systems with resultant reduction in pollution (air, noise, etc.) and travel time and cost. • Economic Development

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Mobility is one of the most fundamental and important characteristics of economic activity as it satisfies the basic need of going from one location to the other, a need shared by passengers, freight and information. All economies and regions do not share the same level of mobility as most are in a different stage in their mobility transition. Economies that possess greater mobility are often those with better opportunities to develop than those suffering from scarce mobility. Reduced mobility impedes development while greater mobility is a catalyst for development. Mobility is thus a reliable indicator of development. • Social Equity The goal is to reduce the economic impact of travel on communities that are far removed from work opportunities relative to residential location. The mobility gap between different populations can have substantial impacts on opportunities available to individuals. The manner in which people traverse the City is important. Those who can afford to do so, make use of private vehicles. The majority of the City’s residents have no option other than to rely on inadequate public transport, which is also becoming increasingly expensive and unsafe, with the consequence that many opportunities, including work opportunities and facilities are inaccessible to them.

Efficient, effective and reliant public transport systems (the basic building block of transit-oriented development) are dependent on a certain threshold of densities in order to support its feasibility. World leaders in public transport and overall urban efficiency far exceed the densities that are to be found in Tshwane. Transit-oriented development will optimise the potential and infrastructure capacity of nodes through economies of scale while combating urban sprawl through movement between and connectivity of focus areas of development. There will be a reduction in the cost of providing public facilities through the sharing of resources, equipment and land, thus creating a more affordable City.

The sustainability of the nodal concept is dependent on connectivity and ease of access from one node to the other. The success of all focused spatial interventions relies on the adequacy of that spatial form to meet the needs of all users. As efficient as a node may be within itself, the node will not be sustainable if the target users cannot access it. The regional profiles in chapter 1 indicate clearly that Tshwane accommodates quite a number of nodes, some performing very different functions, while others are quite similar. The synergies that exist between the various nodes are what enable many of them to be sustainable. But those synergies cannot exist without efficient linkages between the nodes. Connectivity via the movement system effectively strings the city together, making it ‘smaller’ and providing equal access for all residents to all nodes, integrating labour markets and providing flexibility around options for residential location versus one’s place of work. The movement system in an urban environment is literally the arteries of the city – without these linkages there can be no economy, no inter-relatedness, and no “life”. Movement systems can be used to create access, structure settlements, and promote

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175 integration, diversity and mixed land use. Movement (flows of people, finance, goods) defines the energy networks of settlements. Accordingly, more continuous lines of movement represent planes of greater accessibility and, therefore, become the more desirable planes of connection for intensive use. Significantly, the energy potential contained in lines of movement is released through stopping, not through movement. Different movement modes have different patterns of stopping. Spatial restructuring will require that future settlements are to be developed along corridors and within nodes in order to redress the spatial distortion caused by past policies. These specific actions can be achieved through transit-oriented development (TOD). 6.3.1 Transit-Oriented Development and Priority Areas for High Density Development Transit-Oriented Development is development that is anchored by a transit station. TOD incorporates densification, intensification and compaction of mixed land use in close (walking distance) proximity to significant transit connections. The intention of TOD is to maximise the potential of developed land, create the population threshold required for sufficient ridership of public transport, reduce the carbon footprint by combating sprawl and promoting pedestrianism thus reducing reliance on private vehicle usage and creating vibrant 24-hour centres that provide sustainable human settlements.

Figure 6. 6: Hierarchy of TOD

TOD creates a more liveable city for the resident and benefits include:  Pedestrian and cycle-friendly environments where the pedestrian and cyclist is given priority over vehicles and encouraging healthier lifestyles;  A focal point for activity and investment within a City;  A mix of complementary land uses in close proximity to one another, creating active social spaces;

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 Reduced parking space, increased active and social spaces  Reduced traffic congestion;  Reduced development footprint as less roads and road reserves are required;  Reduced carbon footprint;  Reduced household spending for those living within the precinct or commuting using an affordable transit system; and  Higher, more stable property values.

Current parking requirements in Tshwane especially for retail and office developments encourage private vehicle use and detract from the potential to create the threshold required to support an efficient public transport system. Development within nodes should be done with a view towards transit-oriented development, minimising provision for private vehicles. Parking requirements of the city should begin to fall in line with current land use policies as espoused in the MSDF and RSDFs. 6.3.2 Integrated Public Transport: IRPTN vs BRT vs IPTN The City’s movement system comprises of three of the four forms of transportation i.e. Rail, Road and Air, excluding Maritime transport. The manner in which all three of these transport means are developed, managed, maintained and integrated will largely determine the success of the nodal concept. While Tshwane has a comprehensive system of higher order mobility routes and development corridors, there are still several localities that are not adequately catered for. Integrated transport planning within Tshwane includes not only the planning side of things, but also intergovernmental relations. Some of the major corridors within Tshwane fall under provincial or national control and not under the local authority. Thus, co-operative planning and implementation amongst different levels and spheres of government will remain pertinent to the process required to address such areas. As a component of road transport, the Integrated Rapid Public Transport Network (IRPTN) represents public transport services that are ‘rapid’ in that they have designated lanes or are built in such a way that they are faster than other forms of public transport. Thus, the Bus Rapid Transit (BRT)/ Tshwane Rapid Transit (TRT) forms one component of the IRPTN. This may, in some instances, include rail such as the Gautrain. The Integrated Public Transport Network (IPTN) includes both the IRPTN and all other forms of public transport i.e. standard bus services, taxis, NMT, rail, BRT, etc. The BRT is currently the only component of the IRPTN that has been built by the City. Gautrain was built by province and forms a part of the IRPTN. Long distance rail should also be considered part of IRPTN, but due to some failings in the maintenance of rail infrastructure, there are often several delays experienced by commuters. For an effective and efficient transport system to support the entire extent of the City, it is important that the entire IPTN is taken into consideration and that there is not undue focus on the BRT as there are many areas of the City that currently have no access to the BRT. The long-term planning of the BRT network also only covers parts

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177 of the City and there are many communities that are still reliant on the other forms of public transport. In view of constrained financial resources and the investment that the City has already made in the IRPTN, high density housing and mixed land use investment in support of TOD should, as far as possible, be channelled towards already completed and existing parts of the IRPTN. 6.4 Engineering Infrastructure Servicing costs are drastically increasing as distances increase and the city has difficulty even maintaining existing infrastructure. The high capital and maintenance costs of development in peripheral areas thus need to be considered carefully. The availability of bulk services within an area should be considered before supporting a new development. Due to the high cost of providing bulk infrastructure in low density areas, urban sprawl should be discouraged. It is imperative that available infrastructure within the nodes are used optimally. This requires densification and intensification of land uses through compaction and infill developments. Transit-oriented development will optimise the potential and infrastructure capacity of nodes while combating urban sprawl through movement between and connectivity of focus areas of development. The NDP further indicates that infrastructure unlocks the development potential of rural areas. Appropriate levels, form and location are important, given that infrastructure investment is less cost effective in lower density areas with small economies. The question is not whether infrastructure should be provided in rural areas, but what levels and forms of infrastructure should be provided, where it should be located and how it should be funded. As far as possible, upgrading/re-use of infrastructure rather than expansion should be encouraged. Proper maintenance and upgrading of existing infrastructure is more cost-effective than expanding and thus creating more maintenance costs. Beyond the engineering infrastructure is the matter of the natural resources that are required in order to provide for the sustenance of human life and the economy i.e. energy and water. In order to inform optimal localities for the provision of new infrastructure (where existing infrastructure proves insufficient):  Infrastructure should be focused where the highest population densities are;  Planning for future infrastructure should be aligned to population growth areas;  Infrastructure investment should be targeted towards productive economic nodes and corridors;  Investment should be prevented in areas where population growth is discouraged e.g. inability to provide infrastructure due to geotechnical conditions; or areas too far from economic cores and city nodes; areas within flood zones;

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 Infrastructure standards for rural nodes need to be developed for Tshwane, so that quality infrastructure that is appropriate for context of rural communities can be achieved;  Proposals should not be supported if bulk infrastructure capacities are exceeded or satisfactory service arrangements cannot be made; and  Engineering infrastructure should be resource efficient and climate responsive where possible. There is good evidence that intentionally pursuing green infrastructure as a strategic approach at the city-level can assist in addressing issues of: o Rainwater drainage, which, in turn, can mitigate the effects of drought through supporting collection and storage strategies; and o Urban heat island effect, which, in turn, can reduce overall temperature.

Grey-green infrastructure should become part and parcel of infrastructure planning in the city in order to mitigate very real negative health and economic impacts on lives and livelihoods from the impacts of climate change. 6.5 Ecological Infrastructure Ecological infrastructure refers to naturally functioning ecosystems that generate or deliver valuable services to people to support their economic activities and enhance or maintain their quality of life. Spatially, South Africa’s ecological infrastructure is defined as (1) existing protected areas, (2) fresh water bodies, (3) the strategic water source areas, and (4) Critical Biodiversity Areas (CBAs). The transformation of physical land from one use to another inevitably implies that natural ecological systems and cycles are disrupted, with a consequential loss of the ecological infrastructure that helped maintain the integrity of the land. Ecological resources are irreplaceable and should thus be one of the major structuring elements guiding the development of the city instead of unplanned urban growth taking precedence and open space becoming merely land that is not desirable for urban development and thus ‘left over’ space. At present, the economy is overly and unsustainably resource intensive. In view of projections for decreasing rainfall (coupled with extreme weather events) it is imperative that water planning becomes part and parcel of each and every sector across the board. The design of buildings and properties need to incorporate strategies that will allow for water harvesting and retention. Existing freshwater bodies should be protected from any infringements from development. There is also an understanding that that intentionally pursuing green infrastructure as a strategic approach at the city-level can assist in addressing issues of: • Rainwater drainage, which, in turn, can mitigate the effects of drought through supporting collection and storage strategies; and • Urban heat island effect, which, in turn, can reduce overall temperatures

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Green infrastructure and building design should become part and parcel of infrastructure planning and the built environment in the city in order to mitigate very real negative health and economic impacts on lives and livelihoods from the impacts of climate change. The spatial plan espouses the conservation of environmental resources – specifically conservation areas, heritage sites, open space and sensitive areas, not only for their own sake or those of residents, but also as an economic asset that can attract tourists. Areas of high agricultural potential need to be protected for exactly that use within the context of growing this economic sector and also ensuring food security for the future, if necessary. Urban development needs to be done strictly in compliance with the urban environmental management zones that have been identified in the Gauteng Environmental Management Framework and the land use development guidelines of the Tshwane Bioregional Plan. The Climate Action Plan of Tshwane, once finalized, will also be an important informant for infrastructure provision and other areas of development. 6. 6 Urban Network Structure and Economic Integration The Urban Network Structure/ Strategy (UNS) is a spatial targeting tool being implemented as a national policy directive that informs spatial planning at both a provincial and regional scale and forms the basis of the BEPP by providing a spatial approach against which to target investment. The UNS seeks to achieve spatial restructuring through meaningful linkages of marginalised areas to areas of opportunity. The marginalised areas are connected to opportunity areas via an integration zone. The UNS concepts find full expression within the MSDF as such:

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Table 6. 4 UNS vs MSDF Terminology

The marginalised areas of the city are the urban cores, as identified in chapter 1. Marginalised areas are in need of focused economic responses. In urban cores, this related to the revitalisation of the township economy. It then becomes important to identify the economic network of the City as part of the ‘opportunity’ profiling. Tshwane’s economy is varied and nuanced and includes specialised activity areas such as various tertiary hospitals, research and development institutions, academic institutions, tourism areas and mixed manufacturing in various industrial areas. Tshwane plays an important role in the economy of Gauteng. Some of the best performing sectors include community services, finance, and transport. The City’s key economic opportunity areas are to be found in metropolitan nodes and specialised activity areas. Understanding which of the sectors and economic localities are most ‘job absorbing’ as opposed to only being revenue-generating is important. For this, detailed economic profiling will be required. This will provide insights on which locales are thriving, declining, or maintaining performance. In turn, this will give an indication of whether (or what type of) investment is required in that area and also how to prioritise investments in the different localities.

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Figure 6. 7: Urban Network Structure

Source: Built Environment Performance Plan, 2020-21

As part of the UNS, the BEPP has prioritised Economic Development Priority Quadrants (EDPQs) into medium to long-term implementation priorities. The BEPP EDPQs identified for medium-term implementation at the time of development of this MSDF consist of the following, in order of priority: 1. Inner City (Capital Core) The Capital Core is the highest order node within Tshwane and accommodates a mix of land uses, with a high concentration of retail and office space. One of the anchoring tenants in Tshwane is the national and local government. Government is one of the most significant employers or players in economic value chains within the City. Over the last few years, many buildings are also being re-purposed for medium- to high-density residential use. Should the Inner-City Revitalisation Strategy of the City be implemented, there is significant scope for redevelopment and job creation within the CBD. 2. Rosslyn/ Wonderboom Quadrant The 2015 CITP earmarked Rosslyn as one of the key employment nodes in the City. Rosslyn is a key industrial area, and accommodates the Tata, BMW, and Nissan/Renault vehicle assemblers. It also hosts a number of other vehicle

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component manufacturers. Functionally, Rosslyn and the Klerksoord industrial areas form a single larger precinct. Both areas have ample land available for development. Tshwane, in collaboration with the Automotive Industry Development Centre (AIDC), envision the development of an Automotive City in the area. This is to include: • A logistics node; • Commercial and recreation node; and • Community and civic node. One of the key requirements for opening up opportunities within the Rosslyn areas is the proposed extension of the north-south PWV 9/ R80. Should the plans for the Tshwane Automotive City be realised (TAC), this precinct will become an even more significant employer and driver of economic growth within the City. The Wonderboom Airport is seen as an opportunity for positive catalytic effect on development within Region 2 of Tshwane. The area is in close proximity to the Capital Core, existing infrastructure (such as the N4) and the momentum of existing developments within the industrial area of Rosslyn all add impetus to the possibilities that exist for economic opportunities owing to the strategic approach to the further development of the Wonderboom Airport. Transnet Pyramid South, less than 8km north of Wonderboom Airport, is a freight hub that has been pegged to be further developed to become an intermodal-freight hub on a larger scale. This proposed Pyramid South Hub, together with Wonderboom Airport and the Tshwane Automotive City in Rosslyn and the potential logistics corridor that can be developed is an example of an Agglomeration of Economies. While not physically in the same locality, the cooperation between the three economic anchors within the City can create an added logistics economy. 3. Waltloo/Silverton Quadrant Silverton, approximately 35km away from Rosslyn, is home to Ford Motor Company. In 2019, The Department of Trade and Industry declared that Silverton would be home to the Tshwane Automotive Special Economic Zone (SEZ). As an extension of the Gauteng Province's greater OR Tambo Special Economic Zone, the Tshwane Automotive SEZ is aimed at driving investment in the City of Tshwane, supporting the economic development of surrounding communities and, ultimately, becoming a world-class automotive manufacturing hub. Waltloo, like Klerksoord, is functionally aligned with Silverton, and together, they form a larger industrial precinct. All of these quadrants have been identified as areas with significant potential for growth and job creation and will thus be targeted for economic infrastructure and investment, subject to the BEPP prioritisation process.

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Figure 6. 5: BEPP Economic Development Quadrant

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Figure 6.8: Economic Network

6.7 Climate Responsiveness and Sustainable Development Sustainable development is a pattern of resource use that aims to meet human needs while preserving the environment so that these needs can be met not only in the present, but also for generations to come. Sustainability within the built and natural environment refers to spatial types and morphologies related to intensity of use, consumption of resources and production and maintenance of viable communities, green development, a reduced carbon footprint and an agglomeration of services and amenities. This also ensures the delivery of infrastructure and services in a strategic manner that yields impact and an affordable manner that supports the financial sustainability of the governing authority. The most adverse impacts of climate change are likely to be in urban areas where people, resources, and infrastructure are concentrated. Climate changes are attributed to rising greenhouse gasses (GHGs) emanating from human activities. These include urbanisation, land use change, deforestation and land conversion from agricultural use. In Tshwane, the largest contribution to the 2014/15 greenhouse gas emissions inventory are the emissions from industrial activities followed closely by community-based transport activities. Climate responsiveness means that the responsibility to respond to climate change impacts and consequences will fall onto city governments and their communities.

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Therefore, a strong local commitment and organization is required influence behavioural and technological change to reduce carbon emissions and the consequences of climate change and regional threats they represent. The response to climate change impacts are in their essence urban governance and management issues. The effects of climate change can be mitigated through:  The use of green-green infrastructure;  Organisation of space that reduced urban heat island effect;  Protecting minimally developed or undeveloped areas and biodiversity through compaction, densification, and infill of already developed area;  Technological advances in various sectors to reduce greenhouse gas emissions;  Being proactive with regards to water and energy demand management;  Being proactive with regards to water harvesting and retention; and  Being proactive with regards to alternative (clean) energy sources.

Sector-specific interventions will be addressed in the Tshwane Climate Action Plan, once finalised. 6.8 The Spatial Vision The City of Tshwane, the administrative capital of South Africa, needs to be a leader in sustainable and innovative development. As a Capital City, Tshwane should be amongst the most liveable amongst African nations, if not the world. A liveable city is convenient, efficient, safe, attractive and cost-effective for work, play and stay, meeting the needs and preferences of citizens taking into account broader social, environmental and economic interests. In summary to the spatial directives given in the prior sections on the spatial directives of this MSDF, it can be said that spatial transformation is the objective of this MSDF. Spatial transformation an all-encompassing strategic approach that will assist us to become a leading city. Spatial transformation is about improving quality of life. It’s about maximising employment opportunities; it’s about not spending unnecessary hours in traffic- getting a mother that works 60km away from home back to her children earlier in the day than later in the night. Spatial transformation is about providing a space for people across different income groups to interact with one another in the same communities; it’s about breathing clean air, protecting limited natural resources and living healthier lives. Spatial transformation is the key to attracting investment into our cities though creating economies of scale through an efficient space economy: supplying the demand, in an efficient, effective and sustainable manner. Spatial transformation is about good governance and advancing the service delivery in a meaningful, impactful and more affordable manner.

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The spatial vision then is to become Spatially Efficient Capital City that Liveable, Sustainable, Competitive and Resilient:  Livable City A livable city is a well-governed city. A livable city can encourage economic activity through the attraction of a skilled workforce that brings their expertise to the city, ultimately contributing to the knowledge economy. The city can become an attractive force by being one of the most ‘successful cities’ addressing quality of life matters. A livable city further attracts tourists and investors that spend their money in the city. This tourism can either be for leisure, recreation or business, and a city that offers the required quality infrastructure that supports one or all of these will attract more tourists. An important factor determining why people choose to visit or invest in a particular place is the "atmosphere" or the "cultural identity". Tourists now look for the "local culture" , wanting to visit a particular art gallery, monument or place of natural beauty. Also a desirable location, good educational facilities, a friendly, caring community, a healthy and safe environment, good quality housing, and a competitive, stimulating local atmosphere are essential for business development. Therefore the "image of the local community" is becoming more significant to attract investors and tourist to that area. A livable city that additionally runs on a comprehensive mobility and connectivity system for passengers and freight also reduces the cost of doing business, effectively stringing the city together, making it ‘smaller’ and providing equal access for all employees to all economic nodes and integrating labour markets. Such a connected city requires the support of an efficient and effective space economy where settlement and economic development opportunities should be channeled into activity corridors and nodes that are adjacent to or that link the main growth centers. Transport (and other) Infrastructure investment should primarily support localities that will become major growth nodes. • Sustainability: Optimising the use of land through compaction, densification, infill and consolidation, resulting in a city with spatially integrated equal opportunities, correcting spatial imbalances, creating integrated sustainable settlements and advancing social equity through inclusive development. Sustainable communities with clean, healthy and safe environment and integrated social services.

• Competitiveness: Instilling investor confidence by ensuring a well-managed quality-built environment through enforcement of relevant legislation, maintenance and management of infrastructure and strategic investment in infrastructure focus areas targeting broad-based economic growth that leads to a productive city. • Resilience: Being innovate and adaptable, whilst maximizing spatial opportunities and in turn maximizing economic growth opportunities through strategic investment decisions.

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The spatial vision should deliver on these positive living conditions through tangible expression in the built and natural environment. The game-changers to be employed will include: o Comprehensive safety through law enforcement, disaster risk management and effective delivery of emergency services in order to ensure order, physical safety and security ; o Spatial re-engineering that will ensure easy access to the full range of social amenities and facilities, including housing; infrastructure and economic opportunities to all residents ; o Support of improved mobility and connectivity through transit-oriented development that creates the critical population threshold required to maintain an efficient and attractive public transport system that shall address issues of poverty by reducing the cost of travel, and ease of access to economic opportunities ; o Design and management of the quality of public environment, spaces and facilities, ensuring cleanliness, which encourage residents to spend more time outside; o Innovation in service delivery through urban design and architecture; and o Engaging city through arts and culture. The BEPP indicator reporting framework identifies the following as key outcomes, and so it is important to identify how they relate to the spatial vision, as indicated in the prior highlighted text:  Well-governed City  Compact City  Inclusive City  Productive City  Sustainable City

6.9 Implementation Chapter 7 of the MSDF offers a detailed breakdown of the actions required, per sector, in order to achieve the intended outcomes of the MSDF. Key to the implementation is the Capital Expenditure Framework. The Capital Expenditure Framework (CEF) was mandated with the promulgation of the Spatial Planning and Land Use Management Act, Act 16 of 2013 (SPLUMA) section (21)(n). However, the concept of a Capital Investment-

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188 or Capital Expenditure Framework has been eluded to in several other preceding legislative and policy instruments.

The role of a CEF is to provide a framework which coordinates the outcomes of a multitude of planning initiatives and documents within the municipality, in order to ensure that capital investment and project / programme implementation on the ground is guided by an over-arching long-term strategic, spatial, financial and socio-economic logic. Key informants to the CEF national and provincial strategies and policies i.e. the National Development Plan of 2014 (NDP) and Medium Term Strategic Framework (MTSF), as well as the Provincial Spatial Development Framework or Growth and Development Strategy (GDS), as well as municipal-level policies and strategies, typically embodied by the Municipal Integrated Development Plan (IDP), Municipal Spatial Development Framework (SDF) and other departmental sector plans. Collectively these plans have a spatial imperative that the city uses to guide investment and development in order to realise short, medium and long-term developmental and socio-economic goals.

The CEF serves as a legislated mechanism to strengthen the budgeting process currently institutionalised within the municipality, and to show how capital investment matures from planning to implementation through various stages of governance. In order to facilitate logical and rational based reporting.

Since the 2014/15 financial year, the City of Tshwane has developed an annual Built Environment Performance Plan (BEPP). The BEPP bridges the gap between planning intention and implementation programmes together with corresponding resource allocation and fulfils a role similar to what is expected of the CEF. Using all the lessons learnt from the BEPP process, it is the intention of the City to transition from the BEPP to a CEF.

In the interim, the BEPP addresses the primary objectives of the CEF, as required by SPLUMA. The BEPP is attached as Annexure 4 of this report.

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Figure 6.9: Spatial Development Framework

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7. CAPITAL EXPENDITURE FRAMEWORK

7.1. Introduction This chapter seeks to communicate the capital planning process and major projects for the City in line with the 2021-2024 MTREF and the Capital Expenditure Framework (CEF). This chapter summarises the analysis of the planned projects for the MTREF 2021/22.

7.2 Purpose of the Capital Expenditure Framework

A Capital Expenditure Framework is a consolidated, high-level view of infrastructure investment needs in a municipality over the long-term (10 years) that considers not only infrastructure needs but also how these needs can be financed and what impact the required investment in infrastructure will have on the financial viability of the municipality going forward. Guide to preparing an Infrastructure Investment Framework, SALGA, 2017, page 2

The role of a CEF is to frame the outcomes of a multitude of planning documents within the municipality in order to ensure that implementation is guided by a strategic, spatial, financial and socio-economic logic. A CEF serves not only as a performance evaluation mechanism, but also as a rationale towards capital investment planning that provides business intelligence, data validation, project synchronisation and prioritisation. Furthermore, the role of the CEF is to strengthen the process currently institutionalised within the municipality, and to show how capital investment matures from planning to implementation through various stages of governance.

7.3. CEF approach towards realising the spatial vision’s guiding principles

The primary outputs of the CEF can be best understood in terms of the process flow shown Figure 1-2 in below:

 Firstly, prior to subjecting projects applying for budget to a prioritisation and budgeting process, the municipality must first identify all capital demand or needs that are required over the long-term within their jurisdiction, irrespective whether the capital demand stems from local, provincial or national spheres of government. The Integrated Infrastructure Investment Framework (IIIF) or Capital

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Investment Framework (CIF) therefore aims to gather the long-term capital demand required for the municipality to function optimally.  The next step is to consolidate the capital demand into one synthesised plan depicted spatially, along with all the budget reform requirements emanating from the MFMA and National Treasury (i.e. SIPDM project life-cycle planning, mSCOA segments etc.).  The SDF is then unpacked to identify the spatial vision as well as the functional areas and priority development areas for the municipality in order to prepare a socio-economic and developmental profile for the municipality.  The socio-economic and developmental profiling serves as a primary input to the demand quantification and setting of programmatic long-term infrastructure investment targets required realise the spatial vision of the municipality.  The spatial development vision of the municipality, along with other strategic, financial, policy, socio-economic and technical objectives are used to prepare a prioritisation model in order to rank or score capital demand (projects) based on their alignment to the spatial, strategic, financial, policy, socio-economic and technical objectives of the municipality.  The process of setting up a budget for the CEF draws from the outcomes of the long-term financial plan whereby the affordability envelope and the optimal funding mix for capital investment for the municipal is modelled based on key socio-economic and population growth projections. Once the affordability envelope is known, the 10-year capital budget can be prepared with inputs from the project prioritisation results.  The final step in preparing the CEF is to define an implementation programme for the medium term – in line with the Medium-Term Expenditure Framework (MTEF). The medium-term implementation plan of the CEF is known as the Capital Expenditure Implementation Programme (CEIP) which is essentially the first three budget years of the 10-year Capital Expenditure Framework.

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Figure 1: The role of the CEF in relation to other internal processes

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7.4 Functional and Priority Development Areas (PDAs) – Spatial Targeting Areas

Spatial targeting is the deliberate focus of an action on a particular spatial area in order to achieve an improvement or transformation in the area as a result of the focussed action. These focussed actions could take the form of any policy instrument, namely planning reforms, design guidelines, urban management interventions, targeted capital investment or expenditure etc.

To achieve this the city needs to support the identification of a public transport backbone; transit orientated development; clear policy directives and strategic frameworks. Through actioning these outcomes, spatial transformation will promote densification in targeted areas through improved choice and access to transport options, sustainable housing and increased economic development and access to employment opportunities. This will also enable the city to prioritise areas for investment. Spatial Structuring elements Spatial structuring elements are grouped into two broad categories, namely nodes and corridors. These categories are then further refined into a hierarchy of elements. In the case on nodes, the hierarchy of elements translates as follows:  Transit centres;  Activity centres;  Employment centres;  Community centres, and;  Neighbourhood centres.

In the case of corridors, the hierarchy of elements translates as follows:  Primary movement corridors, and;  Secondary movement corridors.

Identification and Delineation of PDAs

Spatial structuring elements in the city do not all carry the same importance or rank in terms of the spatial strategy and implementation timeframes. Furthermore, the city’s available resources to fund capital investment interventions is limited and the capital demands associated with urban development far outstrips the available resources.

The city therefore needs to identify, delineate and allocate a relative ranking or priority between the different spatial structuring elements, as part of a PDA approach, in order to achieve the following:  Spatial restructuring;

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 Economic growth;  Sustainable development.

The PDAs of note for the City of Tshwane, based on the Spatial Structuring Matrix and its adjoining hierarchy of concepts and fundamental spatial structuring elements, are defined in terms of nodes and corridors – each grouping with its own priority.

These include:

Nodes: There are three categories of nodes that are regarded as priority development areas. These include, in order of priority, the CBD (which comprise of the Pretoria Inner City), the Metropolitan Nodes (i.e. Brooklyn, Centurion, Hatfield, Akasia and Bronkhorstspruit), and the Urban Cores, otherwise referred to by the UNS as the underserviced township areas (i.e. Mabopane, Ekangala, Atteridgeville, Mamelodi, Ga- Rankuwa Hammanskraal, Olievenhoutbosch, Refilwe, Soshanguve, Temba and Zithobeni).

Corridors: Even though all planned activity corridors in the city can be regarded as having a high priority, it is paramount to focus on corridors where existing infrastructure implementation initiatives are being implemented. The PDA in terms of corridors specifically relate to the activity corridor already constructed or under construction, which comprise of IPTN Phase 1, with a 500m and 800m permeable walkability buffer. IPTN Phase 1 links Hatfield and the Pretoria Inner City. From the Pretoria Inner City, it links with the Pretoria Zoo from where it links northwards to Wonderboom and Rainbow Junction. This does not take away from the impetus placed on the PWV-9 project of provincial government, nor implies that the city does not recognise the potential of the PWV-9. Given the available levers of the city, and the criteria for corridors, i.e. already constructed or under construction, the PWV-9 does not qualify in this category.

Priority Development Areas

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7.5. Capital Expenditure

Capital Expenditure Process

The ideal process of capital expenditure planning, prioritisation, implementation and tracking is shown below. The first step towards initiating the process depicted in the figure is to accumulate project specific information. This is achieved through collaboration with departments at the City of Tshwane and making use of the CaPS (CP3).

Capital expenditure implementation plan

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The spatial analysis on the three-year or MTREF Capital Expenditure Implementation follows below. In order to manage the Capital Expenditure Implementation; National Government, through the MFMA has established the Medium-Term Revenue and Expenditure Framework (MTREF). The MTREF is a rolling three-year expenditure planning tool and defines the expenditure priorities for a period of three years. This section depicts the first three years of implementation. It shows an estimation of the following implementation frameworks, however, one must take into cognisance of the fact that the municipal planning and implementation process is ongoing, and that the implementation framework will be adjusted as new capital demand is introduced to the CEF. It is important to note that the CEF process must be aligned with the municipal budgeting process. This document will be submitted for approval with the final MTREF budget. The first three years therefore aligns at 100% with the MTREF budget.

2021/2022 MTREF capital budget by financial year The budget analysis will be done in terms of the total CEF. In some instance capital expenditure in the MTREF might seem without a goal but understanding that the budget is drafted with a 10-year CEF in mind, it will be easier to rationalise several findings. Given that the whole budgeting process up to this point has been done with the assistance of the CP3 platform, it is now possible to analyse the budget not only in terms of the total CEF, but also in terms of key project related information. It is therefore essential to plan on a project level – this enables to grouping and analysis of several project attributes.

Financial Year Total Percentage of Total Budget 2021 / 2022 R3,956,871,493 34% 2022 / 2023 R3 966 753 522 34% 2023 / 2024 R3 885 934 817 33% Grand Total R11 809 859 832 100%

There is little deviation in the total budget amount over the three years, with a slight increase towards the second year of the MTREF, followed by a slight decrease in the third year.

2021/2022 MTREF capital budget per department

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For this part of the section, the 2021/2022 capital expenditure framework looks at the department and division analysis for the 2021/2022 MTREF. A total of 64% of the capital expenditure in the MTREF is allocated to Infrastructure services – with specific focus on the Utilities department at 28%, the Roads and Transport department at 21% and the Human Settlements department at 15% of the 2021/2022 MTREF capital expenditure.

2021/22 Capital Expenditure Framework MTREF Capital Budget by Department

Utility Services

Specialist Units

Shared Services

Roads and Transport

Regional Operations & Coordination (ROC)

Metro Police Department

Human Settlements

Health Services

Group Property Management

Group Legal Services

t Group Human Capital Management

r Group Financial Services

D Group Communication, Marketing & Events

Group Audit and Risk

Executive Mayor (City Manager Specialised Office)

Environment and Agricultural Management

Entities

Emergency Management Services

Economic Development and Spatial Planning

Customer Relation Management

Community and Social Development Services

City Strategy and Organisational Performance

City Manager

R 0 R 200 R 400 R 600 R 800 R1 000 R1 200 R1 400 Millions Budget

2023/2024 2022/2023 2021/2022

2021/2022 MTREF capital budget regional and wards

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A large proportion of the MTREF is non-spatially targeted which includes projects classified as City Wide (12%) and Administrative Head Quarters (10%). The proportion of the MTREF which has been spatially referenced amounts to 78%. Based on the regional and ward-based analysis, the following can be deduced: . The largest proportion of the MTREF occurs within Region 3 (24%), Region 1 (15%), Region 6 (13%) and Region 7 (10%). This aligns with the city’s strategic and spatial vision as communicated within the IDP and MSDF, which includes focussing capital investment within spatially targeted areas and strengthening service provision within pro-poor areas. . The top 25 wards accounts for 62% of the capital expenditure, with 9% of the capital expenditure allocated within Ward 58. The ward-based capital expenditure analysis is an administrative view on the capital budget more than a spatially targeted lens, as ward demarcation is based on population per square kilometre. 2021/2022 capital budget per region Regions 2021/2022 2022/2023 2023/2024 Total MTREF Percentage of Total Budget Administrative R330 426 624 R356 483 946 R480 699 946 R1 167 610 516 10% HQ City Wide R406 711 250 R481 055 831 R538 444 584 R1 426 211 665 12% Region 1 R680 803 032 R541 183 103 R576 537 769 R1 798 523 904 15% Region 2 R421 763 431 R205 156 126 R149 503 877 R776 423 434 7% Region 3 R851 618 744 R1 128 031 688 R827 959 122 R2 807 609 554 24% Region 4 R62 500 000 R150 367 830 R122 338 974 R335 206 804 3% Region 5 R246 134 174 R229 960 849 R272 843 221 R748 938 245 6% Region 6 R592 818 437 R479 709 461 R447 331 000 R1 519 858 898 13% Region 7 R364 395 801 R394 804 688 R470 276 323 R1 229 476 812 10% Grand Total R3 956 871 493 R3 966 753 522 R3 885 934 R11 809 859 831 100% 816 . 2021/22 capital budget per ward

Top 25 Wards 2021/2022 2022/2023 2023/2024 Total MTREF Percentage of Total Budget City Wide R406 711 250 R481 055 831 R538 444 584 R1 426 211 665 12% Administrative R330 426 624 R356 483 946 R480 699 946 R1 167 610 516 10% HQ Ward 58 R372 611 930 R408 120 213 R270 899 177 R1 051 631 320 9% Ward 102 R196 165 546 R271 804 688 R256 276 323 R724 246 557 6% Ward 81 R191 164 795 R185 282 390 R214 626 351 R591 073 536 5% Ward 100 R202 195 246 R132 019 527 R160 245 615 R494 460 388 4% Ward 86 R279 048 674 R78 486 736 R68 786 736 R426 322 145 4% Ward 96 R259 163 431 R59 156 124 R67 338 969 R385 658 524 3% Ward 22 R143 065 526 R110 000 000 R60 000 000 R313 065 526 3% Ward 4 R145 250 061 R104 754 835 R59 883 629 R309 888 524 3% Ward 46 R52 436 739 R124 861 506 R98 113 013 R275 411 259 2% Ward 55 R88 875 000 R93 240 216 R46 865 216 R228 980 431 2% Ward 99 R43 129 421 R88 124 667 R92 304 754 R223 558 842 2%

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Top 25 Wards 2021/2022 2022/2023 2023/2024 Total MTREF Percentage of Total Budget Ward 90 R52 162 994 R62 070 353 R93 070 353 R207 303 701 2% Ward 104 R77 200 000 R65 000 000 R55 000 000 R197 200 000 2% Ward 60 R4 302 477 R169 200 965 R7 569 159 R181 072 601 2% Ward 92 R7 023 901 R107 751 865 R57 621 019 R172 396 785 1% Ward 75 R90 187 139 R50 274 507 R28 247 258 R168 708 905 1% Ward 10 R91 000 000 R39 000 000 R32 000 000 R162 000 000 1% Ward 82 R49 973 130 R39 454 813 R72 117 436 R161 545 379 1% Ward 77 R22 500 000 R78 867 830 R59 838 974 R161 206 804 1% Ward 103 R26 000 000 R30 000 000 R105 000 000 R161 000 000 1% Ward 56 R51 096 569 R42 805 099 R64 858 619 R158 760 287 1% Ward 105 R65 030 255 R28 000 000 R54 000 000 R147 030 255 1% Ward 6 R0 R30 000 000 R100 763 642 R130 763 642 1% Ward 48 R24 000 000 R36 500 000 R62 500 000 R123 000 000 1% Ward 40 R29 630 739 R35 695 504 R43 483 208 R108 809 451 1%

2021/2022 MTREF capital budget per spatial targeted area The spatial analysis includes a view on the MTREF capital budget in line with the city’s spatial targeted areas. In terms of the analysis, take note of the following: . A large proportion of the budget scenario is non-spatially targeted which includes projects classified as City Wide (12%) and Administrative Head Quarters (10%). The proportion of the total planned capital expenditure which have been spatially referenced amounts to 78%, and; . Duplication of a project budget is possible as geometric shape could possibly overlap, which result in double calculation.

2021/2022 MTREF capital budget spatial targeting

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2021/2022 MTREF capital budget within the capital core The capital core is identified as the city’s first order node amongst all metropolitan nodes. Traditionally, the inner city is also the Central Business District (CBD) of major cities. Historically, the inner city was the geographic heart and centre of what is now the Tshwane area. Over time, though, due to the extension of the Tshwane boundaries, the Inner City is no longer geographically central, but still plays a very important role with regards to the concentration of retail, office and government buildings to be found in the area. City of Tshwane Draft Metropolitan Spatial Development Framework, City of Tshwane, 2019, Page 403

The proportion of the MTREF allocated within the capital core which amounts to 8%. Based on the type of projects included in the MTREF for the inner city, the following can be deduced: . The majority of projects are focussed on the upgrading of market facilities, which is implemented and managed by Economic Development and Spatial Planning. . Group Property Management has a vested interest within the capital core, based on the directive of the department to manage and maintain municipal owned buildings. This aligns to the function as outlined within the MSDF’s definition of a capital core.

Year Administrative Capital Core City Wide Outside Capital Grand Total HQ Core 2021 / R330 426 624 R219 781 265 R406 711 250 R3 000 252 354 R3 956 871 493 2022 2022 / R356 483 946 R530 862 739 R481 055 831 R2 598 351 006 R3 966 753 522 2023 2023 / R480 699 946 R208 230 606 R538 444 584 R2 658 559 681 R3 885 934 817 2024 Total R1 167 610 516 R958 874 610 R1 426 211 665 R8 257 163 041 R11 809 859 832 % 9,89% 8,12% 12,08% 69,92% 100,00%

2021/2022 MTREF capital budget within the integration zone The proportion of the MTREF allocated within the integration zone which amounts to 22%. Based on the type of projects included in the MTREF for the integration zone, the following can be deduced: . The majority of the MTREF located within the integration zone is attributed to the construction and implementation of the BRT lines, which is funded through the Public Transport Network Grant (PTNG).

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. The MTREF budget allocated to the integration zone includes programmes implemented by Human Settlements and indicates a shift towards integrated planning between Human Settlements and the Roads and Transport department. Integrated planning within the context of the integration zone will provide housing opportunities in line with an established public transport network.

Year Integration Integration Administrative City Wide Outside Integration Grand Total Zone (Line 1 Zone (Line 1 HQ Zone 500m Walking 800m Walking Distance) Distance) 2021 / R493 520 435 R332 643 938 R330 426 624 R406 711 250 R2 403 603 164 R3 966 905 412 2022 2022 / R797 094 654 R262 304 786 R356 483 946 R481 055 831 R2 069 817 067 R3 966 756 284 2023 2023 / R534 645 434 R234 140 308 R480 699 946 R538 444 584 R2 098 004 545 R3 885 934 817 2024 Total R1 825 260 523 R829 089 032 R1 167 610 516 R1 426 211 R6 571 424 776 R11 819 596 665 512 % 15,44% 7,01% 9,88% 12,07% 55,60% 100,00%

2021/2022 MTREF capital budget per marginalised area From the analysis as indicated below, 22% of the MTREF has been allocated within marginalised areas and 56% outside of the marginalised areas. This indicates a partial focus of the city’s planning directive towards servicing areas delineated as marginalised, and should be increased in order to align with the strategic and spatial objectives as communicated through the IDP and MSDF. Based on the outcome of the marginalised areas and the MTREF analysis, the following can be deduced: . The majority of the MTREF has been allocated to Mabopane/Soshanguve (7%), followed by Mamelodi (5%). The type of capital expenditure intervention usually accompanied with marginalised areas includes infrastructure service provision and corresponds with the type of programmes identified for Mabopane/Soshanguve and Mamelodi.

Marginalised 2021/2022 2022/2023 2023/2024 Total MTREF Percentage Areas of Total Budget Administrative HQ R330 426 624 R356 483 946 R480 699 946 R1 167 610 516 10% Atteridgeville/Saul R41 813 087 R53 281 935 R55 000 000 R150 095 023 1% sville City Wide R406 711 250 R481 055 831 R538 444 584 R1 426 211 665 12% Ekangala R103 200 000 R95 000 000 R160 000 000 R358 200 000 3% Ga-Rankuwa R37 000 000 R46 035 972 R45 300 000 R128 335 972 1%

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Marginalised 2021/2022 2022/2023 2023/2024 Total MTREF Percentage Areas of Total Budget Hammanskraal/Te R7 361 024 R26 873 006 R4 741 293 R38 975 323 mba Kopanong/Soshan R67 916 406 R66 991 536 R49 400 000 R184 307 941 2% guve South Mabopane/Sosha R336 198 594 R197 342 297 R253 762 193 R787 303 084 7% nguve Mamelodi R171 456 257 R206 831 348 R241 544 371 R619 831 976 5% Olievenhoutbos R21 827 122 R75 329 932 R57 154 684 R154 311 738 1% Outside R2 323 717 225 R2 297 885 044 R1 954 692 472 R6 576 294 741 56% Marginalised Areas Refilwe R95 358 000 R50 477 527 R15 195 275 R161 030 802 1% Zithobeni R14 185 904 R13 165 148 R30 000 000 R57 351 052 0% Grand Total R3 956 871 493 R3 966 753 522 R3 885 934 817 R11 809 859 832 100%

2021/2022 MTREF capital budget per metropolitan node Metropolitan nodes include primary nodes of the highest order. These nodes accommodate the highest degree of service specialisation and offer the widest range of services. Often, metropolitan nodes will have regional/provincial relevance. In the Tshwane context, Metropolitan nodes are those nodes within the City benefiting primarily from the investment of the private sector. Equally important is that these nodes serve as economic hubs and focal points for employment opportunities. The role of the public sector in such nodes is to manage the rate of growth, provide infrastructure in line with the growth management plan and maintain the urban environment. Such localities are also where the most extensive land use rights, including densities, are likely to be supported, in line with the growth management strategy. City of Tshwane Draft Metropolitan Spatial Development Framework, City of Tshwane, 2019, Page 403

From the analysis below, only 2% of the total planned capital expenditure has been allocated within metropolitan nodes and 77% outside of these nodes. The low allocation of the MTREF towards metropolitan nodes can be attributed to the fact that investment within these areas might be funded from private investors rather than national or provincial grants. Based on the outcomes the majority of the MTREF within metropolitan nodes have been allocated to Menlyn (1%) and Brooklyn (0.4%). The planned capital expenditure is

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Metropolitan 2021/2022 2022/2023 2023/2024 Total MTREF Percentage Nodes of Total Budget Administrative HQ R330 426 624 R356 483 946 R480 699 946 R1 167 610 516 9,9% Akasia CBD R36 400 R1 450 413 R1 814 412 R3 301 225 0,0% Bronkhorstspruit R1 930 662 R0 R0 R1 930 662 0,0% Brooklyn R21 635 492 R12 014 893 R14 325 422 R47 975 806 0,4% Centurion CBD R0 R0 R0 R0 0,0% City Wide R406 711 250 R481 055 831 R538 444 584 R1 426 211 665 12,1% Hatfield R443 546 R443 546 R0 R887 092 0,0% Kolonnade R0 R0 R0 R0 0,0% Menlyn R35 679 278 R59 224 068 R28 188 627 R123 091 973 1,0% Outside R3 160 308 241 R3 056 080 826 R2 822 461 825 R9 038 850 892 76,5% Metropolitan Nodes Grand Total R3 956 871 493 R3 966 753 522 R3 885 934 817 R11 809 859 832 100,0%

2021/2022 MTREF capital budget within the Transit Orientated Developments (TODs) Transit Orientated Development (TOD), as described within the MSFD, incorporates densification, intensification and compaction of mixed land use in close (walking distance) proximity to significant transit connections. The intention of TOD is to maximise the potential of developed land, create the population threshold required for sufficient ridership of public transport, reduce the carbon footprint by combating sprawl and promoting pedestrianism thus reducing reliance on private vehicle usage and creating vibrant 24-hour centres that provide sustainable human settlements. In view of the investment that the City has made in BRT infrastructure, the next five years of high density housing (private or public) and mixed-land use investment should, as far as possible, be prioritised close to and alongside areas where the BRT has already been completed i.e. BRT Phase 1 Lines 1A (CBD to Rainbow Junction) and Line 2A (CBD to Hatfield).

City of Tshwane Draft Metropolitan Spatial Development Framework, City of Tshwane, 2019, Page 414

The proportion of the MTREF allocated within TODs, amounts to 43%. The majority of the projects planned within TOD precincts include projects from the IPRTN division together with the provision of low cost housing and infrastructure provision by Human

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Settlements. This aligns with the definition and function of TODs as described within the MSFD and receives high priority during the MTREF period.

Year TOD Precincts Administrative HQ City Wide Outside TOD Precincts Grand Total 2021 / 2022 R1 605 277 544 R330 426 624 R406 711 250 R2 369 049 028 R4 711 464 446 2022 / 2023 R3 141 473 700 R356 483 946 R481 055 831 R1 959 235 857 R5 938 249 334 2023 / 2024 R1 849 583 315 R480 699 946 R538 444 584 R1 852 716 941 R4 721 444 786 Total R6 596 334 558 R1 167 610 516 R1 426 211 665 R6 181 001 827 R15 371 158 566 Percentage 42,91% 7,60% 9,28% 40,21% 100,00%

2021/2022 MTREF capital budget in relation to the economic network Tshwane’s economy is varied and nuanced and includes specialised activity areas such as various tertiary hospitals, research and development institutions, academic institutions, tourism areas (such as Dinokeng) and mixed manufacturing in various industrial areas. Tshwane plays an important role in the economy of Gauteng. Some of the best performing sectors include community services, finance and transport.

Understanding which of the sectors and economic localities are most ‘job absorbing’ as opposed to only being revenue-generating is important. Transit-oriented development will improve economies of scale – more people/km² imply more business opportunities and efficient use of community facilities.

As far what is possible, spatial restructuring encourages the placement of residential developments near areas of economic activity with supporting social facilities, and defines spaces through spatial design etc.

The proposed Pyramid South Hub, Tshwane Automotive City in Rosslyn and the potential logistics corridor that can be developed between the two creates a potential logistics relationship. This can take the form of urbanization economies, where cost decreases as total output of an urban area increases; or localization economies, where costs decrease as firms in a specific industry increase output. And while not physically in the same locality, the co-operation between the two economic nodes within the City can create such an added logistics economy. City of Tshwane Draft Metropolitan Spatial Development Framework, City of Tshwane, 2019, Page 422

The majority of the MTREF is located within industrial and large commercial focus zones (5%) which includes areas such as Refilwe, Ekangala, Mamelodi, Soshanguve

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Economic Network 2021/2022 2022/2023 2023/2024 Total MTREF Percentage of Total Budget Administrative HQ R330 426 624 R356 483 946 R480 699 946 R1 167 610 516 9,9% City Wide R406 711 250 R481 055 831 R538 444 584 R1 426 211 665 12,1% Industrial and large R308 892 387 R141 213 971 R119 040 457 R569 146 815 4,8% commercial focus zone Tshwane R0 R0 R0 R0 0,0% Automotive City Wonderboom R3 000 000 R632 448 R2 108 159 R5 740 607 0,0% Airport Precinct Pyramid South R17 000 000 R0 R0 R17 000 000 0,1% Freight Hub Outside Economic R2 894 141 232 R2 987 367 326 R2 745 641 671 R8 627 150 229 73,0% Network Grand Total R3 960 171 493 R3 966 753 522 R3 885 934 817 R11 812 859 832 100,0%

2021/2022 MTREF capital budget per Strategic Urban Development (SUD) area The proportion of the MTREF allocated within SUDs, amounts to 1%. The majority of the MTREF has been allocated to the Rosslyn TAC development and mainly consists of infrastructure related projects. The low allocation of capital budget within the MTREF can be attributed to the fact that these programmes were only formally adopted in the city during 2019, and have not as yet been integrated as part of the city’s prioritisation methodology. The SUD delineations will be included in the City of Tshwane CPM for the next planning period.

11 Previously referred to in the BEPP as the Economic Priority Development Quadrants (EDPQ’s).

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Strategic Urban 2021/2022 2022/2023 2023/2024 Total MTREF Percentage Developments of Total (SUDs) Budget 5 O Clock R0 R0 R0 R0 0,0% Development Administrative HQ R330 426 624 R356 483 946 R480 699 946 R1 167 610 516 9,9% Castle Gate R0 R0 R0 R0 0,0% Development City Wide R406 711 250 R481 055 831 R538 444 584 R1 426 211 665 12,1% Eco Park R0 R0 R0 R0 0,0% Educational Hub Development Hazeldean R0 R0 R0 R0 0,0% Development Kudube Smart City R1 000 000 R10 000 000 R3 000 000 R14 000 000 0,1% Development Mooikloof Mega City R0 R0 R0 R0 0,0% Olive Hills R2 000 000 R0 R0 R2 000 000 0,0% Development Onderstepoort R0 R0 R0 R0 0,0% Soshanguve Development Outside SUDs R3 167 732 767 R3 095 703 601 R2 838 317 971 R9 101 754 339 77,0% Pienaarspoort R0 R0 R0 R0 0,0% Development R55 Development R0 R0 R0 R0 0,0% Rainbow Junction R0 R4 614 707 R15 382 358 R19 997 066 0,2% Rankuwa Smart City R27 348 582 R6 384 825 R145 784 R33 879 191 0,3% Development Riverwalk R0 R0 R0 R0 0,0% Development Rosslyn TAC R27 701 899 R13 247 022 R9 944 174 R50 893 095 0,4% Development Sammy Marks R1 166 189 R866 667 R0 R2 032 856 0,0% Development Silverton Strategic R0 R0 R0 R0 0,0% Economic Zone Grand Total R3 964 087 312 R3 968 356 599 R3 885 934 817 R11 818 378 728 100,0%

2021/2022 MTREF capital budget within the urban edge

The urban edge boundary is a growth management tool that contributes towards the achievement of strategic objectives by conserving valuable environmental areas which would otherwise be compromised by development, and by promoting the use of existing infrastructure through redevelopment, infill development and densification within the edge, thus achieving development that is sustainable. The urban edge also encourages the agglomeration of economies within the edge, encouraging scattered secondary

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209 or emerging nodes to develop into consolidated primary nodes as opposed to leapfrog development. The edge also ensures the protection of land- an exhaustible resource- by encouraging Brownfield developments instead of Greenfield developments. City of Tshwane Draft Metropolitan Spatial Development Framework, City of Tshwane, 2019, Page 406

Given that the urban edge encourages the prevention of urban decay, it is essential to ensure that the planned capital expenditure of the city remains within the boundary of the urban edge. 74% of the city’s MTREF has been allocated within the urban edge boundary with only 5% allocated outside of the urban edge. The majority of projects which have been planned outside of the urban edge are focussed around the development of agricultural facilities, protection of natural areas and the development of parks. This is indicative of the city’s efforts to plan within the confines of the urban edge, but also to promote agricultural activity and environmental protection efforts outside of the urban edge.

Year Urban Edge Administrative HQ City Wide Outside Urban Edge Grand Total 2021 / 2022 R2 976 947 456 R330 426 624 R406 711 250 R243 086 163 R3 957 171 493 2022 / 2023 R3 029 613 745 R356 483 946 R481 055 831 R99 600 000 R3 966 753 522 2023 / 2024 R2 726 565 663 R480 699 946 R538 444 584 R140 224 623 R3 885 934 817 Total R8 733 126 864 R1 167 610 516 R1 426 211 665 R482 910 787 R11 809 859 832 Percentage 73,95% 9,89% 12,08% 4,09% 100,00%

2021/2022 MTREF capital budget by mSCOA expenditure type and class The mSCOA segment aims to categorise projects based on existing or new assets. The majority of the capital expenditure is aimed at infrastructure assets across the MTREF. mSCOA 2021 / 2022 2022 / 2023 2023 / 2024 Total MTREF Percentage of Expenditure Total Budget Type Capital R3 956 871 493 R3 966 753 522 R3 885 934 817 R11 809 859 832 100% Infrastructure R2 696 267 002 R2 403 913 737 R2 642 923 931 R7 743 104 670 66% Non- R1 260 904 491 R1 562 839 785 R1 243 010 886 R4 066 755 162 34% infrastructure

2021/2022 MTREF capital budget by mSCOA type The mSCOA type segment classifies projects in terms of the scope of projects and according to which typical programme it relates. Roads infrastructure is the main benefactor of capital expenditure at 26%, followed by other assets at 14% and water supply infrastructure at 12%. A constant trend in the analysis of capital expenditure is that of infrastructure-led development.

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mSCOA Asset Type 2021 / 2022 2022 / 2023 2023 / 2024 Total MTREF Percentage of Total Budget Biological or Cultivated R10 500 000 R24 000 000 R20 000 000 R54 500 000 0,5% Assets Coastal Infrastructure R0 R0 R0 R0 0,0% Community Assets R212 427 000 R229 450 000 R202 446 000 R644 323 000 5,5% Computer Equipment R60 212 260 R21 800 000 R37 200 000 R119 212 260 1,0% Electrical Infrastructure R438 986 250 R393 754 831 R513 994 584 R1 346 735 665 11,4% Furniture and Office R13 400 000 R5 900 000 R5 250 000 R24 550 000 0,2% Equipment Heritage Assets R0 R0 R0 R0 0,0% Information and R43 000 000 R69 680 000 R73 000 000 R185 680 000 1,6% Communication Infrastructure Intangible Assets R132 253 946 R153 253 946 R153 253 946 R438 761 838 3,7% Investment Properties R42 000 000 R123 000 000 R2 688 000 R167 688 000 1,4% Machinery and R96 000 000 R125 476 000 R127 500 000 R348 976 000 3,0% Equipment Other Assets R555 611 285 R696 159 839 R395 172 940 R1 646 944 064 13,9% Roads Infrastructure R1 080 299 280 R898 603 526 R1 054 919 R3 033 822 524 25,7% 718 Sanitation R522 823 472 R418 240 751 R371 789 299 R1 312 853 522 11,1% Infrastructure Solid Waste R15 000 000 R15 300 000 R20 300 000 R50 600 000 0,4% Infrastructure Storm water R106 000 000 R129 000 000 R110 000 000 R345 000 000 2,9% Infrastructure Strategic Management R0 R0 R0 R0 0,0% and Governance Transport Assets R122 000 000 R183 800 000 R299 500 000 R605 300 000 5,1% Water Supply R490 158 000 R479 334 629 R498 920 330 R1 468 412 959 12,4% Infrastructure Zoo's, Marine and R0 R0 R0 R0 0,0% Non-biological Animals No Selection R16 500 000 R0 R0 R16 500 000 0,1% Grand Total R3 956 871 493 R3 966 753 522 R3 885 934 817 R11 809 859 832 100,0%

The detail capital budget project list is contained in the table below.

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Strategic Pillar Project Name Region Ward (Affected Budget 2021/22 Budget 2022/23 Budget 2023/24 Area)

Community and Social Development Services

2: A City that cares for residents and Upgrading of Caledonian Stadium (Inner City Region 3 B: Central 81 R35,000,000 R50,000,000 R50,000,000 promotes inclusivity Park) Region 2: A City that cares for residents and Upgrade Refilwe Stadium Region 5: Nokeng 100 R27,700,000 R20,000,000 R0 promotes inclusivity 5: A City that is open, honest and Capital Funded from Operating (Capital Administrative HQ Administrative HQ R12,727,000 R12,250,000 R12,946,000 responsive Moveables) 2: A City that cares for residents and Fencing of Facilities City Wide City Wide R0 R0 R15,000,000 promotes inclusivity Community and Social R75,427,000 R82,250,000 R77,946,000 Development Services Total

Customer Relation Management

5: A City that is open, honest and Capital Moveables Administrative HQ Administrative HQ R0 R0 R300,000 responsive Customer Relation Management R0 R0 300000 Total

Economic Development and Spatial Planning

3: A City that delivers excellent Upgrading And Extension Of Market Region 3 B: Central 60 R15,700,000 R50,000,000 R84,000,000 services and protects the Facilities Region environment 5: A City that is open, honest and Capital Funded from Operating (City Region 3 B: Central 58 R1,403,022 R500,000 R500,000 responsive Planning & Development) Region

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Strategic Pillar Project Name Region Ward (Affected Budget 2021/22 Budget 2022/23 Budget 2023/24 Area)

1: A City that facilitates economic Business Process Outsourcing (BPO) Park Region 2: Northeast 49 R100,000 R2,000,000 R0 growth and job creation Construction 1: A City that facilitates economic Lalela Monument Region 3 B: Central 58;60 R5,000,000 R6,000,000 R13,000,000 growth and job creation Region 5: A City that is open, honest and Electronic Equipment Administrative HQ Administrative HQ R2,648,700 R0 R0 responsive 1: A City that facilitates economic Upgrading of the market trading system Region 3 B: Central 60 R0 R12,500,000 R9,600,000 growth and job creation Region Economic Development and R24,851,722 R71,000,000 107100000 Spatial Planning Total

Emergency Services

4: A City that keeps residents safe Urban Regeneration of Wonderboom Region 2: Northeast 50 R7,000,000 R12,000,000 R0 Emergency Services Station 4: A City that keeps residents safe Renovation & Upgrading Of Facilities City Wide City Wide R4,800,000 R14,500,000 R3,500,000 4: A City that keeps residents safe Emergency Services Tools and Equipment Region 3 A: Central 92 R7,000,000 R10,000,000 R15,000,000 Region 4: A City that keeps residents safe Construction of Emergency Services Station Region 6: East 40 R1,000,000 R0 R0 Mamelodi 1 4: A City that keeps residents safe Construction of a new Emergency Services Region 1: Northwest 39 R0 R0 R4,000,000 Station in Klip Kruisfontein Emergency Management R19,800,000 R36,500,000 22500000 Services Total

Enterprise Programme Management Unit

3: A City that delivers excellent Tsosoloso Programme - Upgrading of roads Region 3 B: Central 63 R20,000,000 R25,000,000 R30,000,000 services and protects the in Saulsville Region environment

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Strategic Pillar Project Name Region Ward (Affected Budget 2021/22 Budget 2022/23 Budget 2023/24 Area)

3: A City that delivers excellent Micro Ward Upgrades programme City Wide City Wide R50,000,000 R0 R0 services and protects the environment 1: A City that facilitates economic Tshwane Automotive SEZ Phase 1 Bulk Region 6: East 86 R171,000,000 R0 R0 growth and job creation Infrastructure Roll out Enterprise Programme R241,000,000 R25,000,000 30000000 Management Unit Total

Housing Company Tshwane 5: A City that is open, honest and Furniture and Office Equipment Administrative HQ Administrative HQ R4,400,000 R500,000 R500,000 responsive 2: A City that cares for residents and Townlands Project - Construction of 1,200 Region 3 B: Central 58 R174,560,128 R85,246,842 R0 promotes inclusivity social housing units Region 2: A City that cares for residents and Chantelle x39 construction of 600 social Region 1: Northwest 4 R126,898,889 R101,243,119 R52,860,199 promotes inclusivity housing units 2: A City that cares for residents and Timberlands Construction Of 607 Social Region 3 B: Central 58;81 R160,752,268 R144,018,013 R231,799,722 promotes inclusivity Housing Units Region 2: A City that cares for residents and Sunnyside: Construction of 264 Social Region 3 A: Central 92 R0 R97,751,865 R42,621,019 promotes inclusivity Housing Units Region Entities Total R466,611,285 R428,759,839 327780939.7

Environment and Agricultural Management

2: A City that cares for residents and Furniture and Equipment for offices, Region 3 B: Central 63;91 R1,000,000 R2,000,000 R750,000 promotes inclusivity overnight accommodation and facilities Region; Region 6: East within resorts city wide 3: A City that delivers excellent Upgrade visitor infrastructure at Nature City Wide City Wide R5,000,000 R20,000,000 R20,000,000 services and protects the Reserves and Resorts environment 3: A City that delivers excellent Fencing off Nature areas City Wide Region 3 A: Central 54;91 R2,000,000 R2,000,000 R0 services and protects the (Ecological Sensitive Purposes) Region; Region 6: East environment

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Strategic Pillar Project Name Region Ward (Affected Budget 2021/22 Budget 2022/23 Budget 2023/24 Area)

3: A City that delivers excellent Hatherley Cemetery Region 6: East 101;16;93 R500,000 R2,600,000 R0 services and protects the environment 3: A City that delivers excellent Upgrade of infrastructure at Booysens Region 3 B: Central 55 R3,500,000 R2,000,000 R0 services and protects the Nursery Region environment 3: A City that delivers excellent Construction of internal roads at Centurion Region 4: South 78 R10,000,000 R0 R0 services and protects the Cemetery environment 3: A City that delivers excellent Atmospheric Pollution Monitoring Network Region 1: Northwest 29 R0 R2,000,000 R4,000,000 services and protects the environment 3: A City that delivers excellent Extension of Ga-Rankuwa Cemetery Region 1: Northwest 30 R0 R1,100,000 R0 services and protects the environment 3: A City that delivers excellent Tshwane North Cemetery Region 1: Northwest 2 R0 R1,000,000 R0 services and protects the environment 3: A City that delivers excellent Provision of waste containers City Wide City Wide R15,000,000 R15,000,000 R20,000,000 services and protects the environment 3: A City that delivers excellent New fork lift for Garankuwa Buy Back Centre Region 1: Northwest 30 R0 R300,000 R300,000 services and protects the (Recycling centre) environment Environment and Agricultural R37,000,000 R48,000,000 45050000 Management Total

Group Audit and Risk 5: A City that is open, honest and Capital Funded from Operating Administrative HQ Administrative HQ R150,000 R150,000 R150,000 responsive Group Audit and Risk Total R150,000 R150,000 150000

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Strategic Pillar Project Name Region Ward (Affected Budget 2021/22 Budget 2022/23 Budget 2023/24 Area)

Group Communication, Marketing & Events

5: A City that is open, honest and Capital Movables Administrative HQ Administrative HQ R100,000 R0 R0 responsive Group Communication, Marketing R100,000 R0 0 & Events Total

Group Finance

5: A City that is open, honest and Insurance replacements (CTMM City Wide City Wide R15,000,000 R15,000,000 R15,000,000 responsive Contribution) 5: A City that is open, honest and Insurance replacements City Wide City Wide R10,000,000 R10,000,000 R10,000,000 responsive 5: A City that is open, honest and Capital movables Administrative HQ Administrative HQ R500,000 R750,000 R950,000 responsive 3: A City that delivers excellent Turnaround of Municipal Water Service - Region 3 B: Central 58 R14,900,000 R67,273,867 R67,273,867 services and protects the Reduction of Water losses Region environment Group Financial Services Total R40,400,000 R93,023,867 93223867

Group Human Capital Management

5: A City that is open, honest and Training equipment and tools Administrative HQ Administrative HQ R3,000,000 R0 R0 responsive 5: A City that is open, honest and Construction of Plumbing Workshop Administrative HQ Administrative HQ R5,000,000 R0 R0 responsive 5: A City that is open, honest and Capital Movables Administrative HQ Administrative HQ R500,000 R0 R0 responsive 1: A City that facilitates economic Furniture Administrative HQ Administrative HQ R2,000,000 R0 R0 growth and job creation

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Strategic Pillar Project Name Region Ward (Affected Budget 2021/22 Budget 2022/23 Budget 2023/24 Area)

Group Human Capital R10,500,000 R0 0 Management Total

Group Property Management

3: A City that delivers excellent Replacement/ Modernisation of elevators City Wide City Wide R10,100,000 R10,100,000 R10,100,000 services and protects the and escalators (City Wide) environment 5: A City that is open, honest and Tshwane House - EPMU offices Administrative HQ Administrative HQ R10,000,000 R0 R0 responsive 5: A City that is open, honest and Acquisition of Midtown Building Region 3 B: Central 81 R42,000,000 R33,000,000 R0 responsive Region 1: A City that facilitates economic Upgrade HB Philips Building Region 3 B: Central 60 R0 R177,000,000 R1,992,000 growth and job creation Region 5: A City that is open, honest and Acquisition Old-Mercedes Benz Building Region 3 B: Central 58 R0 R90,000,000 R2,688,000 responsive Region Group Property Management R62,100,000 R310,100,000 14780000 Total

Health

5: A City that is open, honest and Capital Funded from Operating Administrative HQ Administrative HQ R1,846,978 R800,000 R900,000 responsive 2: A City that cares for residents and New Clinic Lusaka Region 6: East 10 R43,000,000 R3,000,000 R0 promotes inclusivity 2: A City that cares for residents and Medical Equipment City Wide City Wide R10,000,000 R0 R5,000,000 promotes inclusivity 2: A City that cares for residents and Guard House and NHI compliance City Wide City Wide R7,600,000 R15,000,000 R0 promotes inclusivity Health Services Total R62,446,978 R18,800,000 5900000

Human Settlements

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Strategic Pillar Project Name Region Ward (Affected Budget 2021/22 Budget 2022/23 Budget 2023/24 Area)

2: A City that cares for residents and Development of Saulsville hostels Region 3 B: Central 7 R9,000,000 R10,000,000 R10,000,000 promotes inclusivity Region 2: A City that cares for residents and Construction of roads & stormwater - Region 1: Northwest 19;24 R10,000,000 R0 R0 promotes inclusivity Winterveldt 2: A City that cares for residents and Construction of roads & stormwater - Refilwe Region 5: Nokeng 100;99 R5,000,000 R0 R5,000,000 promotes inclusivity Manor X9 2: A City that cares for residents and Construction of roads & stormwater - Region 1: Northwest 90 R48,000,000 R54,000,000 R85,000,000 promotes inclusivity Thorntree View 2: A City that cares for residents and Construction of roads & stormwater - Region 4: South 77 R15,000,000 R78,867,830 R59,838,974 promotes inclusivity Olievenhoutbosch X60 2: A City that cares for residents and Construction of roads & stormwater - Region 7: Kungwini 102 R53,250,365 R160,000,000 R125,590,000 promotes inclusivity Zithobeni Heights (4 Road intersections) 2: A City that cares for residents and Construction of roads & stormwater - Region 7: Kungwini 102 R16,500,000 R58,804,688 R74,453,464 promotes inclusivity Zithobeni X8&9 2: A City that cares for residents and Construction of roads & stormwater - Region 3 B: Central 7 R3,360,471 R0 R0 promotes inclusivity Fortwest X4&5 Region 2: A City that cares for residents and Construction of roads & stormwater - Region 1: Northwest 37;90 R5,000,000 R0 R0 promotes inclusivity Soshanguve South X5 2: A City that cares for residents and Construction of roads & stormwater - Region 1: Northwest 37 R20,000,000 R30,000,000 R0 promotes inclusivity Soshanguve South X12 2: A City that cares for residents and Construction of roads & stormwater - Region 1: Northwest 37 R20,000,000 R30,000,000 R0 promotes inclusivity Soshanguve South X13 2: A City that cares for residents and Sewer provision - Fortwest X4&5 Region 3 B: Central 7 R6,000,000 R0 R0 promotes inclusivity Region 2: A City that cares for residents and Sewer provision - Kopanong X1 Phase 2 Region 1: Northwest 20 R7,000,000 R0 R31,400,000 promotes inclusivity 2: A City that cares for residents and Sewer provision - Zithobeni X8 Region 7: Kungwini 102 R10,145,436 R0 R0 promotes inclusivity 2: A City that cares for residents and Water provision - Kopanong X1 Phase 2 Region 1: Northwest 20 R8,000,000 R0 R0 promotes inclusivity 2: A City that cares for residents and Water provision - Zithobeni X8 Region 7: Kungwini 102 R2,000,000 R7,000,000 R30,000,000 promotes inclusivity 2: A City that cares for residents and Water provision - Fortwest X4&5 Region 3 B: Central 7 R500,000 R0 R0 promotes inclusivity Region 2: A City that cares for residents and Water provision - Olievenhoutbosch X60 Region 4: South 77 R7,500,000 R0 R0 promotes inclusivity

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Strategic Pillar Project Name Region Ward (Affected Budget 2021/22 Budget 2022/23 Budget 2023/24 Area)

1: A City that facilitates economic Bulk Reservoir - Fortwest X4&5 Region 3 B: Central 7 R7,500,000 R0 R0 growth and job creation Region 3: A City that delivers excellent Zithobeni X8&9 - Bulk water main line Region 7: Kungwini 102 R6,000,000 R20,000,000 R0 services and protects the environment 2: A City that cares for residents and Development of Mamelodi hostels Region 6: East 38 R20,000,000 R25,000,000 R0 promotes inclusivity 2: A City that cares for residents and Sewer provision - Rama City Region 1: Northwest 32 R7,500,000 R0 R0 promotes inclusivity 2: A City that cares for residents and Construction of roads & stormwater - Region 1: Northwest 22 R17,387,490 R0 R0 promotes inclusivity Mabopane X1 1: A City that facilitates economic Refilwe Manor 10ml reservoir Region 5: Nokeng 100 R2,500,000 R0 R0 growth and job creation 3: A City that delivers excellent Sewer reticulation -Gatsebe Region 1: Northwest 22 R1,000,000 R0 R0 services and protects the environment 2: A City that cares for residents and Bulk water pipeline - Booysens X4 Region 3 B: Central 55 R20,000,000 R10,000,000 R5,000,000 promotes inclusivity Region 3: A City that delivers excellent Water reticulation -Gatsebe Region 1: Northwest 22 R1,000,000 R0 R0 services and protects the environment 2: A City that cares for residents and Water provision- Mabopane X12 Region 1: Northwest 22 R10,000,000 R0 R0 promotes inclusivity 2: A City that cares for residents and Andeon X37 (Zandfontein) Region 3 B: Central 55 R1,000,000 R0 R0 promotes inclusivity Region 2: A City that cares for residents and Water reticulation - Booysens X4 Region 3 B: Central 55 R3,000,000 R0 R0 promotes inclusivity Region 2: A City that cares for residents and Water Provision - Mamelodi X6 erf 34041 Region 6: East 40 R11,500,000 R9,583,235 R9,583,235 promotes inclusivity (Phomolong) 2: A City that cares for residents and Booysens X4 Region 3 B: Central 55 R5,000,000 R0 R0 promotes inclusivity Region 2: A City that cares for residents and Andeon X37 (Zandfontein) Region 3 B: Central 55 R1,000,000 R0 R0 promotes inclusivity Region 2: A City that cares for residents and Sewer provision - Pretorius Park Region 6: East 91 R4,000,000 R0 R0 promotes inclusivity

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Strategic Pillar Project Name Region Ward (Affected Budget 2021/22 Budget 2022/23 Budget 2023/24 Area)

2: A City that cares for residents and Sewer provision - Mabopane X12 Region 1: Northwest 22 R8,078,036 R0 R0 promotes inclusivity 2: A City that cares for residents and Pienaarspoort X20 Bulk Sewer Region 5: Nokeng 100 R3,000,000 R2,000,000 R25,920,000 promotes inclusivity 1: A City that facilitates economic Booysens X4 (30ML Reservoir) Region 3 B: Central 55 R20,000,000 R18,000,000 R5,000,000 growth and job creation Region 2: A City that cares for residents and Water provision - Rama City (20 ML Region 1: Northwest 4 R18,000,000 R0 R0 promotes inclusivity Reservoir) 2: A City that cares for residents and Bulk Sewer Line - Winterveldt Region 1: Northwest 25 R6,000,000 R0 R15,000,000 promotes inclusivity 2: A City that cares for residents and Sewer reticulation - Refilwe X7 Region 5: Nokeng 100 R10,500,000 R5,000,000 R0 promotes inclusivity 2: A City that cares for residents and Water provision - Refilwe X7 Region 5: Nokeng 100 R10,500,000 R5,019,527 R5,195,275 promotes inclusivity 2: A City that cares for residents and Water provision - Garankuwa X10 - Water Region 1: Northwest 30;32 R1,000,000 R0 R0 promotes inclusivity Connections 2: A City that cares for residents and Sewer provision - Nellmapius X22 -stand Region 6: East 101;40 R30,900,000 R0 R0 promotes inclusivity 12224 & 12225 2: A City that cares for residents and Water provision - Refilwe ext 10 Region 5: Nokeng 100 R12,458,000 R20,458,000 R5,000,000 promotes inclusivity 2: A City that cares for residents and Water reticulation - Pienaarspoort Region 5: Nokeng 100 R3,000,000 R0 R0 promotes inclusivity 2: A City that cares for residents and Water provision - Soshanguve MM Region 2: Northeast 96 R6,000,000 R0 R0 promotes inclusivity 2: A City that cares for residents and Sewer reticulation - Refilwe X10 Region 5: Nokeng 100 R16,700,000 R0 R0 promotes inclusivity 2: A City that cares for residents and Construction of roads & stormwater - Region 1: Northwest 30 R20,000,000 R4,635,972 R0 promotes inclusivity Garankuwa 2: A City that cares for residents and Construction of roads & stormwater - Region 1: Northwest 88 R5,000,000 R0 R0 promotes inclusivity Soshanguve ext19 2: A City that cares for residents and Sewer reticulation - Soshanguve MM Region 2: Northeast 96 R10,000,000 R0 R0 promotes inclusivity 2: A City that cares for residents and Sewer reticulation - Mamelodi X6 erf 34041 Region 6: East 40 R11,600,000 R12,240,751 R12,240,751 promotes inclusivity (Phomolong) 2: A City that cares for residents and Sewer provision - Kudube unit 9 Region 2: Northeast 75 R35,000,000 R7,000,000 R0 promotes inclusivity

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Strategic Pillar Project Name Region Ward (Affected Budget 2021/22 Budget 2022/23 Budget 2023/24 Area)

1: A City that facilitates economic Water provision - Winterveldt 20ML Region 1: Northwest 19 R800,000 R0 R0 growth and job creation Reservoir 3: A City that delivers excellent Booysens ext. 4 - Expropriation Region 3 B: Central 55 R2,000,000 R0 R0 services and protects the Region environment 2: A City that cares for residents and Garankuwa X10 sewer reticulation Region 1: Northwest 30;32 R1,000,000 R0 R0 promotes inclusivity 2: A City that cares for residents and Water reticulation - Nellmapius Willows Region 6: East 86 R3,000,000 R0 R0 promotes inclusivity Mega Project 2: A City that cares for residents and Water provision - Pretorius Park Region 6: East 91 R4,000,000 R0 R0 promotes inclusivity 2: A City that cares for residents and Sewer reticulation - Nellmapius Willows Region 6: East 86 R5,000,000 R18,000,000 R28,300,000 promotes inclusivity Mega Project 2: A City that cares for residents and Water reticulation - Portion 1 of erf 14582 Region 6: East 15 R500,000 R0 R0 promotes inclusivity Mamelodi(Elephants Community) 2: A City that cares for residents and Sewer reticulation - Portion 1 of erf 14582 Region 6: East 15 R500,000 R0 R0 promotes inclusivity Mamelodi(Elephants Community) 2: A City that cares for residents and Water provision - Zithobeni Heights X13 Region 7: Kungwini 102 R0 R4,516,034 R26,232,859 promotes inclusivity 3: A City that delivers excellent Water provision - Zithobeni Heights Phase 1 Region 7: Kungwini 102 R0 R5,483,966 R0 services and protects the environment 2: A City that cares for residents and Bulk Sewer - Hammanskraal West X10 Region 2: Northeast 49 R0 R10,000,000 R0 promotes inclusivity 2: A City that cares for residents and Sewer provision - Garsfontein - Bulk Region 6: East 44;45 R0 R10,000,000 R0 promotes inclusivity Human Settlements Total R609,179,798 R615,610,003 558754558 Metro Police Department 4: A City that keeps residents safe Traffic Equipment Region 3 B: Central 58 R1,000,000 R2,100,000 R2,250,000 Region 4: A City that keeps residents safe Mobile Cameras and related equipment City Wide City Wide R12,500,000 R13,500,000 R14,500,000 4: A City that keeps residents safe Fixed Cameras and related equipment City Wide City Wide R8,000,000 R14,000,000 R14,000,000 4: A City that keeps residents safe Mobile Metal Detector Walk-through City Wide City Wide R500,000 R500,000 R500,000 Systems 4: A City that keeps residents safe LDVs - Single Cab with Steel Canopy Lock- City Wide City Wide R5,500,000 R4,500,000 R5,000,000 Up Facility

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Strategic Pillar Project Name Region Ward (Affected Budget 2021/22 Budget 2022/23 Budget 2023/24 Area)

4: A City that keeps residents safe Sedan - Standard Patrol City Wide City Wide R3,000,000 R4,500,000 R5,000,000 4: A City that keeps residents safe Minibus 15 Seater City Wide City Wide R5,500,000 R4,800,000 R0 4: A City that keeps residents safe Laptops City Wide City Wide R1,000,000 R3,400,000 R3,600,000 4: A City that keeps residents safe PCs & Monitors City Wide City Wide R1,000,000 R3,400,000 R3,600,000 4: A City that keeps residents safe 9mm Pistols City Wide City Wide R4,000,000 R5,671,000 R6,040,000 4: A City that keeps residents safe Firearm Safes City Wide City Wide R3,200,000 R3,400,000 R3,600,000 4: A City that keeps residents safe Furniture City Wide City Wide R3,000,000 R1,200,000 R1,200,000 4: A City that keeps residents safe Motorcycles City Wide City Wide R0 R4,000,000 R4,500,000 4: A City that keeps residents safe Handheld Tactical Radios City Wide City Wide R0 R6,000,000 R6,500,000 4: A City that keeps residents safe Digital Mobile DVR System with 8 Wireless City Wide City Wide R0 R105,000 R110,000 Cameras 4: A City that keeps residents safe Fixed Metal Detector Walk-through Systems City Wide City Wide R0 R10,600,000 R11,300,000 Metro Police Department Total R48,200,000 R81,676,000 81700000 Regional Operations & Coordination (ROC) 3: A City that delivers excellent IMM: Belle Ombre: Concrete Plant: Region 3 B: Central 58 R1,000,000 R0 R0 services and protects the Pneumatic Cylinders Region environment 3: A City that delivers excellent Belle Ombre: Concrete Plant Region 3 B: Central 58 R1,500,000 R0 R0 services and protects the Region environment 1: A City that facilitates economic Bon Accord Region 2: Northeast 96 R17,000,000 R0 R0 growth and job creation 5: A City that is open, honest and Capital Moveables Region 3 B: Central 58 R0 R2,800,000 R2,200,000 responsive Region Regional Operations & R19,500,000 R2,800,000 2200000 Coordination (ROC) Total Roads and Transport 2: A City that cares for residents and Line 2B: Lynnwood Rd (btw University Rd to Region 3 A: Central 56;82 R60,000,000 R30,000,000 R55,000,000 promotes inclusivity Atterbury) Region 2: A City that cares for residents and Line 2B: Atterbury Rd (btw Lynnwood Rd to Region 3 A: Central 46;82 R20,000,000 R30,000,000 R67,107,800 promotes inclusivity Lois Avenue) Region; Region 6: East 2: A City that cares for residents and BRT Line 2C-January Masilela (btw Region 6: East 44;46 R10,000,000 R50,000,000 R50,000,000 promotes inclusivity Atterbury & Lynnwood Rd)

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Strategic Pillar Project Name Region Ward (Affected Budget 2021/22 Budget 2022/23 Budget 2023/24 Area)

2: A City that cares for residents and BRT Line 2C-Lynnwood Rd (btw January Region 6: East 44;46;85 R10,000,000 R36,915,300 R39,154,065 promotes inclusivity Masilela & Simon Vermooten) 2: A City that cares for residents and The Design, Supply, Installation, Operation Region 3 A: Central 44;46;56;82;92 R14,800,000 R0 R0 promotes inclusivity and Maintenance of an automated fare Region; Region 6: East Collection (AFC) System 2: A City that cares for residents and Capital Park Railway Bridges (Line 1A - Region 3 B: Central 1 R1,000,000 R0 R0 promotes inclusivity WP6) Region 2: A City that cares for residents and NMT Line 2B (Hatfield to Menlyn) Region 3 A: Central 46;56;82 R10,000,000 R10,000,000 R0 promotes inclusivity Region; Region 6: East 2: A City that cares for residents and Denneboom Intermodal facility Region 6: East 86 R40,000,000 R40,000,000 R20,000,000 promotes inclusivity 2: A City that cares for residents and Denneboom Depot Region 6: East 38;86 R5,000,000 R50,000,000 R50,000,000 promotes inclusivity 2: A City that cares for residents and Wonderboom Intermodal Facility (Building Region 3 B: Central 58 R90,000,000 R0 R0 promotes inclusivity Works) Region 1: A City that facilitates economic APTMS: Future Lines Implementation of City Wide City Wide R4,000,000 R0 R0 growth and job creation Advanced Public Transport Management system 2: A City that cares for residents and Wonderboom Intermodal Facility (Hector Region 2: Northeast 50 R50,000,000 R0 R0 promotes inclusivity Pieterson Station) 2: A City that cares for residents and Line 3: CBD to Atteridgeville - Section 1 Region 3 B: Central 3;58;60 R5,000,000 R8,000,000 R0 promotes inclusivity (CBD - Pretoria West) Region 2: A City that cares for residents and Line 3: CBD to Atteridgeville - Section 2 Region 3 B: Central 3;58;60;63;7 R6,000,000 R7,000,000 R0 promotes inclusivity (Pretoria West - Atteridgeville) Region 2: A City that cares for residents and Belle Ombre - Phase 2 (Overflow car park, Region 3 B: Central 58 R16,000,000 R0 R0 promotes inclusivity Electric Fencing etc) Region 3: A City that delivers excellent Menlyn Taxi Interchange (Dallas) Region 6: East 46 R25,000,000 R48,925,200 R0 services and protects the environment 3: A City that delivers excellent Menlyn Taxi Interchange (Gobie) Region 6: East 46 R5,000,000 R5,000,000 R18,075,415 services and protects the environment 2: A City that cares for residents and Planning and Design of BRT Projects Region 1: Northwest; 1;36;4;55;90;96;98 R0 R50,000,000 R50,000,000 promotes inclusivity Region 2: Northeast; Region 3 B: Central Region

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Strategic Pillar Project Name Region Ward (Affected Budget 2021/22 Budget 2022/23 Budget 2023/24 Area)

3: A City that delivers excellent Contributions: Services For Township City Wide City Wide R1,000,000 R5,000,000 R5,000,000 services and protects the Development environment 3: A City that delivers excellent Essential/Unforeseen Stormwater Drainage City Wide City Wide R8,000,000 R10,000,000 R10,000,000 services and protects the Problems environment 3: A City that delivers excellent Concrete Canal: Sam Malema Road, Region 1: Northwest 12;29;9 R12,000,000 R2,000,000 R0 services and protects the Winterveldt environment 3: A City that delivers excellent Rehabilitation of Bridges City Wide City Wide R5,000,000 R5,000,000 R5,000,000 services and protects the environment 3: A City that delivers excellent Shova Kalula Bicycle Project Region 1: Northwest 19 R10,000,000 R0 R0 services and protects the environment 3: A City that delivers excellent Rehabilitation of Roads Region 1: Northwest; 2;3;4;58;60;81;98 R1,000,000 R10,000,000 R20,000,000 services and protects the Region 3 B: Central environment Region 3: A City that delivers excellent Stormwater Drainage Mahube Valley Region 6: East 17 R10,000,000 R20,000,000 R20,000,000 services and protects the environment 3: A City that delivers excellent Major Stormwater Drainage System Region 2: Northeast 75;76 R1,000,000 R0 R0 services and protects the Majaneng environment 3: A City that delivers excellent Internal Roads: Northern Areas: Mandela Region 1: Northwest 24 R9,500,000 R0 R0 services and protects the Village (South) environment 3: A City that delivers excellent Flooding Backlogs: Stinkwater & New Region 2: Northeast 13;14;95 R12,000,000 R15,000,000 R10,000,000 services and protects the Eersterust Area environment 3: A City that delivers excellent Flooding backlog: Network 5A, Matenteng Region 2: Northeast 13 R2,000,000 R0 R0 services and protects the environment 3: A City that delivers excellent Flooding backlog: Atteridgeville Region 3 B: Central 68 R10,000,000 R15,000,000 R15,000,000 services and protects the Region environment

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Strategic Pillar Project Name Region Ward (Affected Budget 2021/22 Budget 2022/23 Budget 2023/24 Area)

3: A City that delivers excellent Flooding backlog: Network 2B, Ramotse Region 2: Northeast 73 R4,000,000 R0 R0 services and protects the environment 3: A City that delivers excellent Flooding backlog: Drainage canals along Region 5: Nokeng; 15;16;17;40;99 R10,000,000 R7,000,000 R3,000,000 services and protects the Hans Strydom Dr, Mamelodi x 4 and 5 Region 6: East environment 3: A City that delivers excellent Flooding backlog: Ramotse (Network 1A, 1C Region 2: Northeast 73 R20,000,000 R30,000,000 R15,000,000 services and protects the & 1F) environment 3: A City that delivers excellent Flooding backlog: Network 3A, Kudube Unit Region 2: Northeast 73;74 R10,000,000 R0 R0 services and protects the 9 environment 3: A City that delivers excellent Upgrading of Buitekant Street Region 1: Northwest 29;35 R9,000,000 R0 R0 services and protects the environment 3: A City that delivers excellent Upgrading of Sibande Street, Mamelodi Region 6: East 18;23;93 R3,000,000 R15,000,000 R20,000,000 services and protects the environment 3: A City that delivers excellent Upgrading of Road from gravel to tar in Region 7: Kungwini 102 R10,000,000 R0 R0 services and protects the Zithobeni Ward 102 environment 3: A City that delivers excellent Upgrading of roads and stormwater systems Region 5: Nokeng 100 R10,000,000 R10,000,000 R30,000,000 services and protects the in Rayton environment 3: A City that delivers excellent Mamelodi Extension 4: Area 1 Region 6: East 16 R10,000,000 R0 R0 services and protects the environment 3: A City that delivers excellent Mamelodi Extension 2: Area 2 Region 6: East 15 R10,000,000 R15,000,000 R0 services and protects the environment 3: A City that delivers excellent Soshanguve Block WW Region 1: Northwest 89 R10,000,000 R10,000,000 R20,000,000 services and protects the environment 3: A City that delivers excellent Upgrading of roads and stormwater systems Region 5: Nokeng 100 R10,000,000 R0 R0 services and protects the in Refilwe environment

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Strategic Pillar Project Name Region Ward (Affected Budget 2021/22 Budget 2022/23 Budget 2023/24 Area)

3: A City that delivers excellent Upgrading of roads and stormwater systems Region 5: Nokeng 100 R10,000,000 R10,000,000 R0 services and protects the - Phase 1 environment 5: A City that is open, honest and Capital Moveables Administrative HQ Administrative HQ R500,000 R0 R0 responsive 3: A City that delivers excellent Soshanguve Block L Area 2 Region 1: Northwest 34;35;36 R5,000,000 R0 R0 services and protects the environment 3: A City that delivers excellent Soshanguve Block L Area 3 Region 1: Northwest 36 R7,000,000 R0 R10,000,000 services and protects the environment 3: A City that delivers excellent Upgrading of Road from gravel to tar in Region 7: Kungwini 103 R25,000,000 R30,000,000 R75,000,000 services and protects the Ekangala (Ward 103 and 104) environment 3: A City that delivers excellent Upgrading of Road from gravel to tar in Region 7: Kungwini 105 R18,000,000 R15,000,000 R0 services and protects the Ekangala Ward 105 environment 3: A City that delivers excellent Improvement of dirt road leading to Clover Region 7: Kungwini 102 R3,000,000 R0 R0 services and protects the hill club, Bronkhorstspruit dam environment 3: A City that delivers excellent Internal Roads Mandela Village (North) Region 2: Northeast 49 R9,500,000 R0 R0 services and protects the environment 3: A City that delivers excellent Internal Roads Ga-Rankuwa Zone 4 Region 1: Northwest 30;31 R10,000,000 R25,000,000 R25,000,000 services and protects the environment 3: A City that delivers excellent Internal Roads Ga-Rankuwa Zone 5 Region 1: Northwest 30;31 R5,000,000 R15,000,000 R20,000,000 services and protects the environment 3: A City that delivers excellent Internal Roads Mabopane Block R (Phase 1) Region 1: Northwest 22 R20,000,000 R0 R20,000,000 services and protects the environment 3: A City that delivers excellent Upgrading of Mabopane Block A Region 1: Northwest 19 R10,000,000 R0 R0 services and protects the environment

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Strategic Pillar Project Name Region Ward (Affected Budget 2021/22 Budget 2022/23 Budget 2023/24 Area)

3: A City that delivers excellent Upgrading of Mabopane Block B Region 1: Northwest 21 R9,800,954 R0 R40,000,000 services and protects the environment 3: A City that delivers excellent Upgrading of Roads: Mabopane Block U Region 1: Northwest 20 R14,000,000 R15,000,000 R30,000,000 services and protects the environment 3: A City that delivers excellent Major Stormwater Systems Klip kruisfontein Region 1: Northwest 39 R10,000,000 R10,000,000 R4,000,000 services and protects the environment 3: A City that delivers excellent Upgrading of roads and stormwater: Region 1: Northwest 21 R17,000,000 R0 R0 services and protects the Mabopane Ux 1 environment 3: A City that delivers excellent Soshanguve Block FF East Area 3 Region 1: Northwest 94 R10,000,000 R0 R0 services and protects the environment 3: A City that delivers excellent Soshanguve Block FF East Area 4 Region 1: Northwest 26;88;94 R10,000,000 R7,000,000 R10,000,000 services and protects the environment 3: A City that delivers excellent Replacement Of Traffic Signs City Wide City Wide R0 R700,000 R700,000 services and protects the environment 3: A City that delivers excellent Magriet Monamodi Stormwater System Region 2: Northeast 49;74 R0 R14,000,000 R5,000,000 services and protects the environment 3: A City that delivers excellent Traffic Flow Improvement at Intersections City Wide City Wide R0 R0 R15,000,000 services and protects the environment 3: A City that delivers excellent Flooding backlog: Network 3, Kudube Unit Region 2: Northeast 74;75 R0 R10,000,000 R3,000,000 services and protects the 11 environment 3: A City that delivers excellent Flooding backlog: Network 2F, Kudube Unit Region 2: Northeast 75 R0 R3,000,000 R15,000,000 services and protects the 6 environment 3: A City that delivers excellent Flooding backlog: Network 2D, New Region 2: Northeast 14;95 R0 R7,000,000 R15,000,000 services and protects the Eersterust x 2 environment

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Strategic Pillar Project Name Region Ward (Affected Budget 2021/22 Budget 2022/23 Budget 2023/24 Area)

3: A City that delivers excellent Rainbow Junction and Rehabilitation of the Region 2: Northeast 50;96 R0 R15,000,000 R50,000,000 services and protects the Apies River environment 2: A City that cares for residents and Provisioning of ablution units and staff rooms City Wide City Wide R0 R5,000,000 R10,000,000 promotes inclusivity at various PT facilities 3: A City that delivers excellent Soshanguve Extension 1 Region 1: Northwest 39 R0 R0 R10,000,000 services and protects the environment 3: A City that delivers excellent Soshanguve Block TT Region 1: Northwest 89 R0 R6,500,000 R10,000,000 services and protects the environment 3: A City that delivers excellent Upgrading of roads and stormwater: Region 1: Northwest 19 R0 R18,254,536 R25,000,000 services and protects the Winterveldt Ward 19 and 24 environment 1: A City that facilitates economic Internal Roads Mabopane Block R (Phase 2) Region 1: Northwest 22 R0 R0 R40,000,000 growth and job creation Strategic Pillar 2: A City that cares for residents and prom 1: A City that facilitates economic Aircraft washing and aircraft paint stripping Region 2: Northeast 50 R3,000,000 R0 R0 growth and job creation bay to meet environmental legislative requirements 3: A City that delivers excellent Upgrading of Tshwane Bus Services Depots Administrative HQ Administrative HQ R1,500,000 R3,100,000 R3,700,000 services and protects the & Machinery environment 3: A City that delivers excellent Automated Fare Collection (AFC - TBS) Administrative HQ Administrative HQ R8,000,000 R11,000,000 R20,000,000 services and protects the environment 3: A City that delivers excellent APTMS_Fleet Management System (TBS) Administrative HQ Administrative HQ R0 R5,000,000 R5,000,000 services and protects the environment Roads and Transport Total R775,600,954 R760,395,036 983737280 Shared Services 5: A City that is open, honest and Disaster Recovery System Storage Administrative HQ Administrative HQ R10,000,000 R15,000,000 R15,000,000 responsive 5: A City that is open, honest and Upgrade of IT Networks Administrative HQ Administrative HQ R14,000,000 R29,680,000 R30,000,000 responsive

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Strategic Pillar Project Name Region Ward (Affected Budget 2021/22 Budget 2022/23 Budget 2023/24 Area)

5: A City that is open, honest and Computer Equipment Deployment - End user Region 3 B: Central 3 R19,763,560 R15,000,000 R30,000,000 responsive computer hardware equipment Region 5: A City that is open, honest and Implementation Of Storage Area Network Administrative HQ Administrative HQ R15,000,000 R25,000,000 R28,000,000 responsive 2: A City that cares for residents and Upgrade Workflow System for Health-ERP Administrative HQ Administrative HQ R10,000,000 R0 R0 promotes inclusivity 5: A City that is open, honest and Cyber Security Administrative HQ Administrative HQ R3,253,946 R3,253,946 R3,253,946 responsive 5: A City that is open, honest and Electronic Document Management System Administrative HQ Administrative HQ R5,000,000 R0 R0 responsive 5: A City that is open, honest and SAP 4 Hanna Administrative HQ Administrative HQ R114,000,000 R150,000,000 R150,000,000 responsive 5: A City that is open, honest and Sap integrated vending solution Administrative HQ Administrative HQ R3,000,000 R0 R0 responsive 5: A City that is open, honest and Insurance Management System Administrative HQ Administrative HQ R3,000,000 R0 R0 responsive 3: A City that delivers excellent Purchase of Vehicles (City Wide) Administrative HQ Administrative HQ R100,000,000 R100,000,000 R210,000,000 services and protects the environment Shared Services Total R297,017,506 R337,933,946 466253946 Utility Services 3: A City that delivers excellent Upgrading/Strengthening of Existing City Wide City Wide R5,500,000 R8,500,000 R9,000,000 services and protects the Network Schemes - City Wide environment 1: A City that facilitates economic Payments to Townships for Reticulated City Wide City Wide R5,000,000 R5,000,000 R6,000,000 growth and job creation Towns (City Wide) 3: A City that delivers excellent Refurbishment of Sub Transmission City Wide City Wide R1,000,000 R0 R0 services and protects the Electrical Infrastructure environment 3: A City that delivers excellent Strengthening 11kV Cable network City Wide City Wide R8,000,000 R0 R0 services and protects the environment 3: A City that delivers excellent Strengthening 11kV Overhead Network City Wide City Wide R20,000,000 R15,000,000 R10,000,000 services and protects the environment

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Strategic Pillar Project Name Region Ward (Affected Budget 2021/22 Budget 2022/23 Budget 2023/24 Area)

3: A City that delivers excellent Secondary Substations Region 3 A: Central 56 R5,000,000 R20,000,000 R30,000,000 services and protects the Region environment 3: A City that delivers excellent Replacement of Obsolete And Non- City Wide City Wide R200,000 R0 R0 services and protects the functional Equipment environment 3: A City that delivers excellent New Connections City Wide City Wide R17,000,000 R15,000,000 R25,000,000 services and protects the environment 3: A City that delivers excellent Energy Efficiency and Demand Side City Wide City Wide R10,000,000 R10,000,000 R0 services and protects the Management environment 3: A City that delivers excellent Replacement of Obsolete Testing Equipment City Wide City Wide R1,111,250 R0 R0 services and protects the and Instruments. environment 3: A City that delivers excellent Low Voltage Network Within Towns City Wide City Wide R10,000,000 R15,000,000 R15,000,000 services and protects the (Renewal) environment 3: A City that delivers excellent Digital Trunked Radio Communication City Wide City Wide R200,000 R0 R0 services and protects the (New) environment 1: A City that facilitates economic Soshanguve 132/11KV Substation Region 2: Northeast 96 R30,000,000 R0 R0 growth and job creation 1: A City that facilitates economic Monavoni 132/11KV Substation Region 4: South 77 R2,000,000 R0 R0 growth and job creation 3: A City that delivers excellent Electricity for All - Region 4 Region 4: South 70 R13,000,000 R36,500,000 R53,500,000 services and protects the environment 3: A City that delivers excellent Electricity for All - Region 3 Region 3 B: Central 55 R23,375,000 R41,375,000 R15,000,000 services and protects the Region environment 3: A City that delivers excellent Electricity for All - Region 1 Region 1: Northwest 32 R13,800,000 R30,000,000 R30,000,000 services and protects the environment

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Strategic Pillar Project Name Region Ward (Affected Budget 2021/22 Budget 2022/23 Budget 2023/24 Area)

3: A City that delivers excellent Electricity for All - Region 6 Region 6: East 101 R20,000,000 R31,800,000 R14,000,000 services and protects the environment 1: A City that facilitates economic Bronkhorstspruit 132/11kv substation Region 7: Kungwini 102;105 R20,000,000 R0 R0 growth and job creation 1: A City that facilitates economic Kentron 132/11kV Substation Region 4: South 78 R5,000,000 R0 R0 growth and job creation 1: A City that facilitates economic Soshanguve - JJ 132KV Power Line Region 1: Northwest; 11;26;88;94;96 R1,000,000 R30,000,000 R25,000,000 growth and job creation Region 2: Northeast 3: A City that delivers excellent Electricity for All - Region 7 Region 7: Kungwini 105 R33,800,000 R0 R42,000,000 services and protects the environment 3: A City that delivers excellent Electricity for All - Region 5 Region 5: Nokeng 99 R17,800,000 R23,800,000 R37,800,000 services and protects the environment 3: A City that delivers excellent Region 1 (Public Lighting) Region 1: Northwest 89 R10,000,000 R15,000,000 R25,000,000 services and protects the environment 3: A City that delivers excellent Region 3 (Public Lighting) Region 3 B: Central 7 R10,000,000 R15,000,000 R15,000,000 services and protects the Region environment 3: A City that delivers excellent Region 7 (Public Lighting) Region 7: Kungwini 105 R5,000,000 R3,000,000 R2,000,000 services and protects the environment 3: A City that delivers excellent Region 6 (Public Lighting) Region 6: East 101 R8,000,000 R5,000,000 R15,000,000 services and protects the environment 3: A City that delivers excellent Region 5 (Public Lighting) Region 5: Nokeng 99 R5,000,000 R8,000,000 R10,000,000 services and protects the environment 3: A City that delivers excellent Region 4 (Public Lighting) Region 4: South 61 R9,000,000 R0 R9,000,000 services and protects the environment 3: A City that delivers excellent Region 2 (Public Lighting) Region 2: Northeast 49 R10,000,000 R8,000,000 R6,000,000 services and protects the environment

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Strategic Pillar Project Name Region Ward (Affected Budget 2021/22 Budget 2022/23 Budget 2023/24 Area)

3: A City that delivers excellent Dangerous and obsolete switchgear City Wide City Wide R5,000,000 R0 R0 services and protects the environment 3: A City that delivers excellent Communication Upgrade: Optical Fibre City Wide City Wide R5,000,000 R0 R0 services and protects the network environment 3: A City that delivers excellent Prepaid Electricity Meters - New City Wide City Wide R15,000,000 R0 R30,000,000 services and protects the environment 3: A City that delivers excellent Prepaid Electricity Meters - Replacement City Wide City Wide R40,000,000 R50,201,544 R21,625,130 services and protects the environment 3: A City that delivers excellent Replacement of obsolete of meter test bench Region 1: Northwest 34 R50,000,000 R0 R10,000,000 services and protects the ( Electricity Distribution Loss) environment 3: A City that delivers excellent Oil Burner Spares Region 2: Northeast 96 R1,130,000 R0 R0 services and protects the environment 3: A City that delivers excellent Digital Valve Positioners Region 2: Northeast 96 R1,000,000 R0 R0 services and protects the environment 3: A City that delivers excellent Demin Plant Region 2: Northeast 96 R12,870,000 R0 R0 services and protects the environment 1: A City that facilitates economic Wildebees 400/132kV, 315MVA Infeed Region 6: East 101 R1,000,000 R0 R0 growth and job creation station 3: A City that delivers excellent Network Control Centre Reconfiguration Region 3 B: Central 58 R300,000 R0 R0 services and protects the Region environment 1: A City that facilitates economic Wapadrand 132/11kV Substation Region 6: East 101;85 R2,000,000 R0 R0 growth and job creation 3: A City that delivers excellent 11kV Panel Extension In Substations Region 5: Nokeng 99 R0 R10,000,000 R20,000,000 services and protects the environment Strategic Pillar 1: A City that facilitates econ

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Strategic Pillar Project Name Region Ward (Affected Budget 2021/22 Budget 2022/23 Budget 2023/24 Area)

3: A City that delivers excellent Infrastructure Fault Reporting and Dispatch Region 3 B: Central 58 R0 R100,000 R0 services and protects the (New) Region environment 3: A City that delivers excellent Prepaid Electricity Meters - Conventional City Wide City Wide R0 R7,478,287 R38,069,454 services and protects the environment 3: A City that delivers excellent Township Water and Sanitation Services Region 5: Nokeng 87 R6,000,000 R35,000,000 R37,800,000 services and protects the Development: Tshwane Contributions (City environment Wide) 3: A City that delivers excellent Replacement Of Worn Out Network Pipes Region 5: Nokeng 100 R95,000,000 R80,000,000 R95,835,094 services and protects the environment 3: A City that delivers excellent Sunderland Ridge WWTW Phase1: Upgrade Region 4: South 70 R1,000,000 R35,000,000 R0 services and protects the of existing infrastructure environment 3: A City that delivers excellent Klipgat WWTW: Upgrading of existing Region 1: Northwest 22 R85,600,000 R110,000,000 R0 services and protects the infrastructure to 40Ml/d environment 3: A City that delivers excellent Rooiwal WWTW Phase 1: Upgrading of Region 2: Northeast 96 R124,000,000 R14,000,000 R0 services and protects the Existing Infrastructure environment 3: A City that delivers excellent Temba and Babelegi WWTW upgrade of Region 2: Northeast 74 R1,000,000 R0 R0 services and protects the existing infrastructure environment 3: A City that delivers excellent Ekangala Block A - F sewer reticulation and Region 7: Kungwini 104 R77,200,000 R65,000,000 R55,000,000 services and protects the toilets environment 3: A City that delivers excellent Sewer reticulation Kudube 5 Region 2: Northeast 75 R55,000,000 R40,000,000 R13,164,906 services and protects the environment 3: A City that delivers excellent Replacement Of deficient Sewers City Wide City Wide R20,000,000 R50,000,000 R50,000,000 services and protects the environment 3: A City that delivers excellent Replace reservoir fencing (City Wide) City Wide City Wide R250,000 R0 R0 services and protects the environment

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Strategic Pillar Project Name Region Ward (Affected Budget 2021/22 Budget 2022/23 Budget 2023/24 Area)

3: A City that delivers excellent Mooikloof Reservoir and Bulk pipeline Region 6: East 91 R1,000,000 R0 R0 services and protects the environment 3: A City that delivers excellent Installation of telemetry, bulk meters and City Wide City Wide R10,000,000 R10,000,000 R10,000,000 services and protects the control equipment at reservoirs (City Wide) environment 3: A City that delivers excellent Relining/upgrading reservoirs Region 3 B: Central 58 R2,500,000 R30,000,000 R20,000,000 services and protects the Region environment 1: A City that facilitates economic New Parkmore LL Reservoir and HL Region 6: East 44 R1,000,000 R0 R0 growth and job creation Reservoir 3: A City that delivers excellent Bronkhorstbaai: Refurbishment and upgrade Region 7: Kungwini 102 R75,000,000 R16,000,000 R0 services and protects the of Water Purification Plant environment 1: A City that facilitates economic Grootfontein Water Reservoir, tower and Region 6: East 91 R500,000 R0 R0 growth and job creation pipework 3: A City that delivers excellent Waste Water Treatment facilities upgrades Region 7: Kungwini 105 R8,000,000 R10,000,000 R10,000,000 services and protects the Minor Capital Projects (City wide) environment 3: A City that delivers excellent Cathodic protection to all Steel pipes (City Region 3 A: Central 59 R1,500,000 R0 R0 services and protects the wide) Region environment 3: A City that delivers excellent Mamelodi Ext 11 water (Bulk and Region 6: East 10 R48,000,000 R36,000,000 R32,000,000 services and protects the reticulation) and sanitation services environment 3: A City that delivers excellent Bronkhorstspruit Water Purification Plant Region 7: Kungwini 102 R500,000 R0 R0 services and protects the Refurbishment environment 3: A City that delivers excellent Water Conservation and Demand City Wide City Wide R85,000,000 R90,000,000 R100,000,000 services and protects the Management environment 3: A City that delivers excellent Daspoort and Rietvlei Laboratory Equipment City Wide City Wide R5,750,000 R0 R0 services and protects the environment

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Strategic Pillar Project Name Region Ward (Affected Budget 2021/22 Budget 2022/23 Budget 2023/24 Area)

3: A City that delivers excellent Ekangala WWTW: Upgrade of existing Region 7: Kungwini 103 R1,000,000 R0 R30,000,000 services and protects the infrastructure environment 1: A City that facilitates economic Salvokop Reservoir – Conduit Hydropower Region 3 B: Central 60 R9,100,000 R0 R0 growth and job creation Plant Region 1: A City that facilitates economic Baviaanspoort WWTW Phase 2: 20Ml/d Region 6: East 6 R0 R30,000,000 R100,763,642 growth and job creation extension using alternative technologies, new sludge infrastructure & tertiary treatment Utility Services Total R1,166,986,250 R1,054,754,831 R1,068,558,226 Grand Total R3,956,871,493 R3,966,753,522 R3,885,934,817

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8 KEY DELIVERABLES FOR 2021/22 – 2025/26

The strategic guidance provided in Chapter 2 of this draft IDP provides direction for the key deliverables for the 2021/26 financial years. The following IDP scorecard provides a breakdown of the various service delivery targets over the term.

The scorecard is structured in line with the five strategic pillars which form the basis for service delivery.

The following table presents the draft 2021–26 scorecard on which the City’s performance will be measured.

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Table 8.1 IDP

Strategic Pillar Department Key Performance Indicator Baseline 5 Year Annual Target Target for Target for Target for Target for (Previous 4 Target for 2021/22 2022/23 2023/24 2024/25 2025/26 years performanc e) Pillar 1: A city that facilitates Economic Development and Rand value of investment facilitated into R10.36billion R10 billion R1,8 billion R1,9 billion R2 billion R2,1 billion R2,2 billion economic growth and job Spatial Planning the city (annual) creation

Pillar 1: A city that facilitates Economic Development and Number of Co-operatives supported 1036 1200 200 220 240 260 280 economic growth and job Spatial Planning through the co-operative development creation programme

Pillar 2: A city that cares for Health Percentage of City of Tshwane PHC 100% 100% 100% 100% 100% 100% 100% residents and promotes fixed clinics providing immunisation for inclusivity children under 1 year of age

Pillar 2: A city that cares for Health Percentage of City of Tshwane PHC 100% 100% 100% 100% 100% 100% 100% residents and promotes fixed clinics implementing PMTCT inclusivity programme

Pillar 2: A city that cares for Health Percentage of City of Tshwane PHC 100% 100% 100% 100% 100% 100% 100% residents and promotes fixed clinics providing HIV testing inclusivity facilities for pregnant women

Pillar 2: A city that cares for Community & Social Number of work opportunities created 63 070 85 000 17 975 17 964 18 197 18 200 18 400 residents and promotes Development through public employment inclusivity programmes (incl. EPWP, CWP and other related infrastructure programmes (C88: LED1.21) Pillar 2: A city that cares for Community & Social Number of indigent households 13564 15 000 3000 3000 3000 3000 3000 residents and promotes Development supported by the City through its social inclusivity package per year

Pillar 2: A city that cares for Community & Social Number of indigent households exited TBC 20 000 4000 4000 4000 4000 4000 residents and promotes Development from the indigent register per year inclusivity

Pillar 3: A city that delivers Utility Services (Water & Percentage of households with access 84.18% 86.70% 85.07% 85.45% 86.34% 86.70% 86.70% excellent services and protects Sanitation) and Human to basic water supply the environment Settlements

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Strategic Pillar Department Key Performance Indicator Baseline 5 Year Annual Target Target for Target for Target for Target for (Previous 4 Target for 2021/22 2022/23 2023/24 2024/25 2025/26 years performanc e) Pillar 3: A city that delivers Utility Services (Water & Percentage of households with access 79.50% 81,28% 80.20% 80.32% 80.63% 81.28% 81.28% excellent services and protects Sanitation) and Human to basic sanitation the environment Settlements

Pillar 3: A city that delivers Utility Services (Water & Percentage of drinking water samples 95% 95% 95% 95% 95% 95% 95% excellent services and protects Sanitation) complying to SANS241 (C88: WS4.1) the environment

Pillar 3: A city that delivers Utility Services (Water & Percentage of wastewater samples 33% 60% 60% 60% 60% 60% 60% excellent services and protects Sanitation) compliant to water use license the environment conditions (C88: WS4.2)

Pillar 3: A city that delivers Utility Services (Water & Percentage of Recreational water New 100% 100% 100% 100% 100% 100% excellent services and protects Sanitation) quality (inland) (C88:ENV4.21) the environment

Pillar 3: A city that delivers Utility Services (Water & Percentage of total water connections 84.0% 85.75% 84.75% 85% 85.25% 85.5% 85.75% excellent services and protects Sanitation) metered (C88: WS5.31) the environment

Pillar 3: A city that delivers Utility Services (Water & Percentage of water reused New 0.3% 0.3% 0.3% 0.3% 0.3% 0.3% excellent services and protects Sanitation) (C88: the environment WS5.4 )

Pillar 3: A city that delivers Utility Services (Electricity & Percentage of households with access 92% 95% 93% 93,5% 94% 94,5% 95% excellent services and protects Energy) to electricity the environment (C88: EE1.1.)

Pillar 3: A city that delivers Utility Services (Electricity & Percentage of unplanned outages that 64% 65% 64% 65% 65% 65% 65% excellent services and protects Energy) are restored to supply within industry the environment standard timeframes (C88: EE3.11) Pillar 3: A city that delivers Utility Services (Electricity & Percentage of planned maintenance 58% 65% 60% 65% 65% 65% 65% excellent services and protects Energy) performed (HV Network) (C88:EE3.21) the environment

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Strategic Pillar Department Key Performance Indicator Baseline 5 Year Annual Target Target for Target for Target for Target for (Previous 4 Target for 2021/22 2022/23 2023/24 2024/25 2025/26 years performanc e) Pillar 3: A city that delivers Environmental and Agricultural Percentage of formal areas provided 100% 100% 100% 100% 100% 100% 100% excellent services and protects Management with weekly waste collection services the environment

Pillar 3: A city that delivers Environmental and Agricultural Percentage of known informal 90% 90% 90% 90% 90% 90% 90% excellent services and protects Management settlements receiving integrated waste the environment handling services

Pillar 3: A city that delivers Environmental and Agricultural Percentage of households with basic 85% 90% 86% 87% 88% 89% 90% excellent services and protects Management refuse removal services or better (C88: the environment ENV3.1)

Pillar 3: A city that delivers Environmental and Agricultural Percentage of biodiversity priority area 8% 8% 8% 8% 8% 8% 8% excellent services and protects Management within the municipality (C88: ENV4.11) the environment

Pillar 3: A city that delivers Environmental and Agricultural Percentage of biodiversity priority areas 71% 75% 71% 72% 73% 74% 75% excellent services and protects Management protected (C88: ENV4.21) the environment

Pillar 3: A city that delivers Environmental and Agricultural Percentage of AQ monitoring stations 75% 78% 78% 78% 78% 78% 80% excellent services and protects Management providing adequate data over a the environment reporting year (C88: ENV1.12)

Pillar 3: A city that delivers ROC Percentage of unsurfaced road graded 80% 80% 80% (80% of 80% 80% 80% 80% excellent services and protects (C88: TR6.11) 3512,73 km) the environment

Pillar 3: A city that delivers ROC Percentage of surfaced municipal road 0.5% 0.5% 0.7% (94km) 0.9% 0.9% 1% 1% excellent services and protects lanes which has been resurfaced and the environment resealed (C88: TR6.12)

Pillar 3: A city that delivers ROC Percentage of planned maintenance 80% 80% 80% 80% 80% 80% 80% excellent services and protects performed (on MV and LV Network) the environment (C88:EE3.21)

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Strategic Pillar Department Key Performance Indicator Baseline 5 Year Annual Target Target for Target for Target for Target for (Previous 4 Target for 2021/22 2022/23 2023/24 2024/25 2025/26 years performanc e) Pillar 3: A city that delivers ROC Percentage of callouts responded to 70% 70% 70% 70% 70% 70% 70% excellent services and protects within 24 hours (sanitation/waste water) the environment (C88: WS3.11)

Pillar 3: A city that delivers ROC Percentage of callouts responded to 30% 30% 30% 30% 30% 30% 30% excellent services and protects within 24 hours(water) (C88: WS3.21) the environment

Pillar 3: A city that delivers ROC Percentage of unplanned outages that 64% 65% 64% 65% 65% 65% 65% excellent services and protects are restored to supply within industry the environment standard timeframes (C88: EE3.11) Pillar 3: A city that delivers Roads & Transport Percentage of scheduled municipal 90% 90% 90% 90% 90% 90% 90% excellent services and protects Tshwane Bus Services 'on-time' (C88: the environment TR4.21)

Pillar 3: A city that delivers Roads & Transport Percentage of scheduled municipal A 90% 90% 90% 90% 90% 90% 90% excellent services and protects Re Yeng Bus Services 'on-time' (C88: the environment TR4.21)

Pillar 3: A city that delivers Roads & Transport Kilometers of roads constructed to the 64km 100km 20km 20km 20km 20km 20km excellent services and protects required standard the environment

Pillar 3: A city that delivers Roads & Transport Kilometers of required municipal storm 45km 100km 20km 20km 20km 20km 20km excellent services and protects water drainage network constructed the environment

Pillar 3: A city that delivers Roads & Transport Kilometers of new (surfaced) municipal New 220km 44km 44km 44km 44km 44km excellent services and protects road lanes built (C88: TR6.13) the environment

Pillar 3: A city that delivers Human Settlements Number of informal settlements 8 100 19 20 20 20 21 excellent services and protects formalised the environment

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Strategic Pillar Department Key Performance Indicator Baseline 5 Year Annual Target Target for Target for Target for Target for (Previous 4 Target for 2021/22 2022/23 2023/24 2024/25 2025/26 years performanc e) Pillar 3: A city that delivers Human Settlements Kilometres of roads and storm water 56, 249km 146km 31,94km 34km 41km 23km 19km excellent services and protects constructed to the required standard the environment

Pillar 3: A city that delivers Human Settlements Number of informal settlements with 92 30 92 80 75 55 30 excellent services and protects access to rudimentary sanitation the environment services Pillar 3: A city that delivers Human Settlements Number of informal settlements with 138 80 138 128 123 100 80 excellent services and protects access to rudimentary water services the environment Pillar 3: A city that delivers Human Settlements Hectares of land acquired for human 889,88 100 20 20 20 20 20 excellent services and protects settlements in Priority Housing hectares of land the environment Development Areas (C88: HS1.13) Pillar 3: A city that delivers Human Settlements Number of subsidised housing units 1 544 8 585 1168 668 668 760 760 excellent services and protects constructed using various Human the environment Settlements Programmes (C88: HS1.11) Pillar 4: A city that keeps its Tshwane Metro Police Number of increase in interventions to 14769 14707 2881 2910 2940 2970 3000 residents safe Department root out crime and related incidents (annual) Pillar 4: A city that keeps its Emergency Services Percentage of compliance to the 80.17% 75% 75% 75% 75% 75% 75% residents safe required attendance times for structural firefighting incidents

Pillar 4: A city that keeps its Emergency Services Percentage of compliance to the 74.68% Two percent 67% 69% 71% 73% 75% residents safe required attendance times for increase dispatched Priority 1 emergency every year medical incidents for the next five years Pillar 5: A City that is open, Office of the City Manager Number of repeat audit findings (C88: 0 0 0 0 0 0 honest and responsive GG3.11)

Pillar 5: A City that is open, Office of the City Manager Unqualified Audit Opinion achieved Unqualified Unqualified Unqualified Audit Unqualified Unqualified Unqualified Unqualified honest and responsive (annual) (C88: GG3.1) Audit Opinion Audit Opinion Audit Opinion Audit Opinion Audit Opinion Audit Opinion Opinion

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Strategic Pillar Department Key Performance Indicator Baseline 5 Year Annual Target Target for Target for Target for Target for (Previous 4 Target for 2021/22 2022/23 2023/24 2024/25 2025/26 years performanc e) Pillar 5: A City that is open, Office of the Speaker Percentage of wards that have held at N/A 100% 100% 100% 100% 100% 100% honest and responsive least one councillor-convened community meeting (C88: GG2.12)

Pillar 5: A City that is open, Group Financial Services % of a municipality’s capital budget 94.98% 98% 98% 98% 98% 98% 98% honest and responsive spent on capital projects identified for a particular financial year in terms of the municipality’s integrated development plan Pillar 5: A City that is open, Group Financial Services % Service Debtors to Revenue ratio 35.8% 31.0% 31.4% 31.0% 31.0% 31.0% 31.0% honest and responsive

Pillar 5: A City that is open, Group Financial Services Cost Coverage ratio 0.9 0.9 1.0 0.9 0.9 0.9 0.9 honest and responsive

Pillar 5: A City that is open, Group Financial Services % of Debt Coverage 16.8% 12.2% 12.2% 12.2% 12.8% 12.8% 12.8% honest and responsive

Pillar 5: A City that is open, Group Financial Services Percentage of the municipality's 1.5% 10.00% 8.72% 9.70% 10.00% 10.00% 10.00% honest and responsive operating budget spent on indigent relief for free basic services. (C88: LED2.12) Pillar 5: A City that is open, Group Financial Services Percentage of budgeted rates revenue 82% 90% 90% 90% 90% 90% 90% honest and responsive collected. (C88: LED2.11)

Pillar 5: A City that is open, Utility Services (Water & Percentage non-revenue water (C88: NRW 27% 29% 28.5% 28.0% 27.5% 27.0% honest and responsive Sanitation) WS5.1) calculated on 12-month running average only Pillar 5: A City that is open, Utility Services (Electricity & Percentage total electricity losses ≤18% ≤15% ≤17% ≤16,5% ≤16% ≤15,5% ≤15% honest and responsive Energy) (C88: EE 4.4)

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Strategic Pillar Department Key Performance Indicator Baseline 5 Year Annual Target Target for Target for Target for Target for (Previous 4 Target for 2021/22 2022/23 2023/24 2024/25 2025/26 years performanc e) Pillar 5: A City that is open, Group Human Capital Percentage employee satisfaction 60% 80% 80% 80% N/A 80% N/A honest and responsive rating (annual)

Pillar 5: A City that is open, Group Human Capital Percentage of municipal skills 20% 20% 20% 20% 20% 20% 20% honest and responsive development levy recovered (C88: GG1.1)

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243 9 PERFORMANCE MANAGEMENT

Introduction The purpose of the performance management chapter is to describe the performance management system in the City of Tshwane, as well as the City’s approach to ensure that the objectives in the strategic plans of the City are realised. This chapter addresses the following areas:

 Legislative environment governing performance management  Principles for management of organisational performance and performance information  Performance monitoring  Performance reporting  Roles and responsibilities in the organisational performance management process

Legislative environment governing performance management Performance management system in the City is aligned with and adapted to the provisions and requirements of various legislation, regulations, frameworks, reforms and related circulars. These include –

 Municipal Systems Act (MSA), 2000 (Act 32 of 2000);  Municipal Planning and Performance Management Regulations (MPPMR), 2001;  the Municipal Finance Management Act (MFMA), 2003 (Act 53 of 2003);  Municipal Performance Regulations for Municipal Managers and Managers Directly Accountable to Municipal Managers, 2006;  Public Audit Act, 2004 (Act 25 of 2004);  Policy Framework for the Government-wide Monitoring and Evaluation (GWM&E) system, 2007;  Framework for Managing Programme Performance Information (FMPPI), 2007;  South African Statistical Quality Assessment Framework  Circular 88: Municipal Circular on Rationalisation of Planning and Reporting Requirements;  MFMA Circular 63 The City’s performance management with regard to the above mentioned legislation, regulations, frameworks, reforms and related circulars is summarised below. Municipal Systems Act, 2000 (Act 32 of 2000): The City’s IDP contains five-year IDP sub-programmes which include key performance indicators (KPI) and targets to measure progress over the medium and short term. The IDP contains annual performance targets that determine targets to assess implementation progress on a year-to-year basis. These KPIs and targets are translated into service delivery and budget implementation plans (SDBIPs) to inform expected city-wide, departmental and individual performance outputs. The City’s performance is monitored and reviewed on a quarterly and annual basis, informed by the achievement reports on the identified organisational, departmental and individual performance plans.

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244 Municipal planning and Performance Management Regulations, 2001: As required by the 2001 regulations, the City’s performance management system (PMS) allows for reporting to Council on a quarterly basis. The quarterly reports are prepared for the purpose of identifying performance achievements and gaps, based on the set IDP indicators. In enhancing performance monitoring, measurement and review, the City has an internal audit department responsible for auditing the results of performance measurements. In addition, the City has an audit and performance committee that considers the quarterly performance audit reports and reviews of the City’s PMS to recommend improvements. Municipal Finance Management Act (MFMA), 2003 (Act 56 of 2003): As part of the reporting processes, in addition to quarterly reports, the City compiles mid-year and annual reports on service delivery performance related to the achievement of targets and indicators. All the quarterly service delivery and budget implementation plan reports are prepared and submitted to legislated stakeholders. In terms of annual reporting, annual reports are prepared and published on the City’s website and submitted to the Auditor-General as part of the requirement. Local Government Municipal Performance Regulations for Municipal Managers and Managers directly accountable to Municipal Managers, 2006: In accordance with the 2006 regulations, the appointment of all section 57 employees is in terms of written employment contracts and subject to the signing of performance agreements which are submitted to the MEC and national minister for Local Government. Public Audit Act, 2004 (Act 25 of 2004): The information related to the performance against predetermined objectives is subject to audit by the Auditor-General in terms of section 20(2) (c) of the Public Audit Act, 2004 (Act 25 of 2004). Section 13 of this act requires the Auditor-General to determine the standards to be applied in performing such audits. The audit seeks to establish whether the reported performance against predetermined objectives is useful and reliable, in all material respects, based on predetermined criteria. The audit conclusions on performance against predetermined objectives are prepared in terms of the International Standard on Assurance Engagements 3000: Assurance Engagements other than Audits or Reviews of Historical Financial Information.

Policy Framework for the Government-wide Monitoring and Evaluation (GWM&E) system, 2007: The Policy Framework for the Government-wide Monitoring and Evaluation (GWM&E) system (2007) emphasises the importance of monitoring and evaluation in achieving a more effective government. It assigns Accounting Officers to take accountability for the frequency and quality of monitoring and evaluation information, as well as the integrity of the systems responsible for the production and utilisation of performance information; it also requires prompt managerial action in relation to monitoring and evaluation findings. This provides a firm basis for the establishment of organisational performance management systems in the institutions of government, including the City of Tshwane. Framework for Managing Programme Performance Information (FMPPI, 2007): The aims of the FMPPI are as follows: o Defining roles and responsibilities for programme performance information

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245 o Promoting accountability to Parliament, provincial legislatures, municipal councils and the public through timely, accessible and accurate publication of performance information o Clarifying standards for performance information and supporting regular audits of non- financial information, where appropriate o Improving the structures, systems and processes required to manage performance information. South African Statistical Quality Assessment Framework: The purpose of the South African Statistical Quality Assessment Framework (SASQAF) is to provide a structure for the assessment of statistical information for self-assessment, reviews by Statistics South Africa, assessment by data users and assessment by international agencies. The SASQAF outlines the details according to which statistics should be judged as being of good quality or not. In terms of the protocol for the designation of statistics, the Statistician General will do so only if the statistics meet the SASQAF criteria for quality. The protocol also specifies that only official statistics will be used to inform the GWM&E system. The framework outlines eight dimensions of quality: relevance, accuracy, timeliness, accessibility, interpretability, coherence, methodological soundness and integrity. Circular 88: Municipal Circular on Rationalisation of Planning and Reporting Requirements: The National Treasury initiated a process to review, rationalise and streamline the reporting arrangements of metropolitan municipalities at the end of 2013. The circular provides guidance and assistance to metropolitan municipalities on the preparation of statutory planning and reporting documents. The circular aims to support the alignment of planning and reporting instruments for a prescribed set of municipal performance indicators. The MSA and MFMA require alignment between planning and reporting instruments such as the IDP, the SDBIP and the annual report. However, there has been some confusion as to the results level that indicators in the SDBIP occupy. Particularly in relation to the goals and objectives set out over the medium term in the IDP, and how they are measured. This circular aims to clarify this matter by prescribing municipal performance indicators for metropolitan municipalities. In providing guidance and conceptual clarity and alignment between the IDP, SDBIP and the performance part of the annual report, this MFMA circular has conceptual benefit for all municipalities. MFMA Circular 63: This circular provides guidance to municipalities and municipal entities on the format and content of the annual report. It reinforces and emphasises the need for municipalities and municipal entities to prepare annual reports for each financial year in accordance with section 46 of the MSA and section 121 of the MFMA. The circular dictates that annual reports must be aligned with the planning documents and municipal budget for the year reported on. This means that the IDP, budget, SDBIP, in-year reports, annual performance report and annual report should have similar and consistent information in order to facilitate understanding and to enable linkage between plans and actual performance. The circular further provides the timelines for the various activities of the development process of the annual report. Principles for management of organisational performance and performance information The principles that underpin the management of organisational performance and performance information in the City of Tshwane include the following:

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246 1. Evidence-based The management of organisational performance and performance information in the City of Tshwane is evidence-based. This requires that the development of all plans (IDP, SDBIP, business plans, etc.) is informed to a large extent by the evidence gathered through an extensive environmental scanning process in order understand the trends that are present in the contextual environment and through gathering community needs through consultation processes that lead to prioritisation, which must be informed by the available resources (including budget, human resources and other municipal capabilities). Internal prioritisation decisions during planning must also be conducted based on empirical evidence, i.e. there must be credible proof that prioritisation is well informed by consideration of baseline information (lessons learnt, demonstrable experience, etc). This further requires that the results (outputs, and outcomes) or deliverables (milestones, progress, etc.) that are reported against predetermined objectives are supported by adequate or complete, accurate, valid and credible audit evidence or portfolios of evidence. By taking this approach, the municipality will strengthen accountability and transparency.

2. Integrity Planning will be conducted honestly, using reliable information. Reporting the performance of the municipality must always be underpinned by the desire to provide accurate information, without distortion, using performance information that is fit for purpose and of the highest quality possible. 3. Timeliness Adhering to the timelines as dictated in the local government planning cycle should be adhered to by all line function departments and entities as well as other structures in the City. The collection, collation and reporting of performance information is to be done within the regulated timelines. Any contravention of planning and reporting timelines must constitute non-compliance with the management practices and must be understood to be compromising accountability. Performance information reported must be for the period or cycle under review (monthly, quarterly and annually) and aligned with the IDP, SDBIP and departmental business plans. 4. Understandability Information in the plans or reported performance must be presented in a manner that is easy to understand and interpret as well as tailored to suit all the intended audiences and stakeholders. The information must have the appropriate content, must be objective and relevant to the services planned to be delivered and should be measured by the indicators under consideration for it to be understood by all audiences and stakeholders. It must be sound, free of errors, concise and must consistently represent the phenomenon or service under consideration. Planning and reporting information must be complete, timely and in line with the corresponding service under consideration and/or indicator or set target.

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247 5. Accountability A primary purpose for adhering to the planning cycle and planning requirements is to support the City to meet its accountability requirements. Reporting performance information provides substantive accountability for the resources allocated and expended. It also serve to demonstrate responsiveness to all the municipality’s stakeholders. Results-based management requires that the organisation assesses its performance against its predetermined objectives through using a core set of indicators and targets. This makes accountability a core principle that drives organisational performance and performance information management. The outputs of the organisational performance management system, in the form of reports and other information or data that is made available and accessible to the general populace, makes the municipality answerable to its stakeholders, especially members of the public. 6. Transparency This principle calls for planning and reporting that are exhaustively transparent to all the City’s stakeholders. Within this context, and also acknowledging that transparency is expressed by accessibility of information, planning documents and organisational performance information must be made available to all stakeholders in a transparent manner. There must be open access to planning documents and performance information in order to allow engagement by a broad range of stakeholders in order to influence and increase public awareness about the City of Tshwane’s services. Openness facilitates public oversight and public confidence. Various platforms for information-sharing will be utilised, ie the City of Tshwane’s website, public engagements to exchange information, and the use of other means available to the City within the limits of its available resources. 7. Integration Transversal management must be promoted in the planning, execution and reporting of the City’s plans. The management of planning, performance and performance information must be integrated and streamlined with other related City of Tshwane processes and management practices. Integration promotes strategic alignment and supports compliance. 8. Learning Institutional learning from the management of organisational performance and performance information is a key principle upon which organisational performance planning and reporting activities are based. The learning principle involves the following:

 Identifying and disseminating, in a timely manner, the lessons learnt from planning, programme and project implementation  Sponsoring implementable and relevant recommendations based on organisational performance reports in order to improve operational performance  Promoting the uptake of the findings and lessons learnt into future design, implementation and management of programmes and daily activities 9. Continuous improvement This policy is aimed at continuously improving processes, procedures, practices and quality control measures in support of efficiencies in managing performance planning and performance information

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248 within the City of Tshwane. Continuous improvement must be the hallmark of organisational planning and performance management. Through lessons learnt, continuous improvement must influence and ignite a culture of excellence, expressed in the form of doing the right things the first time. The uptake of monitoring information and evaluating findings into decision-making must foster effective and efficient service delivery improvement. Learning from doing and implementing customised improvement plans based on lessons learnt is the hallmark for managing organisation performance. 10. Protection of privacy and confidentiality Promoting confidentiality and protecting the privacy of groups and individuals is at all cost upheld in the planning and organisational performance management processes. The sources of data for planning and data collection, collation, analysis and reporting often requires disclosure of private, sensitive and confidential aspects of data about clients, patients and service beneficiaries, ie the beneficiaries of treatment programmes or beneficiaries of services for indigents. To protect confidentiality of data or information where confidentiality of details is a concern, secondary data is used, for example for the identification of beneficiaries of tuberculosis treatment. Names and surnames of beneficiaries or patients must be substituted by client file numbers when identifying these patients on the data sheets. The City is also guided by the relevant government legislation to protect privacy and promote the confidentiality of relevant information.

Performance monitoring The strategic shift towards systematic management of performance through rigorous monitoring systems and reporting processes aimed at fostering an organisational culture of learning, transparency and accountability requires clear policy directives and rules. More specifically, managing organisational performance and in particular the reporting of performance information, necessitates clearly defined development priorities, performance objectives and results, indicators and targets; and that proper data analysis capabilities are acquired. It further requires that performance information collected is presented in simple and accessible formats, relevant and useful to the specific targeted groups or audiences in order to facilitate easy understanding and reviews. In the light of this, it is evident that performance monitoring and reporting protocols must be an essential component of the organisational performance management system. Monitoring and reporting of performance against predetermined objectives is an inherent and critical component of a complete service delivery value chain. Managers have a statutory obligation to ensure that all staff members, themselves included, support the reporting requirements of the City of Tshwane in order to ensure that reliable, credible and useful performance information is reported and used in decision-making in order to improve planning and implementation. Modalities of organisational performance monitoring Service delivery monitoring in the City of Tshwane is expressed as follows, or the following are adopted as the modalities for organisational performance monitoring in the City of Tshwane:

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249 Line function performance monitoring Line function departments or entities and their functional units are responsible for establishing customised mechanisms for ongoing monitoring of service delivery at the coalface. At this level, this monitoring serves to –

 assess whether the activities identified to deliver on the intended results are executed and whether they are executed as planned;  assess whether those who carry out service delivery activities are doing what must be done and whether they are doing things the way they must be done;  assess whether the process of service delivery focuses on the activities that are part of the agreed-upon implementation modalities;  ensure that the allocated tasks are monitored daily in order to ensure that immediate interventions are implemented when things are not going as planned, or that plans are adapted if the planned activities do not deliver the expected results (early warnings);  include adequate generation and management of administrative records that are generated or developed as activities are carried out;  include day-to-day collection and collation of performance data, analysis of performance data and archiving of performance source documents (audit evidence); and  ensure that the day-to-day lessons learnt from ongoing observations or monitoring of the service delivery process are used to develop and implement improvement plans (corrective improvement plans).

Transversal in-year performance monitoring In the main, transversal in-year monitoring focuses on tracking the progress of the commitments made in the Corporate SDBIP (indicators and targets) and other critical strategic performance areas. At this level, monitoring is expressed through the following processes and by utilising some of the following instruments or mechanisms:

 Development of in-year monitoring tools and processes for frontline monitoring and statutory quarterly performance reviews  Quarterly performance review by various operational, governance and oversight structures of the City (Technical Working Group, Executive Committee, Internal Audit, Mayoral Committee, Audit and Performance Committee, etc)  Conduction of onsite monitoring visits  Sampling of SDBIP indicators and targets across the different functional areas of the municipality; subjecting these to a rigorous monitoring and review process to identify trends and assess the authenticity and integrity of the reported information  Conduction of frontline monitoring of service delivery, focusing on visible service delivery and validation of reported outputs  Monitoring of SDBIP performance through the statutory reporting processes, including the verification of performance information (and audit evidence) reported through the in-year compliance performance information reporting process

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250 Political oversight Political oversight is brought about through the following:

 Council oversight committees  Research done to support Council  Focused intervention studies  Review and adoption of quarterly organisational performance reports  Oversight, monitoring and management of petitions

Performance measurement Various techniques are used to measure, analyse and interpret performance information. In the context of organisational performance management, performance analysis is a tool used to identify and interpret the performance of the organisation in order to gain insight and understanding. This assist with improving decision-making on what plans to develop, inform resource allocation; and also assist with the management of performance in general. The various analysis technics used include, although not be limited to, the following: Basic comparative analysis The municipality is using basic comparative analysis to interpret and assign meaning to the information on performance in order to understand and make informed judgements and decisions. Comparative analysis is expressed as follows:

 Measure of change (trend analysis): This shows the percentage/absolute value increase or decrease in performance, for example from the previous period measured; from the average performance of a number of previous periods; from performance in the same period in the previous year.  Measure deviation: This explains shortfall (underperformance) or surplus (performance exceeded) in performance against the target set for each indicator. Benchmarking Benchmarking involves measuring performance in terms of the best practice in the industry or sector. This is important in assessing whether the municipality’s performance is on par with what is expected in the sector or industry of operation. Benchmarking helps to identify a realistic sense of the capability of the municipality against others.

Scoring and rating The performance scoring and rating method used by the municipality is based on the premise that targets are set rationally and objectively and that they are informed by a careful consideration of what is possible and what is not. In addition, the method is based on the premise that all factors that affect the achievement of performance targets are considered when setting targets (during planning). While the above is acknowledged, it is understood that there are various issues that impact negatively on the

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251 plans and which are beyond the control of the planning or executing department or unit. Against this background, the following apply in scoring and rating performance:

 A two-point rating scale is used, i.e. targets are either – o achieved, when the full extent of the targeted actual performance reported is met as set or exceeded or when the targeted milestone (qualitative) reported as actual is realised fully as defined when targets were set or defined; or o not achieved, when the actual performance reported is lower than the target set, irrespective of the margin or when the targeted milestone has not been realised fully as articulated when targets were set, e.g. if the target was to have a policy approved by Council but it is reported as only approved by the Mayoral Committee, then this is a milestone not achieved. This applies to cases where no performance is recorded at all against the set target and where there is partial delivery against the set target.  On percentage targets, the mathematical rounding off of percentages in order to effect target achievement is not considered when scoring and rating performance.  On qualitative targets, where the time to deliver the output or planned milestone was specified in the target, and during execution, such specified time or milestone was missed, that target is rated as not achieved.  In cases where performance information is reported in a quarter where no targets were set for the said quarter, performance will be accepted for reporting but rated as not for rating in the quarter under review. That target will not be added in the count of targets achieved in that quarter. However, the performance reported in a quarter where there were no targets set will be added or consolidated during the annual reporting.  In cases where targets set for the quarter reviewed are exceeded, that excess performance is recorded and acknowledged in that quarter. Whilst acknowledging the dynamics and contextual issues that affect performance, in cases where there are targets set for a later quarter but performance on those targets is achieved earlier: when there is no delivery in the quarter which these targets were originally set for, in that quarter, performance is rated as achieved with a clear indication that the actual performance targeted for the quarter was already reported in the earlier quarter. This target is then added in the count of targets achieved for that quarter.

 Ideally, while the audit trail supporting performance achievements should reflect the quarter in which expected delivery of the target was planned, in cases where services were rendered or targets were achieved before the quarter in which they were planned for but not reported for whatever rational reasons cited, this presents an exception and the inconsistency between the date of the audit trail and the quarter under consideration will be allowed, and it must be explained in the reasons for variances.  Systems closure (end date for submission of quarterly performance reports): For targets affected by systems closure (i.e. systems closing later than the reporting deadlines), any performance information that could not be accounted for in its original targeted quarter may be rolled over to the subsequent quarter except for Quarter 4, or it may be considered when updating the previous quarter’s performance results during the current quarter (with the exception of Quarter 4, which marks the end of the financial year).

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252  Excess performance in one quarter (portion of targets exceeded) cannot serve to reconcile any negative variance for the concrete targets set for another quarter.  However, in cases where deliverables planned for a later quarter are delivered earlier than planned, those deliverables can serve to reconcile the targeted performance only in the quarter that they were originally planned for.  This means that those deliverables can only serve the targets of the quarter that they were planned for and cannot be rated outside the quarter they relate to, despite having been delivered earlier. They can only be used for performance rating in the relevant quarter (the quarter in which they were targeted for). This serves as a control to manage performance properly and a means to enforce better planning while acknowledging that early achievement of targets cannot only be the result of poor planning. There may be causes other than poor planning. Methods of counting Individual target When counting performance against a target to ascertain whether the target set has been achieved or not, the following rules will apply:  The method of counting for each performance area or indicator or target must be decided during planning and cannot be changed at the time of reporting, especially if changing is meant to suit the status of performance observed at the time of reporting.  When deciding on or determining the “method of count”, consider the merits of the target under review in line with the corresponding indicator under review or based on the service tracked by the corresponding indicator.  Unit of analysis dictates the calculation of performance to determine the achievement or non- achievement of the planned target.  Counting can take any form (depending on the merits of the indicator, service tracked and targets set): o Simple count: a simple enumeration of the issue at hand or its scores o Last level of performance (counting or considering the last level of performance recorded, i.e. of the four quarters, consider performance in Quarter 4) NB: This applies to the provision of recurring services to predetermined targeted beneficiaries with a possibility of increasing the number of beneficiaries. o Formula-driven counting (percentage determination) o Other methods (logically sound methods of count) o Standard practice for reporting figures with decimals are as follows: . Percentage results are based on two decimals after the comma or lesser figures pending the availability of detailed decimal data. . Measurements of lengths or widths is presented as three decimals after the comma or lesser figures pending the availability of detailed decimal data. . However, the aforementioned will be considered based on the type and nature of KPI in determining the decimals to be utilised. Aggregating annual performance against annual targets

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253 Aggregating performance achievements against targets over the quarters into concrete actual annul performance requires consideration of –  the merits of each related indicator;  services tracked by the related indicator; and  how the target was set (cumulatively or non-cumulative).

The following methods of aggregating performance is used, depending on the merits of each indicator, service tracked by the related indicator and the way that each target was set:

 Sum of individual quarters (adding absolute scores or results): Adding results or scores recorded over the four quarters together is applicable to indicators whose targets were set as absolute values to be delivered in a particular quarter over the four quarters of the financial year.  Cumulative count (brought forward plus new): Performance of the first reporting cycle/quarter added to the actual performance of the quarter under review (later or current quarter) and the sum (of the portions for the quarters) reported as the actual performance for the quarter under review cumulatively. Accumulated scores are then aggregated in the same fashion when consolidating the annual performance scores into the annual performance against that target. This is only accepted if targets were also set cumulatively.  The decision to use any of the methods of counting and aggregation is dictated by or depends on – o the nature or type of the service tracked by the indicator; and o the manner in which the target was set: Issues that were considered at the level of target- setting must also be considered when assessing target achievement and aggregating quarterly performance into actual concrete performance against set targets.  The alignment between target-setting and performance reporting: If targets were set cumulatively, these targets must be reported cumulatively and not in any other way.

Performance rating scale A two-point rating scale is used to rate performance against set targets. In terms of the scale used, targets set are either achieved or not achieved:

 Performance achieved is when the concrete target set is delivered or realised completely and conclusively with no margin of negative variance or deviation. This includes both targets met and targets exceeded and applies to both qualitative and quantitative targets where performance levels articulated in the target are realised at the time of reporting.  Performance not achieved is when the target is not met, thus leading to a negative variance of any margin. This includes performance where there are milestones recorded but the concrete target is not fully achieved and where there is no delivery at all or no milestones observed on the set target or no progress of any proportion. This applies to both qualitative and quantitative targets where performance levels articulated in the target have not been realised at the time of reporting.  The above-mentioned standard applies to both quantitative (numbers or percentages) and qualitative (concrete, well-directed and time-specific milestones) targets.

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254  The rating of qualitative targets requires clear and accurate articulation of concrete qualitative milestones.  No mathematical rounding off is to be used to determine performance achievement.  Performance must be recorded “as is” with no modifications of whatever sort, except where decimal point rounding off is necessitated due to run-on numbers.

Table: Legend for performance rating

PERFORMANCE LEGEND

Level of performance and Description colour code

PERFORMANCE ACHIEVED  All of what was targeted is achieved or delivered to its full extent (100% performance achievement).  No negative variance or deviation of any proportion but there can be a positive variance or deviation (target exceeded).  All the variables of the plan have been delivered or attained conclusively and completely as set out in the plan or target.  That which is delivered is in accordance with the plan or target.  No reporting of a substitute service that does not flow consistently with the indicator under consideration and target set. PERFORMANCE NOT ACHIEVED  There is a negative variance or deviation (of whatever proportion) in what was set to be achieved.  Of the concrete targets set, some percentage or proportion (which does not amount to the full and conclusive attainment of the target) is achieved or delivered.  Nothing has been done or reported on.  The service intended to be provided could not be provided at all or some of it was provided but not fully as planned.  No mathematical rounding off affected what may appear as target achievement, while in reality it is not a full achievement of the planned target.

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255

Performance reporting Reporting process flow

Statutory reports and timelines Reporting cut-off times In order to strike a balance between achieving completeness of reporting and meeting the regulated timelines, there are reporting cut-off times with consequences for when set timelines and quality reporting requirements are breached. Meeting the required reporting requirements (completeness,

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256 accuracy, validity and statutory timelines) is achieved by ensuring that performance data collection, collation, verification is done and completed within the first week of the month following the end of the quarter. This is achieved by –

 ensuring that departments and entities start collecting and collating the performance reporting data from the last week of the month that marks the end of the quarter, through to the fifteenth working day (for the first two months of the quarter) and the fifth day (for the last month of the quarter) of the month after the end of the quarter; and  ensuring that within the five days following the end of each month and quarter, Heads of Departments and CEOs of entities organise and preside over departmental or entity monthly and quarterly performance review sessions whose focus must be on reviewing performance, verifying evidence that support the results (outputs, milestones) claimed to have been achieved, and carrying out quality assurance of the performance and reports according to the guidelines provided in this policy.

Reporting timelines

The reporting timelines in the table below are –

 binding on all departments and entities;  adhered to and their supporting processes enforced through consequence management; and  ensure that departments and entities collect, collate, verify and validate their reporting inputs and always align within the statutory timelines.

Table: Reporting process timelines NAME OF REPORT INTERNAL COMPILATION PROCESS TIMELINES OVERSIGHT SUBMISSION TIMELINES PROCESS CENTRAL MUNICIPAL PROCESSING DESCRIPTION TIMELINES (VERIFICATION AND VALIDATION BY CITY STRATEGY AND ORGANISATIONAL PERFORMANCE) Quarterly organisational Sessions on the verification QUARTER 1 Quarter 1: Last working performance (SDBIP) of the portfolio of evidence  Verification of PoE day of October reports (PoE) led by City Strategy and o Months 1 and 2: starts after 15 working days Organisational Performance following the end of each month o Month 3: starts on the first working day after Consolidation, analysis and the 5th day following the end of the month report write-up o Therefore, quarterly consolidation verification starts after the 5th day following the end of the quarter (after the 5th day of October)  Submission to C9 for comments  Executive Committee report and presentation  Mayoral Committee report and presentation  Council report and presentation  APC report and presentation QUARTER 2 Quarter 2: 25 January  Verification of PoE o Months 1 and 2: starts after 15 working days following the end of the each month

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257 NAME OF REPORT INTERNAL COMPILATION PROCESS TIMELINES OVERSIGHT SUBMISSION TIMELINES PROCESS CENTRAL MUNICIPAL PROCESSING DESCRIPTION TIMELINES (VERIFICATION AND VALIDATION BY CITY STRATEGY AND ORGANISATIONAL PERFORMANCE) o Month 3: starts on the first working day after the 5th day following the end of the month o Therefore, quarterly consolidation verification starts after the 5th day following the end of the quarter (after the 5th day of January)  Submission to C9 for comments  Executive Committee report and presentation  Mayoral Committee report and presentation  Council report and presentation  APC report and presentation QUARTER 3 Quarter 3: Last working  Verification of PoE day of April o Months 1 and 2: starts after 15 working days following the end of each month o Month 3: starts on the first working day after the 5th day following the end of the month o Therefore, quarterly consolidation verification starts after the 5th day following the end of the quarter (after the 5th day of April)  Submission to C9 for comments  Executive Committee report and presentation  Mayoral Committee report and presentation  Council report and presentation  APC report and presentation QUARTER 4 Quarter 4: Last working  Verification of PoE day of July o Months 1 and 2: starts after 15 working days following the end of each month o Month 3: starts on the first working day after the 5th day following the end of the month o Therefore, quarterly consolidation verification starts after the 5th day following the end of the quarter (after the 5th day of July)  Submission to C9 for comments  Executive Committee report and presentation  Mayoral Committee report and presentation  Council report and presentation  APC report and presentation Mid-year Performance Consolidation, analysis and  Verification of PoE Mid-year Performance Report report write-up o Months 1 and 2: starts after 15 working days Report: 25 January following the end of each month o Month 3 starts on the first working day after the 5th day following the end of the month o Therefore, quarterly consolidation verification starts after the 5th day following the end of the quarter (after the 5th day of January)  Submission to C9 for comments  Executive Committee report and presentation  Mayoral Committee report and presentation  Council report and presentation

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258 NAME OF REPORT INTERNAL COMPILATION PROCESS TIMELINES OVERSIGHT SUBMISSION TIMELINES PROCESS CENTRAL MUNICIPAL PROCESSING DESCRIPTION TIMELINES (VERIFICATION AND VALIDATION BY CITY STRATEGY AND ORGANISATIONAL PERFORMANCE)  APC report and presentation Annual Performance Collection and collation of QUARTER 4 Last day of August (31 Report annual performance reports  Consolidation of the Draft Scorecard August to the AGSA as from line function o On or before 6 August per the Public Audit departments  Consolidation of the draft narrative components of Act) the Report Consolidation of the annual  Submission to C9 performance reports inputs  3rd week of August from line function  Executive Committee report and presentation departments o 3rd week of August  Mayoral Committee report and presentation Consolidation of the  Last week of August quarterly verified and  APC report and presentation reported performance data o Within the last week of August (first session) o On or before 31 August (second session) Executive Committee  Submission to AGSA, National Treasury and other approval of the draft annual stakeholders performance report. o 31 August

Verification of the supporting portfolio of evidence Performance verification tool

 The quarterly reporting tool is used as the verification tool.  The verification tool is populated consistent with the correct indicators and targets as they are detailed and appear in the approved SDBIP (approval by Council and the Mayoral Committee).  Consistency between the verification tool and the SDBIP influences the usefulness and logical presentation of information.  Tools can only be amended in line with improvements in the general reporting standards and adjustment of the SDBIP or when necessary as deemed part of the continuous improvement.

Evidence verification process (combined assurance value chain) At the end of each of the four quarters of the financial year, the Heads of Department and CEOs of entities are required to provide evidence to support the actual performance claimed to have been achieved against targeted performance over the period under review. City Strategy and Organisational Performance leads the verification of the evidence to ensure that the organisational performance reports are consolidated and submitted to Council. Other stakeholders and oversight bodies are informed by credible, reliable and useful data or information. The critical milestones of the verification process includes the following:

 Collection and collation of the evidence trail that supports reported performance at departmental and entity level (operation of daily controls and management of performance information).

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259  Internal departments and entity monthly or quarterly review sessions presided over by Heads of Department and CEOs of entities, or occasionally a senior manager duly delegated by the Head of Department or CEO of an entity, are held before quarterly reports are submitted to City Strategy and Organisational Performance (first-level management quality assurance).  Heads of Department and CEOs of entities interrogate, assure the quality and sign off the quarterly report and its supporting evidence to submit to City Strategy and Organisational Performance (first-level management quality assurance).  City Strategy and Organisational Performance reviews and verify the reported information against the supporting evidence provided in order to authenticate the reported results and milestones (oversight assurance).  The findings of the verification process, led by City Strategy and Organisational Performance, overrides the reported information signed off by the Heads of Department and CEOs of entities based on the objectivity and rationality of the evidence verification findings.  The reviewed supporting evidence is handed over to the Group Audit and Risk for its independent assurance audit (oversight assurance).

Roles and responsibilities in the organisational performance management process

Table: Roles and responsibilities ROLES RESPONSIBILITIES

Council  Approves the organisational performance and information management policy  Provides political oversight in the implementation of the policy  Approves the quarterly and annual organisational performance reports Executive Mayor  Tables the organisational performance report to Council for approval within 30 days of the end of a quarter  Is accountable for the organisational performance information reported to Council and other transversal oversight bodies  Is responsible for the development and strategic management of an organisational performance and information management system  Delegates his/her responsibility to monitor and evaluate organisational performance to all Members of the of the Mayoral Committee in line with their portfolios Accounting Officer  Assumes the overall ownership of the organisational management system, its processes, tools and outputs  Is accountable for the organisational performance information reported to the Mayoral Committee  Ensures that quarterly, mid-year and annual reviews of organisational performance are conducted and that remedial actions are implemented  Signs performance agreements that reflect the responsibility for managing organisational performance and information with the Heads of Department Group Heads of  Ensure that the service delivery plans of the department or entity accurately capture the strategic focus of departments and CEOs the business of the department in line with the relevant municipal, sectoral, provincial and national of municipal entities planning instruments, strategies, policies and programmes  Ensure that the service delivery plans of the department or entity are well developed and defined for easy understanding, execution and reporting  Institutionalise implementation modalities that support the achievement of performance commitments or results (in accordance the set targets and desired milestones)  Establish institutional arrangements for strategic and operational planning, managing performance and performance information within the department or entity  Design and implement internal departmental or entity systems and processes in a manner that enables the department or entity to detect early cases of under-performance, so that tailored performance improvement plans can be implemented

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260 ROLES RESPONSIBILITIES

 Allocate specific tasks with regard to gathering data or performance information and submission of reports to various stakeholders in line with the required quality standards and timelines (compliance upheld)  Institutionalise effective quality control mechanisms to support the effective management of performance and information  Determine the data or information that must be collected in order to assess performance, how that data or information is to be collected, stored, verified and analysed and how reports are to be compiled  Oversee the preparation of departmental SDBIP quarterly reports for reporting to the municipal council  Provide visible support and adherence to this policy by promoting the culture of compliant information and records management within the department or entity  Develop and oversee performance information operational controls within the department or entity  Ensure that reported information meets the technical standards and the required quality level and that it is reported within the statutory reporting timelines  Identify programmes that will serve in the City of Tshwane’s evaluation plan and budget for those evaluations Management  Set and implement performance planning, monitoring and reporting standards for the department or Administration entity in line with the relevant City of Tshwane policies, guidelines and adopted standard operating Support and reporting procedures managers in the  Implement data quality control measures and comprehensive organisational information reporting quality entities controls and standards adapted to the policies of the City of Tshwane  Provide technical service delivery planning support to the divisions of the department  Collect, collate and consolidate performance data (including all source documents supporting performance)  Are responsible for operational performance reporting for the department or entity  Set up information repository and information archiving mechanisms for the department or entity  Are responsible for overall service delivery planning, monitoring and reporting and review for the department or entity  Lead, manage and support the evaluations undertaken by the department  Are responsible for line function monitoring of service delivery processes, including acting as a first-level operation of daily controls in the management of organisational performance and information Divisional heads  Oversee line function work planning through the following: o Deciding on the interventions to be implemented related to their areas of responsibility in line with the GDS, IDP and SDBIP priorities, departmental master plans and other priorities of the department o Deciding on the indicators to be used to measure performance on those interventions and setting targets to quantify or qualify the extent of reach and delivery through servicing o Monitoring the line function work plan o Day-to-day monitoring of performance at the coalface of service delivery in line with the work plans developed o Institutionalising tailored interventions to address any service delivery anomalies identified through line function monitoring activities o Integrating the lessons learnt into the planning (decision-making) and execution process in order to influence the achievement of better results Other departmental  Adhere to and improve work processes in order to maximise the achievement of the desired results officials (targets, progress and milestones)  Provide objective support to the entire organisational performance management system as it relates to their areas of functionality Conclusion

This chapter has highlighted the performance management system for the City in terms of the Performance Management policy. The implementation of the performance management policy will ensure that the objectives set in the strategic plans of the City are realised.

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261 10 CITY OF TSHWANE DISASTER MANAGEMENT PLAN

10.1 EXECUTIVE SUMMARY

The City Disaster Management Plan (DMP) seeks to achieve the integration of disaster management functions into the strategic and operational planning and project implementation of all line functions and role players within the municipality against assessed disaster risks and through this co-ordinative effort; promotes the integration of fast, efficient and effective responses to disasters (actual or impending) by all role-players. As expressed during the 2019/2020 review; it has become necessary during the current 2020/2021 financial year to begin the process of moving towards a new Disaster Management Plan in order to incorporate the various factors that have contributed to municipal disaster management. To this end; the City has commenced with a Comprehensive Municipal Disaster Risk and Vulnerability Assessment (CRVA) that is designed to incorporate various existing disaster risk and hazard research study outcomes conducted by various organs of state (as it relates to the Tshwane Metropolitan area); and further conduct our own analysis of new and emerging risks in order to create the basis for a new Level 3 Disaster Management Plan for the City. Parallel to the commencement of this new CRVA; the City has correspondingly now entrenched the concept of Matrix (transversal) Management across municipal departments as a key mechanism to enable standing institutional arrangements for coordinating and aligning of plans, and to ensure informed and ongoing disaster risk assessments. This progress is evident in the Inter-Departmental Disaster Management Service Level Agreements between all municipal departments and the Emergency Services Department which was concluded during this year; the establishment of the Integrated Risk Management Committee ( as a key component of Enterprise Risk Management); and the reconstitution of the Municipal Disaster Management Advisory Forum. On the technological aspects of moving towards a new Disaster Management Plan; the City, through its Information and Communication Technology Strategy, has also adopted the Smart City approach, where one of the key pillars is the Safe City concept; where through this concept, the goal is establish a common ICT platform which would typically promotes interoperability across law enforcement, emergency services and other government agencies (public health, social services, etc.) to streamline operations and provide ‘situational awareness’ to all stakeholders involved in the management of a city’s safety and security. This would also strengthen emergency communication abilities and the objective of having in place a comprehensive public alert safety system. In its response to the COVID-19 disaster, the city, in line with the National Disaster Management Act, 2002 Regulations relating to COVID-19, set up Disaster Operation Centre (DOC) COVID-19 Strategic Committee which is made up of key departments representing Office of the City Manager, Chief Operating Officer, Emergency Services, Group Financial Services, City Regional Operations Co- ordination (ROC), City Strategy and Organisational Performance among other key departments. Per the directive of the City Administrators and Provincial Government, the fight to contain and mitigate

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262 COVID-19 has now been taken to ward level by the establishment of the Ward Based War Rooms (WBWRs) which will report to COVID-19 Strategic Committee. These WBRW are being set up and will be made up of key representatives of key city departments, Provincial COGTA and Premier`s Office leveraging off on the work of District Development Model (DDM). At a tactical level the containment and mitigation of effects of COVID is tackled by the DOC COVID Tactical Committee lead and chaired by the city Health Department. Established teams and forums like Tshwane Homeless Forums and Disaster Evacuation Teams report to this committee.

10.2 REVIEW OF THE CITY OF TSHWANE DISASTER MANAGEMENT PLAN

In terms of Section 53 (1) (g) of the Act; the City of Tshwane is required to review and update its Disaster Management Plan. The City of Tshwane Disaster Management Plan is intended to be a ‘living document’ that is expected to change as the contextual environment changes, and will continually re-align itself to incorporate or make provisions for such changes, Essentially, the review is a formal assessment of the current plan with the intention to ascertain the measure of progress made against planned deliverables as it relates to institutional disaster risk management capacity and the agreed strategies and actionable tactics of the current plan; and to thereafter determine whether any material, functional and possible significant changes need to be made to the original or reviewed plan as a result of new legislative demands, and any environmental, physical and developmental challenges that may have impact on disaster risk management planning. For example the fight of COVID is now required to take place at ward level meaning new Ward based Action Plans for COVID risk reduction including development of web-based ward based COVID Maps and data visualizations will replace regional level COVID Action Plans and Maps as they will not assist in Ward-based containment and mitigation of COVID.

10.2.1 Key Strategic Focus Areas

10.2.2 Strengthening Institutional Capacity Objective: to ensure the establishment, maintenance and strengthening of integrated municipal disaster management capacity in accordance with the requirements of the Act;

10.2.3 Disaster risk assessment Objective: Establish a uniform approach to assessing and monitoring disaster risks that will inform disaster risk management planning and disaster risk reduction undertaken by organs of state and other role players.

10.2.4 Disaster Risk Reduction Actions Objective: To integrate the implementation of municipal disaster reduction strategies by municipal departments as a mechanism for sustainable development.

10.2.5 Disaster Response and Recovery action Objective: Ensure effective and appropriate disaster response and recovery mechanisms.

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263

In view of the social, health, economic and financial and exchange rate impact and potential dislocation caused by COVID on the city economy and its people, the city undertook a study on how to ameliorate the impact of COVID and come up with a number of interventions. These were recommended for approval by the Covid Command Council and are being costed by departments and Group Financial Services to ascertain the impact on budget.

10.2.6 Rehabilitation and reconstruction Objective: To develop and implement measures ensuring a holistic approach to rehabilitation and reconstruction in the aftermath of a significant event or disaster.

10.2.7 Cross Boundary Assistance and Agreements Objective: to review existing agreements and conclude new agreements for purposes of disaster management operational efficiencies. The City has an MOU with a number of Stakeholders and other key Partners in order to speed up response in addressing COVID

10.3 Historic Review Summary of Current Disaster Management Plan

The process of reviewing and updating the Disaster Management Plan continued from the 2020/2021 revision with the following immediate impacts on the City-  change in risk profile of the City,  increased population,  Increased demand on resources etc.

The table below reflects the changes to the Disaster Management Plan since its inception in 2011 and the progress made on the 2021/2022 management actions:

No. Date of change/update Change/Update effected Reason for the change/update 1. November 2012 City of Tshwane overview To accommodate the incorporation of merged with Metsweding District and Nokeng tsa Taemane municipalities due to MDB re- demarcation 2. November 2012 Risk profile of the City (top ten To provide for the update of City’s risk profile as priority risks) a result of re-demarcation 3. November 2012 Roles and responsibilities of To make provision for organisational structure departments changes 4. February 2013 Areas for focused risk To incorporate new identified risks due to re- assessment demarcation 5. February 2013 Alignment with the IDP To read with current IDP document 8. May 2013 SOP’s development Updating of SOP’s in line with department’s ISO 9001 Quality Management System 9. May 2013 Contingency plan Contingency plans for flooding, fires, social development and update conflict, strike, aircraft crash and mission critical systems failure have been developed and updated as per the department’s Quality Management System 10. May 2013 Alignment with the approved Alignment of the changes made on the plan, with policy framework the approved policy framework.

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264 11. July 2018 Approval of the Municipal To make provision for the identification of role Disaster Management players, composition of the roles and Advisory Forum’s terms of responsibilities of the forum members. reference

10.4 OUTCOME OF 2020/21 REVIEW

10.4.1 On Strengthening Institutional Disaster Management Capacity a. Section 43 (1) of the Act requires that a metropolitan municipality “must establish in its administration a disaster management centre for its municipal area.” In keeping with this requirement; and read in the context of the definition of “administration” as it relates to the execution of public affairs, and bringing into existence (establishing) the legislative function as part of its functional core; the centre, (i.e.) focal point for disaster management exists as a core municipal-wide function of the CoT Emergency Services Department (ESD) with the Chief of Emergency vested with the powers of Section 45 of the Act as it appertains to exercising full municipal-wide accountability and responsibility over the functional legislative mandate of the department across the municipal departments and in accordance with the directions of Council. b. The Departmental Strategic Plan which implemented in July 2019, includes the Strategic Goal of “Improving Institutional Readiness to Prevent, Reduce and Respond to Disaster Risks” where all planning statements and actionable tactics are aligned with the Sendai Protocol outcomes. c. In the quest to strengthen and institutionalise Disaster Risk Governance in the City; the following high-level tactics has been driven, actioned and/or implemented through the Departmental Plan – i. The Executive Mayor’s approval of the new Terms of Reference for the Municipal Disaster Management Advisory Forum ii. The approval and introduction of Inter-Departmental Disaster Management Service Level Agreements which obligates all City Departments to commit towards to disaster risk management planning and preparedness. iii. The inclusion of Critical Infrastructure Contingency Planning as a new key performance indictor in the municipal Service Delivery and Budget Implementation Plan, which now compels ‘owners’ of mission critical municipal services and infrastructure to conduct proper impact and capability assessments as part of emergency preparedness and budget planning. iv. The introduction of Emergency Support Functions annexes as part of the City Comprehensive Emergency Operations Plan that is designed to assist with the grouping of governmental and certain private sector capabilities into an organizational structure to provide support, resources, program implementation, and services, that are most likely needed to save lives, protect property and the environment, restore essential services and critical infrastructure, and help victims and communities return to normal following an emergency incident. v. The development of a Disaster and Emergency Management Auxiliary Programme which is designed to harness citizen involvement in disaster risk readiness and response. vi. The development of a Project Definition Plan for of a wide-ranging Early Warning and Public Alert System for the City.

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265 vii. The in-principle approval by the Executive Mayor to work on a report for Council that will recommend the establishment of a City of Tshwane Disaster Management Contingency Fund under Section 12 of the Municipal Finance Management Act read together with Section 56 (3) of Disaster Management Act and in terms of the proposed threshold as contained in the National Disaster Management Framework. viii. Development of the social, health, economic and financial and exchange rate interventions to reduce the impact of COVID

10.4.2 On Disaster Risk Assessments

a. In terms of section 51 of the Act, the City has an established Municipal Disaster Management Advisory Forum (MDMAF) which comprises of municipal representatives and other key public and private sector stakeholders accordingly designated by the Executive Mayor. b. Through this forum, consultation and coordination of joint action planning on imposed and resident disaster risks are discussed and mainstreamed into municipal disaster risk management planning. c. Whilst the MDMAF meets quarterly and albeit that in its formative years it was initially well attended; the terms of reference were reviewed and implemented. d. This is necessary in order to ensure that the outputs of the forum are given more clarity as it relates to it advisory function. e. COVID -19 Strategic Committee co-ordination of joint action planning of the Ward Based War Rooms to address COVID.

10.4.3 Disaster Risk Reduction Actions

a. Sound progress has made thus far in embedding and integrating certain key risk reduction imperatives as core business practices within the City and supporting urban renewal and local economic sustainable development strategies. b. Actions such as extending the education and awareness on COVID at ward level has began c. Creating footprint and maintaining disaster management volunteer units where the intention is to cultivate a culture of disaster risk resilience, continues. d. Whilst the municipal disaster risk register is continuously monitored and reported on, due to the ‘age’ of the current risk and vulnerability assessment and the need to factor in and quantify existing, new and emerging risks as they may affect the city; it becomes necessary to conduct a new comprehensive hazard, risk and vulnerability assessment that informs planning for the future. The outcomes of this new assessment will be used as the basis for a new updated disaster management plan to be put in place for the 2020/21 financial year and will be the assessment tool that will be used for monitoring of the updated municipal indicative risk profile. e. The Emergency Services Department appointed a Service Provider to provide a comprehensive report on disaster risk and vulnerability at it impacts the City of Tshwane metropolitan municipality in terms of the Disaster Management Act (DMA), Act 57 of 2002 and the National Disaster Management Framework (NDMF) of 2005.

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266 10.4.4 Disaster Response and Recovery Actions (a) The current disaster management plan provides direction on the assignment of municipal departmental responsibilities as it relates to disaster management. For example the city is developing of measurable response strategy and preparedness for COVID-19 as follows;  Like most South Africa Metros, Tshwane faces common challenges of weak health system, inadequate infrastructure and scarcity of trained personnel. It is crucial that a unified city-wide anti-COVID-19 or Public Health Strategy be mooted and agreed for action. This Strategy should: comprise of a co-developed City Disaster Preparedness and Response Action Plan; extensive use of containment and mitigation approaches that incorporate effective implementation coordination, critical collaboration and devise a city inter-regional COVID 19 fighting mechanisms  A comprehensive COVID-19 pandemic preparedness plan with different phases of the pandemic so as to avert and mitigate the impact of COVID-19 in the city. In the initial phases of the pandemic, the health system was strengthened by: controlling points of entry; improving screening, testing and surveillance; enhancing risk communication using local context and vernacular languages; stockpiling PPEs and medicines required; and training of health workers. Eventually, containment of imported cases by isolation, combined with active case search and contact tracing is getting to be paramount.  City plans, drew a unified city regional plan with a contingency for modulating the pandemic by isolation to complete lockdown at critical phases of the infection in order to prevent stretching the health system beyond its capacity and rendering it unable to cope with clinical management.  The city is now documenting experiences and learning for a city-wide pandemic preparedness plan is useful for current and future resource mobilization for South Africa Strategy in pandemic control.  In 2020 IDP and Budget Public Participation could not happen in the traditional way as is normally the case. The city is using ICT platforms like GOVCAT, Radios and social media platforms to solicit comments from the public.

a. In the last five years; through the efforts of the continual cross-functional management initiatives and as was evidenced by many occasions that required multidisciplinary and multi-departmental involvements in major incidents and one declared disaster; it is clear that the focusing on the roles of municipal departments and other key role-players in disaster management response has added value to the whole of municipal disaster management response. b. However, and albeit that collective disaster and major emergency response is as anticipated, more attention needs to be given to monitoring and evaluation of departmental responsibilities as it relates to their respective roles in the planning and recovery phases in order to assure alignment with disaster risk reduction and mitigation principles.

10.4.5 On Rehabilitation and reconstruction a. Together with key municipal departments such as Health Services, Community and Social Development Services, and Housing and Human Settlements Services, there is good synergy and collective management to the provision of rehabilitation and reconstruction interventions. b. These efforts are well coordinated locally and with good support from the Provincial Disaster Management Centre.

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267 10.4.6 On Cross Boundary Assistance and Agreements a. All cross-boundary mutual assistance and inter-agency agreements that were existing at the time of the current plan are still in effect, and where necessary certain agreements have been reviewed, updated and tested.

10.4.7 Climate Change and Risk Reduction The institutional arrangements to address disaster risk reduction lies with the Department of Emergency Services which has the equivalent of a director responsible for disaster risk reduction reporting to a divisional head. In 2019/20, this division embarked on a process to revise the City’s Disaster Management Plan which included developing a disaster risk and vulnerability assessment. The Department is yet to avail the assessment or the plan; however, it is understood that once the approval processes have been completed, the disaster risk and vulnerability assessment will be available as an online GIS tool, enabling all relevant role-players in the City to access it and to be assisted in identifying and responding to disaster risks present in all communities. Preceding this disaster risk and vulnerability assessment, the City Sustainability Unit (CSU) developed the Climate Risk and Vulnerability Assessment (CRVA) which was completed by CSIR in September 2015. This novel body of work established that Tshwane is currently affected by the following climate hazards: drought, extreme weather events including flooding and hail that damage infrastructure, rising temperatures that lead to a higher number of hot days (temperatures higher than 35 degrees celcius) and heatwaves (consecutive hot days). This CRVA is now being updated, again with support of the CSIR, as part of a bigger package of technical support to feed into the development of the City’s Climate Action Plan, a 30 year plan to guide the City to becoming carbon neutral and climate resilient. Assessing vulnerability to climate change is an essential task for identifying, quantifying and prioritising key climate risks, vulnerable communities, sectors or regions and enables decision- makers to develop appropriate response measures to adapt to climate change. Climate change risk and vulnerability assessments provide an indication of the range of risks that could affect human settlements and should include and quantify the spatial extent and intensity of how these hazards (including floods, droughts, extreme heat, and other hydro-meteorological hazards) will change under a shifting climate. This is an absolute requirement for the preparation of disaster risk reduction strategies and plans – without this scientific foundational work, the effectiveness of planning will be nullified. The first iteration of the CRVA was reviewed by C40 and an update on certain aspects was encouraged to facilitate the climate adaptation planning process and develop quantitative scientific evidence to produce climate risk zones. Climate risk zones is a spatial concept being advocated by the National Treasury through the Built Environment Performance Plan to ensure alignment between capital expenditure and disaster risk reduction. In the past four years a number of highly-relevant, novel and new supporting studies and methods have or are emerging that enhance the understanding of high-risk zones. New scientific evidence and findings have also emerged taking a more forward-looking approach into account and are

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268 being applied to the updating of the CRVA. One of the major considerations is how vulnerability is defined and spatially represented. In CRVA 2015, the focus was on social vulnerability which was represented through the Social Vulnerability Index comprising eight variables to form a multi-variate index characterising the extent of social vulnerability in each ward. In the City’s quest to become a resilient city, the link between social vulnerability and climate risks has been a major driver - the greater the social vulnerability in a community, the worse a climate hazard affects it irrespective of the hazard. Therefore climate hazards are understood to intensify social vulnerability if not identified, mapped and addressed. A priority action for the Climate Action Plan is to thus identify climate risk zones and put measures in place to ease these impacts. In so doing, it will enhance the resilience of communities from the grassroots up. A paradigm shift from the CRVA 2015 is a more nuanced definition of vulnerability to encompass economic, physical and environmental vulnerabilities inspired by the development of the Green Book, an online planning tool to guide the incorporation of climate change adaptation actions in the development of human settlements to be climate resilient. Once completed, the CRVA 2020 will be made available on a similar online platform, which will provide baseline information for further work to build on, reduce duplication by departments, develop a shared understanding of the issues related to climate change and its impacts on the City, and promote mainstreaming of scientific evidence and climate adaptation actions into all municipal sector department plans. The Department of Emergency Services is part of the consultation process to develop this online platform, seeking to enhance and not replicate its DRVA online tool once made available. Currently, based on the updating of the CRVA, although not complete, the following are considered the five most imminent risks and threats posed by climate change in Tshwane: 1. Heat Stress (clear signal of increase in heat wave days and very hot days) 2. Flooding risk (not clear climate signal but land use practices contributing to this). 3. Fire risk (result of increase temperatures and Fire danger days) 4. Drought (agricultural production loss and impacts on ecosystem services) 5. Water resource quality and quantity deterioration (drought and water management impacts water supply and quality and urbanisation impacts water demand) Furthermore, the following are considered the most vulnerable sectors in Tshwane: 1. Health sector impacts on quality of life and loss of lives due to increase in heat 2. Ecosystem services (water resources, natural ecosystem impacts due to drought, fires and increase in temperatures) 3. Energy sector due to increase in cooling demand (increase in heat) and growth (economy and population) 4. Human settlements sector (due to losses based on increase exposure to natural hazards) If one looks at the risks and sectors, one appreciates that there are concurrent departments that are able to attend to each of these, highlighting the importance of each of these departments developing its own climate and disaster risk reduction plans, which would be detailed and costed plans to reduce these risks. However, the one risk that is nebulous is heat stress.

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269 The CRVA 2015 was the first source document to identify and confirm that changing temperature was emerging a climate hazard in Tshwane. To better understand the impact of heat in the City, and positively influenced by a similar study undertaken by eThekwini, the CSU commissioned an Urban heat Island (UHI) study for current and future temperature and two key deliverables will include urban climate maps for each ward and heat mitigation measures. The analysis for current temperature is complete and clearly demonstrates the linkage between heat and urban development patterns – the manner in which we are developing this City is compounding the global and regional shifts in temperature and we thus need to put in place heat mitigation measures. An example of a heat mitigation measure is urban forestry, a function that has steadily lost value in the City, and the urban climate maps will guide precisely where urban forestry interventions need to be beefed up, including in our industrial hubs which are greatly affected by the urban heat island effect. A second example, and one that is being closely pursued by the CSU, is a Cool Surfaces Programme which aims to reduce the indoor temperatures of buildings by applying a reflective and heat emissive paint to building surfaces exposed to the sun. Of particular concern are informal settlements where state-led interventions focus primarily on the provision of essential services to informal settlements that are being formalised with little regard for the habitability of the structures. Research has shown that indoor temperatures can soar to the high 50s, which is dangerous to human health, and with the application of this paint, these temperatures may be brought down to the mid-30s. This is still an uncomfortable temperature but at least the threat to human health is considerably reduced. With the mass application of the paint to as many roof surfaces as possible, the City will also reduce the urban heat island effect considerably and reduce greenhouse gas emissions; it is thus an intervention that is both mitigating climate change and offering adaptation benefits. Effective disaster risk reduction in a changing climate is a combination of planning to reduce the impact of identified climate hazards and the conceptualisation of interventions to reduce current and future identified risks. CSUs focus has been on planning by investing in studies that will improve the scientific evidence on climate hazards and risks, to develop climate risk zones and to ensure that this data is readily available to departments which may in turn development plans to respond to these risks. Once the climate risk zones are completed, the intention is for this to form a spatial layer in the Capital Planning System so that, firstly, we start to see the linkage between spatial investment and reduction of particular risks and secondly, this data is incorporated into the prioritisation model so that projects that are within climate risk zone and will reduce the climate hazards within that zone will receive greater priority when applying the model to the project wish list.

10.5 Integrating Community Safety Measures into the City of Tshwane’s

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270 Integrated Development Plan 2021-2026 Community safety is widely recognised as an enabler of sustainable development and essential to an environment that can unlock people’s ability to live meaningful and productive lives. This principle is not only articulated in Chapter 12 of the National Development Plan (NDP), which embeds ‘Building Safer Communities’ as a key priority in South Africa’s developmental agenda, but also is reflected in Tshwane’s Vision for 2030, which identifies “Keeping the residents safe” as one of its 5 Strategic Pillars. The City of Tshwane is well-positioned to spearhead some of the country’s most innovative approaches to community safety, as it recognises safety as a cross-cutting issue and acknowledges that reducing levels of crime and violence will contribute to the achievement of other developmental outcomes. In this regard, the Executive Mayor’s 10-Point Plan offers a useful framework for promoting transversal approaches to safety across all sectors of the City’s planning instruments insofar as it aims to: (1) enhance City safety and emergency services; (2) promote employment and economic growth in the City; and (3) and support the vulnerable and provide social relief. Accordingly, the purpose of this document is to motivate for the immediate integration of community safety outcomes into the City of Tshwane’s IDP for 2021-2026. These measures not only respond to community concerns raised during public consultations on the IDP but will also provide the framework for development of a new community safety plan for Tshwane during this current financial year.

I. Safety is a Priority for the City of Tshwane and its Residents Public consultations on the IDP in April 2020 and 2021 make it clear that safety is a priority for the City and its residents. Numerous concerns were raised about the high rates of crime and violence in hotspot wards and that poor management of the physical environment (i.e., tall grass, poor lighting, absence of safe recreational space) and inconsistencies in the enforcement of by-laws contribute to a lack of safety by creating an environment that allows for the commission of certain types of crime and violence (i.e., assaults, theft, hijacking, etc.). In addition, a slow delivery of RDP housing and delays in the upgrading of informal settlements, as well as limited access to safe, reliable, and convenient systems of public transport has exacerbated levels of risk in specific communities, including Mamelodi East, Soshanguve and Zithobeni.

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271 Considering these concerns, Strategic Pillar 4 of the IDP: A City that keeps residents safe is supported by the following three (3) priorities:

Creating Safe Addressing Communities Drug Abuse

Protecting Communities from Disaster

Further, each of these priorities is supported by key areas of action in the IDP, which are provided in the table below:

IDP Priorities for Pillar 4 Key Areas of Action to Support Pillar 4

1. Improved policing and law enforcement efforts, which includes Creating Safer Communities strengthening the effectiveness of the criminal justice system and the relationship between different actors in law enforcement. 2. Involving the community in making areas safer, which requires facilitating opportunities for meaningful participation and co-creation in the development, implementation, and monitoring of safety initiatives. 3. Building safer communities, which involves taking a whole-of-society approach to address the risk factors that contribute to increased levels of crime and violence that extend beyond the scope of policing.

1. Drug and substance abuse prevention, suppression, and Addressing Drug Abuse intervention, which requires understanding why people resort to drugs and alcohol to cope with trauma, stress, and other psychological conditions, and to increase investment in and access to comprehensive psycho-social support services to reduce levels of addiction and abuse.

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272 1. Improving planning to mitigate against natural disasters and Protecting Communities from emergencies, which requires developing integrated protocols for risk Disaster response and management. 2. Developing early warning systems towards safety and disaster management, which requires establishing integrated systems for risk assessment and response. 3. Re-evaluating the disaster management and relief initiatives to aid residents in informal settlements that is left destitute by disasters, which requires prioritising the needs of those who are most vulnerable and to ensuring adequate systems of service delivery to provide basic needs. 4. Improving response times for all disaster incidents, which requires understanding the risk factors that contribute to different types of disaster, including those that are the consequence of, or also lead to, incidents of crime and violence.

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273 II. Promoting an Integrated and Developmental Approach to Community Safety

In light of the above, the priorities identified in Pillar 4 will be used as a framework for developing a Community Safety Plan for Tshwane in the upcoming financial year (2021-2022), which will be used to promote a more integrated and holistic approach to safety. Efforts to improve the peoples’ experiences of safety require interventions that extend beyond the scope of policing and law enforcement. Therefore, the aim is to put the community first by addressing the broader social and environmental conditions that contribute to violence, creating opportunities to facilitate meaningful partnerships that promote both individual and collective responsibility, and using evidence-based interventions that are sustainable and provide good value for money, as well as comply with national, provincial, and local legislation and policies. This approach is not only articulated in the 2016 White Paper on Safety & Security (WPSS), but also in the 2016 Integrated Urban Development Framework (IUDF), which identifies community safety as a fundamental component of building an inclusive, sustainable, and prosperous South Africa.

III. Institutionalizing Safety by Leveraging Opportunities for Transversal Approaches To ensure safety does not remain within the confines of law enforcement and policing, it is essential to mainstream safety measures across all areas of municipal planning and development. The purpose in mainstreaming safety is not to transfer responsibility to other departments, but to position safety central to, and an enabler of, other developmental outcomes. The graphic below depicts a transversal approach to safety and provides examples as to how safety measures can be used to achieve the developmental outcomes of other municipal functions.

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274

Community Eg.: Demarcating gun-free zones; Development Eg.: Support for ECDs and community by-law enforcement partnered with healthcare centres; identify municipal social crime prevention buildings to support the work of local programmes; lawful enforcement of Planning/ NGOs and social services Law evictions; safe deployment of Anti- Spatial Enforcement Land Invasion Units Transformation Eg. Integration of STED in SDFs, LUMS, IDPs & SDBIPS; provide SAFETY sufficient lighting and placement Eg.: Provision of clean water of public toilets; clear and sanitation services; identification of street names and placement of toilets in safe Housing & street numbers; integrated Water & areas (not in areas of poor Human transport planning; zoning for Sanitation informality lighting/close to houses); Settlements regular refuse removal; integrating safety into public spaces Local Economic Development Eg.: Identify areas for new settlements and beneficiaries for housing, Eg. Job creation through EPWP; ensure municipality prioritiising the needs of women, youth staff is representative of the community it serves, and people with disabilities; designing and work closely with the schools and universities to human settlements that are holistic facilitate a clear path for young people to work in the and sustainable municipality Accordingly, leveraging opportunities to promote transversal approaches to crime and violence prevention can be a useful way to institutionalise safety insofar as considering not only how safety interacts with other functions of local government, but also exploring how different safety measures can be used to achieve the outcomes of other sector departments’ plans and strategies.

IV. Tshwane’s Community Safety Plan: Focusing on Outcomes The key attributes of the City’s Safety Plan are that safety and crime prevention necessitate an approach that goes beyond policing and the criminal justice system. Crime is a complex social phenomenon linked to a range of factors such as social change, urbanisation, inequality, lack of social cohesion and gender disparities. Noting the need for a transversal, collaborative approach, the following policy areas remain relevant and are fundamental to the safety outcomes the City aims to achieve:

Further, the City will continue its progress in mainstreaming Safety Promotion through Environmental Design (SPTED) in various precinct plans such as the Hatfield Metro Node Precinct Plan, the Tshwane

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275 Fresh Produce Market Precinct Plan as well as the Safety Promotion through Urban Upgrading Programme in Mamelodi East. Further mainstreaming of STED principles into other infrastructure and human settlements programmes are a further opportunity for the City.

The Tshwane CSF remains relevant and an instrumental means towards building community capacity for safety and fostering a partnership approach. The Tshwane Metro Police Department (TMPD), through the Social Crime Prevention Unit, also conducts various public awareness and school-based education against crime programmes. Restoring a culture of respect for the law is a key focal area of the TMPD and entails various partnerships, such as the Gauteng Law Enforcement Agency Forum (GLEAF), and other multidisciplinary operations to target hotspot areas. While enforcement activities by the TMPD have increased, more efforts are required to address low levels of public confidence and trust in policing as well as the professionalization of the service.

Through its efforts, the City will anchor its Safer City Plan clearly, unambiguously, and in a way that is sustainable. Entrenching the value of cross departmental strategic planning, management and reporting, the Plan will focus on outcomes identifying what needs to be achieved to improve the lives of communities within Tshwane. Such an approach will provide a clearer understanding of the role- players and stakeholders that need to be involved to ensure metro-wide outcomes are achieved, and that the City makes strides towards achieving its Vision 2030 that identifies “Keeping the residents safe” as a Strategic Pillar.

10.6 SUMMARY OF 2021/2026 MUNICIPAL IDP & SDBIP PROJECTS THAT ALIGN WITH EMERGENCY PREPAREDNESS and DISASTER RISK REDUCTION

The continuation of delivery of the disaster management plan outcomes through the IDP and subsequently through Service Delivery and Budget Implementation Plans (SDBIP) that address disaster & emergency preparedness planning, risk reduction and risk mitigation of emerging risks continue unabated in the 2021/2022 financial year, with the following planned high impact projects.

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276 10.6.1 Municipal Health Services Addressing of communicable diseases by ensuring epidemic preparedness, response, prevention and control of disease outbreaks by investigating and preventing further spread of notifiable communicable diseases, and the development of plans to address seasonal communicable diseases to prevent outbreaks and have continuity of service with use of after- hour on call list. Science and health teach to err on the side of caution. For Tshwane, even with inadequate health infrastructure, basic public health measures to prevent mass escalation of COVID-19 infection are being taken. Initial studies point to the possibility of the virus remaining airborne for long periods to come. For this reason, health professionals in COT have begun public education campaigns on the use of masks and social distancing. Maintenance of food security special programmes through the delivery of emergency relief assistance to targeted beneficiaries, and sustaining the harm reduction programme through development of food bank policy and strategy by the provision of fresh food and vegetables to prevent the wastage of food. The city is proposing to offer food SMMEs preferential procurement during COVID Implementation of a drug and substance abuse programme during December 2018 that is designed to assist the NPOs that are dealing with Drugs and substance abuse. The Community Oriented Substance Use Programme (COSUP) proved to be handy in fighting COVID

10.5.1.1 In terms of COVID-19 the city is also asking itself the following questions whose answer will sort of a lot of COVID and future pandemic impacts.  In the absence of a vaccine, the prevention and control of COVID-19 pandemic depends largely on social distancing and personal hygiene, both of which may not be easy in a city setting. Documenting knowledge gained and intervention gaps still existing in Tshwane is vital?  Squarely the current challenge with regard to testing is that COVID-19 test results are given back to patients after 5-10 days which is too long. In fact this defeats the very purpose of which why testing is being done as results are not accessed in real time, making community spread even far hard to contain. What lessons have been learnt in this regard and what needs to be done?  Programmes like COSUP proved quite useful levers to address some of the systemic issues like drugs and homelessness which are hard to stem out in the city. What were some of the key lessons in how programmes well designed and managed like COSUP can offer during similar crisis?  Healthcare inequity prevails in Tshwane especially among low and middle income communities, in part due to insufficient investment in the health system. This results in many poor communities disproportionately affected by COVID-19 and bearing the brunt of all communicable and non- communicable diseases, compromising maternal and child health. Lessons on how the city is tackling this issue will be vital?  In diverting scarce resources to manage the COVID-19 pandemic in the city, the community health inequity gap will be widened, with widespread pandemic due to inadequate surveillance and inordinate number of deaths associated with the virus. Steps taken to protect vulnerable groups such as the elderly, persons with pre-existing medical conditions, the poor and the homeless community in Tshwane.  As the pandemic intensifies, the city must develop indicators aligned to WHO and South Africa DoH that warrant switching efforts from containment to mitigation in clinical management so as

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277 to reduce excess mortality in vulnerable groups. Documenting experiences and learning in Tshwane in this regard will be key?  Support departments/organisations/units are key in sharing data and information with DoH during a crisis. The experience of DoH in responding to COVID-19 needs to be documented?  How the city tackled the development of a capable human resources base on time to curb the spread of COVID-19 over the various levels of lockdown will be key.  Lessons from capacity and power to leverage on exiting partnerships in tackling COVID-19 in the city need to be documented.  As reporting for the impact of COVID moves from city region based to ward-level, experiences in accessing ward-level and real time data and other visualizations like geo-tagged maps for healthy strategy development and decision making in containing the pandemic needs to be documented.

10.6.2 Metro Police Services

Prevention of social conflict and mitigation of conditions that increase exposure to human induced risks by monitoring and prevention of illegal occupation of municipal land and property and enhancing protection of critical municipal infrastructure. The Community Oriented Substance Use Programme (COSUP) proved to be handy in fighting COVID as Police and Drug Users paly community soccer which build understanding of the Drug Users problem and how Police should handle such cases.

10.6.3 Environment and Agriculture Management

The City is also aligning its climate change response with international peers, having signed the Compact of Mayors’ Declaration in 2014 (now known as the Covenant of Mayors for Climate and Energy) and becoming a member of the C40 Cities Climate Leadership Group (C40), an international group of 95 megacities committed to addressing the impacts of climate change. The C40 organisation supports cities and their Mayors to collaborate effectively, share knowledge and drive meaningful, measurable and sustainable action on climate change. As a signatory of the Compact of Mayors’ Declaration and a member of C40, the City is afforded an opportunity to be recognized as a leader in local climate change. To do so, the City is complying with certain planning and reporting requirements set out , and develop a climate change response strategy aimed at responding to the findings of both its annual Greenhouse Gas (GHG) Emissions Inventory (‘carbon footprint’) and its Climate Change Vulnerability Assessment. Based on the climate change mitigation objectives outlined in this Framework, the City undertakes an annual greenhouse gas inventory (with the official baseline being the GPC-compliant 2014/15 inventory) in accordance with the City of Tshwane Greenhouse Gas Inventory Management Plan, as well as a State of Energy study (that included an energy futures modelling exercise) and Sustainable Energy Strategy. The State of Energy report considered energy related emissions only, whilst the GHGEI includes greenhouse gas emissions from energy as well as other sources such as waste. Furthermore, a Climate Risk and Vulnerability Assessment was completed to identify climate risks and adaptation options. The results of the GHGEI and climate risk and

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278 vulnerability assessment are presented in the Map below. Combined, these studies support evidence based planning and have given rise to a City Sustainability Programme. Pollution control through the monitoring of activities that include illegal sand mining and emission of toxic substances, and the funding and execution of operations related to environmental clean- up and rehabilitation where required, as well as continued environmental compliance and enforcement activities, and finalization of new Waste Management Strategy for the City

10.6.4 Customer Relations Management improving municipal service infrastructure operational intelligence through the upgrade of customer interface ICT infrastructure.

10.6.5 Emergency Services Extension of emergency services through the construction of a new emergency services station servicing the Mamelodi area which is due for completion by June 2021; as well as the commencement of a pre-feasibility study for the construction of another station in the Kruisfontein area.

10.6.6 Economic Development and Spatial Planning (Sector Support and Analysis) Promoting sustainability and enhancing infrastructure resilience through the Built Environment Performance Planning (BEPP) committee Roads and Transport Department Reducing urban flooding risk and flooding along watercourses due to lack of storm water drainage systems through capital intensive upgrade projects and through engineering and interdepartmental interventions along watercourses.

10.6.7 Water and Sanitation Recovery and rehabilitation of waste water treatment runoffs through the appointment of service providers

10.7 SUMMARY OF PLANNED HIGH IMPACT MANAGEMENT ACTIONS FOR 2021/22

Arising from the review of the plan; the following high impact management actions will also be pursued and effected during 2021/22. a. Conducting a new Comprehensive Risk and Vulnerability Assessment (CRVA) that will provide a quantified municipal indicative risk profile and form the basis of a new Municipal Disaster Management Plan for 2021/22. b. Following the outcome and findings of the risk and vulnerability assessment implement a standardised template to assist municipal departments in identifying development and related operational projects that align with disaster risk reduction and mitigation objectives and implement risk monitoring and evaluation tools that can be used to measure risk reduction and mitigation against the municipal indicative risk profile. c. Continue engaging with key organs of state and other stakeholders to identify the need to enter into formal associations/agreements as part of sector disaster risk preparedness planning.

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279 d. Rolling out of the new Disaster and Emergency Management Auxiliary Programme (DEMAP) that will assist in enhancing response capacities across various identified categories. e. Continuation of technological upgrade of the Disaster and Emergency Management Command Centre to improve disaster and emergency management coordination and response. f. Establishment of a wide-ranging Early Warning and Public Alert System that also makes provision for reverse emergency calling. g. The commencement of procuring a new multi-functional and multi-dimensional Computer Aided Dispatching System and Disaster and Emergency Management Information Management System as part of the Safer City initiative.

10.8 UPDATING THE DISASTER MANAGEMENT PLAN IN 2021/2022

The Emergency Services Department appointed a Service Provider to provide a comprehensive report on disaster risk and vulnerability at it impacts the City of Tshwane metropolitan municipality in terms of the Disaster Management Act (DMA), Act 57 of 2002 and the National Disaster Management Framework (NDMF) of 2005. The There are four outcomes for the disaster risk and vulnerability assessment: 1. The identification of known priority risks so that the development of contingency plans and risk reduction measures may be implemented. This will ensure that the municipality is prepared for a significant event or disaster which may occur or which threatens to occur. 2. The identification and analysis of vulnerabilities as a whole so that departments of the Municipality and other municipal entities are able to prioritise their disaster vulnerability reduction planning and implementation for inclusion in the IDP. Examples of priority projects might be planning for continuity of operations and the provision of life-line services such as potable water, sanitation, housing, electricity, etc. after a disaster. 3. The identification of high-risk groups, areas, households, communities and developments with multiple vulnerabilities. 4. To provide the City with a comprehensive integrated implementation plan of the findings made in the disaster risk and vulnerability assessment report; and recommended risk reduction strategies and measures per identified Municipal Department as it relates to sustainable local development. Together with the results of the CRVA; the following key factors are included for the new Level 3 Disaster Management Plan that is being developed for implementation commencing in the 2021/22 financial year:

i. Factor 1: Alignment of planning and embedding of a city-wide transversal management approach ii. Factor 2: Incorporating a new municipal indicative risk profile iii. Factor 3: Amendments to concomitant (connected) legislation made that will have an impact on disaster risk planning going forward. iv. Factor 4: Incorporation of municipal structural changes. v. Factor 5: Incorporation of inter-governmental and municipal sector planning changes.

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280

10.9 CONCLUSION

Through this 2021/2022 review; it is confirmed, that steady progress is being made by the City of Tshwane in managing and monitoring its disaster management responsibilities and implementable actions as per the current plan serve for the challenges caused by COVID and the attention and resources it deserves.

In so far as it relates to the review and test of the current disaster management plan which includes the assessment of outcomes achieved thus far; it is confirmed that the process of finalisation of the new disaster management plan to incorporate all the relevant legislative, environmental, enterprise risk and development change factors, where such new plan would be targeted for implementation during the 2021/2022 financial year.

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281 11 FINANCIAL PLAN

Introduction This chapter outlines the funding and budget approach to the 2021/22 IDP, specifically the 2021/22 MTREF. The process of developing the 2021–2024 MTREF is in line with the Council-approved IDP and Budget Process Plan of August 2020. Background Section 16(1) of the Municipal Finance Management Act (MFMA) stipulates that the council of a municipality must for each financial year approve an annual budget for the municipality before the start of that financial year. Section 22 of the MFMA also stipulates that immediately after an annual budget is tabled in a municipal council the accounting officer must make public the annual budget and documents in terms of Section 17; invite the local community to submit representations in connection with the budget; and submit the annual budget to the National Treasury and the relevant provincial treasury in printed and electronic formats. All budget related documents (electronic) were provided to National Treasury, and other national and provincial departments, in accordance with Section 22(b) of the MFMA. The Local Government: Municipal Systems Act (MSA), Chapter 4 deals with Community participation Section 16(1) (a) and (iv) stipulate that a municipality must encourage, and create conditions for, the local community to participate in the affairs of the municipality, including in the preparation, implementation and review of its Integrated Development Plan and the preparation of its Budget. Section 23(2) of the MFMA stipulates that “after considering all budget submissions, the Council must give the Executive Mayor an opportunity – (a) To respond to the submissions; and (b) If necessary, to revise the budget and table amendments for consideration by the council”. The Council approved the Draft reviewed IDP and Budget on 25 March 2021 to be published for public comments. The commenting period ended on 30 April 2021. In terms of Section 24 of the MFMA; “(1) The municipal council must at least 30 days before the start of the budget year consider approval of the annual budget. (2) An annual budget - (a) must be approved before the start of the budget year; (b) is approved by the adoption by the council of a resolution referred to in section 17(3)(a)(i); and (c) must be approved together with the adoption of resolutions as may be necessary – (i) imposing any municipal tax for the budget year; (ii) setting any municipal tariffs for the budget year;

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282 (iii) approving measurable performance objectives for revenue from each source and for each vote in the budget; (iv) approving any changes to the municipality’s integrated development plan; and (v) approving any changes to the municipality’s budget-related policies. (3) The accounting officer of a municipality must submit the approved annual budget to the National Treasury and the relevant provincial treasury.”

Community consultation process on the 2021/22 MTREF and Tshwane Integrated Development Plan In line with the lockdown Regulations, municipalities were directed to develop electronic and alternative methods of consultation. The Draft Budget and IDP were placed on the municipal website and the City used various media and local newspapers to solicit inputs from the community. Physical and virtual regional meetings took place taking into consideration alert level 1 Covid 19 regulations. A significant number of written submissions to the tabled 2021/22 MTREF and the proposed amendments to the approved Property Rates Policy and By-Law were received and summarised below. Submissions on service delivery issues and capital projects are addressed in the IDP report. The following comments and inputs which were received and responses are provided: 1. Numerous complaints were received on imposing any increases in tariffs, as they are above inflation and therefore unaffordable, owing to the effect of the national lockdown. Eskom was criticized for the high increase in in bulk purchase tariffs. Response: Municipal tariff increases take into account the affordability of services and also considers the true cost of supplying the services. The tariff for bulk services is largely informed by approved tariffs for Eskom (17,8%) and Rand Water. Other tariffs were set within inflation targets with property rates tariff set below CPI to provide some relief to the city’s customers. 2. A few complaints were received on the sanitation charges, taking the full water consumption into consideration. Response: The full water consumption is not regarded for sanitation charges. The sanitation discharge is not metered, and the tariff is based on a percentage to determine the sanitation discharge, compared to the water consumption. As the consumption increases, the percentage, regarded for sanitation charges, decreases on a sliding scale. 3. A complaint was received on the budget for rudimentary services for water tankers of R285 million, in that it is budgeted as a sustainable ongoing process, whereas it should only be a short-term solution. Response:

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283 The city is still challenged with water reticulation backlogs which leaves no choice but to continue with water tanker services in multiple informal settlements to ensure residents have access to clean drinking water. As part of the cost containment initiatives the Human Settlements department has been tasked with developing a proposal and cost benefit analysis for the ownership of water tankers versus rental as well as phasing out of rudimentary services. 4. A representation was received from Wonderboom Airport Interest Group and Turbine Versions (Pty) Ltd, Blue Chip Flight School, Sky Dive Pretoria, Bush Pilot Adventure, Powered Flight Training Centre, Learn To Fly Air School and others, on proposed tariff structures for services at the Wonderboom National Airport, concerning aviation fuel through-put fee and others. Response: Management of the Airport holds the firm view that the aeronautical movement fees cannot be subsidised by the rest of the City’s residents. The property rental amounts, payable or any entity other than the aviators and users of the airport infrastructure and facilities themselves – that is, the “user-pay” principle, should be applied and upheld. Currently, air traffic movements at discounted tariffs for flight training are to a minimum, costing the city approximately an amount of R4 million a year in lost revenue. 5. Various submissions were received, with regards to the Health tariffs: final building inspection of premises. Response: The matters relating to the levying of professional fees by different departments involved in the value chain for plan approval, were thoroughly thrashed out and these were measured against the barometer of the index for the ease of doing business within the City as compared to other Metros. Bearing this in mind, it was resolved to withdraw the levying of the final building inspection tariff currently levied by the Health Department. 6. Various Submissions were received concerning sport and recreation’s tariff increases and budget allocations for 2021/2022. Response: The levying of tariffs is informed by factors such as inflation, sustainability of rendering the services and proposed tariffs is calculated based on the estimated actual cost to recover some costs, depending on the type of community service. The Group Property Department acceded to the request by Tshwane Sports Council not to increase the tariff for new applications and such will remain at R575 for the 2021/22 financial year. 7. A submission was received from South African Property Owners Association (SAPOA) on various semantics of which a few amendments were affected. It also included the following: 8. Categorisation of farm property is problematic because it is not clear what “used primarily for agricultural purposes” as per the definition of agricultural property in the MPRA means. It is suggested that primarily and agricultural purposes be defined.

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284 Response: This is the definition of farm property, as prescribed by the Municipal Property Rates Regulations which took effect from 1 July 2009. Farming (agricultural purpose) Property in this category includes: (i) Property referred to in the definition of Agricultural property in the act. (ii) Property zoned as agricultural/ farming and used predominantly for bona fide farming purpose. This category excludes property used for purpose of Eco-tourism, game farms or Equestrian Estates, the production of non-edible farm produce and agricultural holdings/small holdings. (iii) Agricultural/ farming property not predominantly used bona fide farming purposes, shall be rated accordingly to the category of the actual use thereof. (iv) Tax certificate and affidavit confirming that the property in question forms part of the farming activities.

9. Property Categories are created in the Rates Policy and these names should be used in all documents that refer to Property Categories. It was found that some of the names were changed in the valuation roll and Property Rates Schedule in the budget. The clause deals with Property Categories. Is it necessary to include the word “properties” in the name of category? It is also noted that not all categories follow this pattern. Some property categories are used in the valuation roll but are not provided for in the policy. Response: (i) No Category is a property category for multiple purposes in the GV before the market value is apportioned accordingly. This will be amended in the GV to show “Multiple Purpose Property” to indicate properties that have multiple uses. (ii) Protected Area is included in the GV for market value entry but not in the Policy because it is exempted. (iii) Public Service Infrastructure is included in the GV for market value entry but not in the Policy because it is exempted. (iv) Public Worship is included in the GV for market value entry but not in the Policy because is exempted. (v) State trust Land is included in GV for market value entry but not in the Policy because it is exempted. (vi) Blanks has been corrected. (vii) Some property categories will be removed from the Property Rates Schedule for 2021/22 tariffs. The Category: Public Service Infrastructure is not rate-able and will therefore not be included in the policy.

Agricultural properties are included to explain the meaning of “agricultural property” in terms of interpreting such for the purpose of determining the rate ratios.

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285 10. Property used for multiple purposes. Clause 5: Clause 5.1.3 does not provide for the category “properties used for multiple purposes” and in terms of section 9 (1) of the MPRA, if this category is not created in terms of 8(2), properties used for multiple purpose must be assigned to either a category determined by the municipality for properties used for a purpose corresponding with: a) The permitted use of the property, or b) The dominant use of the property These are the only options available if the category: properties used for multiple purposes is not created as a property category. In terms of section 9 (2) of the MPRA the option to apportion the values is only available if there is provision for the category “Properties used for multiple purposes” in the Rates Policy. The Municipality must decide how properties used for multiple purposes must be categorized. Must the category be linked to: c) The permitted use d) The dominant use e) multiple purposes If the last portion is chosen, then the category “multiple purposes must be created in clause 5.1.3. The category “multiple purposes” as a property category was included in previous Rates Policy of the Metro. It is assumed that the approach to properties used for multiple purposes did not change. Response: Multiple Purpose is a necessary property category to identify properties that are used for such. As in Section 9 (2) of MPRAA: A rate levied on a property assigned in terms of Subsection (1) c to a category of properties used for multiple purposes must be determined by apportioning the market value of the property to the different purposes for which the property is used and applying the rates applicable to the categories determined by the municipality for properties used for those purposes to the different market value apportionments.

11. In terms of clause 6.1.1, a property used for multiple purpose that is used for residential purposes will be categorized as residential property; and in terms of clause 6.1.2 a property used for multiple purposes that is used for business purposes will be categorized as non-residential property (my emphasis). These clauses do not make sense. A property used for multiple purposes will have more than one use, e.g. residential and business. The MPRA defines “multiple purposes” as the use of the property for more than one purpose. Clause 6.1 refers to a property used for more than one purpose but then refers to a single use in clause 6.1.1 and 6.1.2. Response: In terms of the MPRA, section 9 (1) a property used for multiple purposes must be assigned to a category determined by the municipality for properties used for. The City has assigned “No Category” to properties used for multiple purposes and was done taking into consideration the purpose corresponding with the permitted use of the property. The market value of the property is apportioned to the different purposes for which the property is used, and applicable rates is applied to the categories determined by the municipality for properties used for those purposes to different

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286 market value apportionment. This will be amended in the GV to show “Multiple Purpose Property” to indicate properties that have multiple uses.

12. Clause 6.2 It is assumed that” in terms of subsection(1)(c) “refers to section 9 (1) (c) of the MPRA. Provisions of section 9(1) of the MPRA is compelling and the municipality may not make its own rules. Clause 6.2 conflicts with the MPRA and should be deleted or amended to align with the MPRA. There is no indication of how “the large portion of the market” will be determined.

In the absence of a regulation, the apportionment of values must be guided by relevant case law. The apportionment of values was dealt with in: The City of Johannesburg Metropolitan Municipality v the chairperson of the Valuation Appeal Board for the City of Johannesburg (282/2013)[2014]ZASCA5 (12 March 2014) also known as the Connaught case. The Valuation roll must reflect entries for the property with the category “multiple-use” and entries for the apportioned values for the distinct uses. Response: The Case law is applicable to Johannesburg Metropolitan Municipality because it did not interpret Section 9 (1) (b) of the MPRA in that it applied a rate relevant to dominant use to charge the whole property. 13. Additional exemptions, reductions, and rebates It is suggested that the following properties be exempted from the payment of rates or a substantial rebate be granted. (a) property registered in the name of an institution or organization in terms of the Non-profit organisation, Act 1997(Act No 71 of 1997) (b) hospitals, clinics, and institutions for mentally ill persons which are not operated to make a profit. (c) cemeteries and crematoriums which are registered in the names of private persons and which are used exclusively for burials and cremations. (d) museums. Art galleries, libraries and botanical gardens which are registered in the names of private persons and which are open to the public, whether admissions is charged or not. (e) property registered in the name of a trustee or any organisation which is being maintained for the welfare of war veterans as defined in Section 1 of the Social Aid Act (House of Assembly), 1989 (Act No 57 of 1989). (f) sports grounds used for amateur sport and any social activities which relate to such sport. (g) property registered in the names of the boy Scouts, Girl Guides, Sea Scouts, Voortrekkers or any organization which is, in the opinion of the municipality, similar or any property let by a municipality to any such organization or. (h) Property registered in the name of a declared institution as defined in Section 1 of the Cultural Institution Act, 1989 (Act No 29 of 1969) or the Cultural institutions Act (House of Assembly), 1989 (Act No 66 of 1989). Response:

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287 All these properties are categorized as Public Benefit Organisations and are expected to submit an Exemption Certificate issued by SARS to the municipality to qualify for exemption from the payment of rates. Upon receipt of their applications, the municipality will grant exemption from payment of rates.

14. The reduction of the ratio for vacant land for the 2017/18 financial year was a bold and positive step. It is suggested that this ratio be reduced to 1.0:1.0 or at least the same as the rates payable on the category based on the permitted use of the property. Vacant properties should be regarded as the battery to store energy for future development. Vacant properties should not be penalized. The ratio for Township Development should also be reduced to 1.0: 1.0:

Response: Different tariffs are calculated for different categories as determined by the City for the purpose of charging property rates for different categories of properties. This is in line the MPRA. Should vacant land be charged the same tariff as Residential Properties, the amount payable will be far less than used to be paid prior to the implementation of the MPRA.

Budget Guidelines and Principles The 2021/22 MTREF is prepared amidst economic contraction and rising unemployment resulting from the impact of lockdown on the economy. The city has seen a decline in its revenue collections due to increased number of customers defaulting on their municipal accounts. The city had to adjust its spending levels downwards considering the projected decline in revenue collections. Some of the guiding principles for the budget are as follows;

 Tariffs increases must consider the current economic environment and the impact on household accounts.  Projects and programmes will be implemented within affordability limits.  Only projects that are ready for implementation will be prioritised in the 2021/22 financial year.  The operating expenditure baseline was reduced, and the focus must be on efficiency gains and the principle of value for money (doing more with less, while prioritising service delivery).  Some programmes will be deferred to the outer years to ensure that the City approves operating expenditure in line with realistically anticipated revenue.  The budget must be aligned to the Mayoral priorities.

The following cost containment measures were implemented during the budget process and will be strictly monitored:  Employee related cost o Due to budgetary constraints no salary increases have been factored for the 2021/22 budget year.

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288 o A limited number of critical vacancies was considered in order to ensure service delivery is maintained. o No overtime will be processed unless for essential services.  Bulk purchases for water and electricity o Measures must be put in place to manage the cost of bulk purchases downwards.  Review of contracts o Departments are required to review all contracts for value for money. o All leases and rental of buildings must be renegotiated. o Fleet contracts must be reviewed for better rates and value for money.  Procurement of Goods o Market analysis should be conducted before a tender is issued or a quote is requested.  Other expenditure items o No catering will be provided in meetings. o No travelling and attending of conferences and workshops will be allowed. o No consultant appointments will be allowed, unless for revenue enhancement initiatives and those linked to the implementation of capital projects. o Events Management’s budget was reduced and centralised at Group Marketing and Communication and therefore, no individual departmental allocations.

11.2 Discussion of the 2021/22 MTREF Section 17(1) of the MFMA requires that the annual budget of the municipality must be in the prescribed format as follows:  Setting out realistically anticipated revenue for the budget year from each revenue source.  Appropriating expenditure for the budget year under the different votes of the municipality.  Setting out indicative revenue per revenue source and projected expenditure by vote for the two financial years following the budget year.  Setting out the estimated revenue and expenditure by vote for the current year and actual revenue and expenditure by vote for the financial year. Operational budget The City is tabling an operating revenue (excluding capital grants and contributions) of R39,2 billion and escalates to R43,6 billion in 2023/24. The revenue represents an increase of 4,5% against the 2020/21 Adjustment Budget. The operating expenditure amounts to R39,1 billion, an increase of 4,5% against the 2020/21 Adjustment Budget, resulting in a surplus of R20,7 million for the 2021/22 financial year. The table below indicates the high-level consolidated 2021/22 Medium-term Revenue and Expenditure Framework.

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289 Table 1: Consolidated Budget Summary

Adjusted Budget Description Budget 2021/22 % Estimate 2022/23 Estimate 2023/24 2020/21 Total Revenue (excluding capital transfers and contributions) 37,469,894,581 39,160,286,794 4.51% 41,331,251,715 43,640,105,584 Total Expenditure 37,460,248,667 39,139,553,942 4.48% 41,295,337,561 43,555,207,162 surplus/(deficit) excluding capital transfers 9,645,914 20,732,852 35,914,155 84,898,422 Transfers recognised - capital 1,868,804,057 2,287,571,493 22.41% 2,283,236,805 2,211,003,281 Taxation 897,606 497,604 515,020 529,440 surplus/(deficit) for the year 1,877,552,365 2,307,806,741 22.92% 2,318,635,940 2,295,372,263

Revenue framework In determining the tariff increases for the 2021/22 MTREF, the City took note of the current economic environment and its impact on the residents of Tshwane. The challenge remains ensuring that the proposed tariffs are affordable to the residents at the same time ensuring that the City can recover the cost of rendering the services. The proposed Electricity tariffs increases are linked to the increases approved by NERSA to Eskom while Water tariffs are linked to Rand Water bulk purchases. To lessen the impact of the overall increases on the household account, the City has kept the Property Rates and Refuse removal tariffs below inflation parameters. The following table is a high-level summary of the operating revenue per category Table 2: Operating Revenue by Source

Description Adjusted Budget % Estimate 2022/23 Estimate 2023/24 Budget 2021/22 2020/21 Revenue By Source Property Rates 8,587,212,146 8,587,212,147 0% 9,136,840,384 9,712,932,077 Service Charges: Electricity 13,734,197,571 15,015,587,889 9% 15,843,126,578 16,914,155,969 Service Charges: Water 4,654,762,792 4,887,500,932 5% 5,102,550,973 5,332,165,766 Service Charges: Sanitation 1,256,105,533 1,381,594,210 10% 1,416,284,355 1,480,017,151 Service charges - refuse revenue 1,616,438,578 1,598,945,993 -1% 1,662,903,834 1,737,734,506 Rental of Facilities and Equipment 160,409,275 169,967,609 6% 213,290,377 242,938,166 Interest Earned - External Investments 158,872,849 159,184,462 0% 166,607,018 174,286,875 Interest Earned - Outstanding Debtors 522,887,724 823,163,765 57% 846,921,856 870,887,966 Fines, penalties and forfeits 300,902,696 250,901,886 -17% 284,744,220 299,222,454 Licences and Permits 52,446,554 52,446,554 0% 54,859,095 57,382,613 Transfers Recognised - operational 5,425,292,953 5,252,769,710 -3% 5,586,035,500 5,755,621,590 Other Revenue 995,366,192 981,011,638 -1% 1,017,087,525 1,062,760,451 Gains on Disposal of PPE 4,999,718 - - - Total Revenue (excluding capital transfers 37,469,894,581 39,160,286,794 5% 41,331,251,715 43,640,105,584 and contributions)

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290 Figure 1: Operating Revenue by Source

Property rates The first R15 000 value of all Residential properties, is legislatively impermissible for the charging of property rates, and a further valuation reduction of R135 000 is granted by Council for charging of property rates. All residential properties are thus not charged any property rates on the first R150 000 of the value and registered indigents pay no property rates. Furthermore, the social package will be extended to all properties valued at R150 000 and below. Rebates to pensioners and the disabled were updated in the Property Rates Policy for 2021/22. A tariff increment of 2% is proposed for the 2021/22 financial year. Electricity Services NERSA has approved a 15,63% tariff increment for Eskom which resulted in an increase of 17,8% to municipalities for implementation 1 July 2021. Registered indigents are granted 100 kWh free of charge. However, all properties below threshold will automatically qualify for free basic services. Water Services

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291 The proposed tariff increment for water is 8%. The budgeted revenue for water services increased by 5% and the bulk purchases for water increased by 5,8%. Registered indigents are granted 12 kℓ water free of charge.

Sanitation revenue Sanitation charges are calculated according to the percentage water discharged and a 10% tariff increment is proposed.

Refuse removal revenue A tariff increase of 4,1% is proposed.

Grant funding The total grants allocated for the 2021/22 financial year, amounts to R7,5 billion. Operating grants The total allocated for the 2021/22 financial year on the operating grants amounts to R5,3 billion. The City share of the general fuel levy amounts to R1,6 billion, and the equitable share allocation is R3,1 billion. The Public Transport Network Grant operating budget is R295,7 million.

Infrastructure grants The total allocated for the 2021/22 financial year on the capital grants amounts to R2,3 billion. Urban Settlements Development Grant funding amounts to R1 billion, and 3% is allocated for capacity building and R560,3 million for the upgrading of informal settlement. The capital allocation on the Public Transport Network Grant amounts to R379,8 million.

Detail Grant Allocations The National allocations in terms of the Division of Revenue Bill and gazetted Provincial allocations have been factored into the 2021/22 MTREF.

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292 Table 3: Grant Allocations 2021/22 Medium Term Revenue & Expenditure Framework Description

Budget Year Budget Year +1 Budget Year +2 R thousand 2021/22 2022/23 2023/24

EXPENDITURE:

Operating expenditure of Transfers and Grants National Government: 5,057,010,710 5,489,915,500 5,655,341,590 Local Government Equitable Share 3,088,576,000 3,355,458,000 3,442,390,000 Fuel Levy 1,564,720,000 1,665,543,000 1,700,429,000 Finance Management Grant 2,100,000 2,200,000 2,200,000 Urban Settlement Development Grant 31,546,710 31,323,000 32,703,870 Municipal Human Settlement Capacity Grant - - - Expanded Public Works Programme Incentive (EPWP) 19,031,000 - - Public Transport Network Operations Grant 295,662,000 376,840,500 416,486,720 Integrated City Development Grant (ICDG) - - - Programme and Project Preparation Support Grant 55,375,000 58,551,000 61,132,000 Municipal Disaster Recovery Grant - - - Provincial Government: 193,759,000 96,120,000 100,280,000 Primary Health Care 58,845,000 61,258,000 64,015,000 Emergency Medical Services HIV and Aids Grant 24,392,000 25,612,000 26,765,000 Housing Top Structure (HSDG) 58,000,000 - - Sports and Recreation : Community Libraries 7,522,000 9,250,000 9,500,000 TRT Bus Operations Subsidy 45,000,000 Gautrans Research and Technology Development Services Other grant providers: 2,000,000 - - DBSA - BroadBand Wifi HCT Social Housing SHRA LG SETA Discretionaty grant 2,000,000 Tirelo Bosha Grant - Research and Development Total operating expenditure of Transfers and Grants: 5,252,769,710 5,586,035,500 5,755,621,590

Capital expenditure of Transfers and Grants National Government: 1,990,111,290 2,018,313,500 2,076,613,410 Urban Settlement Development Grant 1,020,010,290 1,012,788,000 1,057,425,130 Public Transport Infrastructure & Systems Grant 379,800,000 376,840,500 369,337,280 Intergrated National Electrification Programme - - - Neighbourhood Development Partnership Grant 20,000,000 25,000,000 30,000,000 Finance Management Grant - - - Energy Efficiency and Demand Side Management 10,000,000 10,000,000 - Intergrated City Development Grant - - - Informal Settlements Upgrading Partnership Grant 560,301,000 593,685,000 619,851,000 Provincial Government: 12,727,000 12,250,000 12,946,000 Sport and Recreation: Community Libraries 12,727,000 12,250,000 12,946,000 Gautrans Social Infrastructure Grant HCT - SHRA RCG - SHRA - - -

Other grant providers: 284,733,203 252,673,305 121,443,871 DBSA - Installation of Bulkwater (Water pilot study) - - - LG SETA Discretionaty grant 10,000,000 - - RCG - SHRA 274,733,203 252,673,305 121,443,871 Delft Grant (Social Infrastructure) - - - Smart Connect Grant - - - Total capital expenditure of Transfers and Grants 2,287,571,493 2,283,236,805 2,211,003,281

TOTAL EXPENDITURE OF TRANSFERS AND GRANTS 7,540,341,203 7,869,272,305 7,966,624,871

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293

The total grant allocations amount to R7,5 billion for the 2021/22 financial year and R7,9 billion for the 2022/23 and 2023/24 financial years respectively.

Expenditure framework The following table is a high-level summary of the 2021/22 Medium-term Expenditure Framework (classified per main category): Table 4: Operating Expenditure by Category

Description Adjusted Budget % Estimate 2022/23 Estimate 2023/24 Budget 2021/22 2020/21 Expenditure By Type Employee Related Costs 11,504,624,964 12,155,084,818 6% 12,856,102,901 13,408,783,698 Remuneration of Councillors 154,587,724 154,587,724 0% 161,389,584 168,652,116 Debt Impairment 2,105,348,167 2,124,802,335 1% 2,218,127,934 2,317,774,220 Depreciation and Asset Impairment 2,372,617,744 2,499,320,658 5% 2,609,812,838 2,727,232,776 Finance Cost 1,455,416,666 1,515,088,750 4% 1,581,752,655 1,645,022,761 Bulk Purchases 12,626,755,992 11,160,809,114 -12% 11,776,241,562 12,706,654,644 Other Materials 715,381,276 3,791,130,750 430% 4,219,826,903 4,409,575,464 Contracted Services 4,384,037,634 3,684,727,200 -16% 3,737,594,425 3,934,137,080 Tranfers and Grants 44,472,186 43,164,451 -3% 45,729,615 47,774,488 General Expenditure 2,096,916,185 2,010,792,641 -4% 2,088,712,051 2,189,551,504 Loss on Disposal of PPE 90,128 45,500 47,093 48,411 Total Expenditure 37,460,248,667 39,139,553,942 4% 41,295,337,561 43,555,207,162 surplus/(deficit) excluding capital transfers 9,645,914 20,732,852 35,914,155 84,898,422 Transfers recognised - capital 1,868,804,057 2,287,571,493 22% 2,283,236,805 2,211,003,281 Surplus/(Deficit) before taxation 1,878,449,971 2,308,304,345 23% 2,319,150,960 2,295,901,703 Taxation 897,606 497,604 515,020 529,440 Surplus/ (Deficit) for the year 1,877,552,365 2,307,806,741 23% 2,318,635,940 2,295,372,263 The operating expenditure equates to R39,1 billion in the 2021/22 financial year and escalates to R43,5 billion in the 2023/24 financial year. Total operating expenditure increased by 4,5% against the 2020/21 Adjustments Budget. The following graph illustrates the percentage each expenditure group constitutes to the total expenditure for the 2021/22 financial year:

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294 Figure 2: Operating Expenditure by Category

The expenditure categories are discussed as follows: To ensure compliance with the Municipal Standard Chart of Accounts, certain items moved between expenditure categories i.e. Rand Water bulk purchases. Employee Related Costs Due to budgetary constraints Mayoral Budget Steering Committee Session of 10 March 2021, took a decision that no salary increments will be applicable for the 2021/22 financial year. The budget, therefore, makes no provision for salary increases, the increase of 6% on employee related costs includes an allocation for the establishment of the asset protection unit and to provide for the filling of a limited number of critical vacancies.

Remuneration of Councillors The cost associated with the remuneration of councillors is determined and informed directly by the Remuneration of Public Office Bearers Act, 1998 (Act 20 of 1998). The determined upper limits of salaries, allowances and benefits of members of Council are gazetted annually in December/January. No salary increases have been applied to this item in line with the decision taken.

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295

Debt Impairment A provision of R2,1 billion was made for Debt Impairment and based on an anticipated annual collection rate of 93.9% including arrears accounts.

Depreciation and Asset Impairment Depreciation and asset impairment amounts to R2,5 billion for the 2021/22 financial year which equates to an increase of 5% when compared to the 2020/21 adjustments budget.

Finance charges Finance charges amount to R1,5 billion in the 2021/22 financial year and R1,6 billion respectively for the outer years and are based on the loans schedule.

Bulk Purchases The decrease against bulk purchases is due to the movement of bulk water purchases to other materials (inventory consumed) in line with mSCOA classifications. Compared to the 2020/21 adjusted budget, electricity bulk purchases have increased by 15% to R11,2 billion and aligned to the electricity bulk purchases tariff increases. It is important that distribution losses are managed down to reduce the cost of bulk purchases.

Other Materials Other materials were adjusted downwards in line with realistic anticipated revenue, however, the increase reflected against this group of expenditure is due to the movement of bulk water purchases to this group in in line with mSCOA classifications.

Contracted Services Contracted services decreased by 16% when compared to the 2020/21 adjusted budget in line with realistic anticipated revenue. Other Expenditure This group of expenditure comprises of general related expenditure and includes repairs and maintenance. When compared to the 2020/21 adjusted budget this group has been decreased by 4% in line with realistic anticipated revenue. Repairs and Maintenance An amount of R1,4 billion has been provided for repairs and maintenance in the 2021/22 MTREF. Repairs and maintenance amounts to 3.6% of total operating expenditure.

The table below represents the repairs and maintenance by asset class:

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296 Table 5: Repairs and Maintenance by asset class

Description Budget 2021/22 Estimate 2022/23 Estimate 2023/24

Electricity Infrastructure 363,885,738 375,243,090 392,129,028 Water Supply Infrastructure 172,962,733 179,784,873 187,875,192 Transport Assets 134,194,195 140,098,739 146,403,183 Sanitation Infrastructure 133,622,101 140,023,473 146,324,530 Roads Infrastructure 129,591,216 135,181,230 141,163,385 Community Facilities 120,136,702 125,388,184 131,243,455 Sport and Recreation Facilities 20,735,207 21,646,396 22,618,975 Storm water Infrastructure 18,943,229 19,776,731 20,666,684 Solid Waste Infrastructure 10,826,475 11,302,840 11,811,468 Other 309,157,762 330,712,456 354,087,854 Total 1,414,055,358 1,479,158,012 1,554,323,755 Operating Budget per vote The following table represents the 2021/22 MTREF per department/Vote:

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297 Table 6: Operating Revenue and Expenditure per Vote (Parent)

Department Budget 2021/22 Estimate 2022/23 Estimate 2023/24 Revenue by Source City Manager Department 55,375,000 58,551,000 61,132,000 City Strategy & Operational Performance - - - Community & Social Development Services Department 28,849,963 11,648,880 12,006,832 Customer Relations Management Department 27,777 28,999 30,304 Economic Development & Spatial Planning Department 391,187,241 408,406,421 426,378,322 Emergency Management Services Department 11,617,835 12,129,020 12,674,826 Environment & Agriculture Management Department 1,688,923,397 1,756,840,245 1,835,896,739 Group Communication & Marketing Department Group Human Capital Management Department 10,861,960 9,251,887 9,668,222 Group Financial Services Department 13,798,729,043 14,739,073,938 15,460,831,537 Group Audit & Risk Department 219,631 229,734 240,302 Group Legal and Secretarial Service Department 43,722 45,646 47,700 Group Property Department 75,000,000 67,947,589 71,005,230 Human Settlements 110,254,589 52,942,923 54,805,907 Health Department 87,497,335 91,902,838 96,039,528 Metro Police Department 260,682,758 294,951,657 309,887,685 Office of the Executive Mayor Department Office of the Speaker Department Office of the Chief Whip Department Roads & Transport Department 634,536,737 683,959,230 737,694,945 Regional Operations & Coordination Department 32,595,281 34,030,569 35,562,518 Shared Services Department Energy and Electricity 15,639,029,563 16,501,484,832 17,610,234,764 Water and Sanitation 7,031,508,952 7,308,289,268 7,630,241,527 Total Revenue (excluding capital transfers) 39,856,940,785 42,031,714,675 44,364,378,888

Expenditure by Type City Manager Department 712,908,646 733,794,554 766,160,851 City Strategy & Operational Performance 59,076,936 66,265,591 69,190,894 Community & Social Development Services Department 449,469,230 450,491,053 470,548,355 Customer Relations Management Department 278,981,393 290,730,252 303,535,181 Economic Development & Spatial Planning Department 642,218,072 664,888,002 694,446,291 Emergency Management Services Department 951,093,407 989,805,602 1,033,516,604 Environment & Agriculture Management Department 2,071,563,670 2,160,916,121 2,256,662,269 Group Communication & Marketing Department 90,386,077 94,245,694 98,432,821 Group Human Capital Management Department 432,183,971 448,613,780 468,582,199 Group Financial Services Department 4,147,910,408 4,506,419,044 4,687,163,585 Group Audit & Risk Department 151,448,152 157,920,437 164,927,119 Group Legal and Secretarial Service Department 165,310,844 172,367,518 180,010,998 Group Property Department 1,074,027,690 1,123,510,501 1,176,795,283 Human Settlements 903,651,859 878,692,999 913,870,547 Health Department 561,859,449 574,751,737 600,392,343 Metro Police Department 2,690,272,795 2,804,052,743 2,927,925,816 Office of the Executive Mayor Department 98,814,669 103,622,098 108,384,935 Office of the Speaker Department 165,093,417 169,805,938 177,344,831 Office of the Chief Whip Department 175,295,805 182,945,917 191,145,710 Roads & Transport Department 1,784,658,329 1,878,529,803 1,985,404,194 Regional Operations & Coordination Department 3,020,967,184 3,151,445,142 3,292,481,055 Shared Services Department 1,394,563,555 1,455,577,850 1,520,922,258 Energy and Electricity 12,983,280,530 13,678,024,910 14,693,666,545 Water and Sanitation 4,831,669,448 5,258,898,255 5,498,499,225 Total Expenditure 39,836,705,537 41,996,315,541 44,280,009,906 Surplus/(Deficit) 20,235,248 35,399,135 84,368,982 The table above reflects the parent figures including interdepartmental charges.

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298 The following are some of the operating programmes within the operational budget per department: Office of the City Manager  Inner city (household refuse removal) – R13 million  Repairs and maintenance – R3,6 million  Consultant fees (programme and project planning grant) – R55,4 million  Professional Services (Project management) ePMU – R25,2 million  Local government elections expenditure – R10 million  Asset protection – R333 million

Community and Social Development  Expanded Public Works Programme Initiatives – R70,1 million  Community Development o Foodbank – R4,6 million

Economic Development and Spatial Planning  LED and SMME initiatives – R11,4 million  Repairs and maintenance (Tshwane Fresh produce market) – R12,7 million

Environment and Agriculture Management  Household refuse removal – R616,5 million  Illegal dumping – R94,4 million  Repairs and maintenance of resorts, dumping sites and nature reserves – R61,3 million.

Group Financial Services  Revenue enhancement - debt collection – R120 million  Asset Register verification project – R30 million.  External Audit – R26,8 million  Insurance premiums – R142,8 million  Electricity disconnections – R47,5 million  Covid 19 PPE – R25 million

Group Audit and Risk  Administrative and strategy planning o Internal audit – R11,8 million o Forensic audit – R29,9 million

Group Communication and Marketing  City wide Council functions and events – R7,3 million  City wide advertising and Marketing – R5,6 million

Group Human Capital  Capacity Building, training and development - R5,2 million

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299  Community Development: Education and Training (bursaries) – R5,9 million  Legislated training board fees – R106,6 million

Group Legal and Secretariat Services  Administrative and strategy planning (legal cost) - R52,5 million

Group Property Management  Municipal Properties o operational cost of leased buildings – R69,6 million o Building rentals – R231,2 million o Tshwane house unitary payment – R278 million o Professional services – R14,7 million o Cleaning services – R25,4 million o Cleaning materials – R4,8 million o Repairs and maintenance of buildings – R21,1 million

Health  Personnel and labour (HIV/Aids grant) – R24,4 million  Drug and substance abuse – R35,5 million  Repairs and maintenance of clinics – R11,4 million  Covid 19 part time services – R20,1 million

Human Settlements  Formalisation of informal settlements – R45,5 million  Water tankers (rudimentary services) – R258 million  Sanitation chemical toilets – R37,5 million  Leased buildings – R27 million

Tshwane Metro Police  Uniforms and protective clothing – R14,4 million  Prevention of illegal land invasion – R30,4 million  Postage – R12,4 million

Regional Operations Centre  Repairs and maintenance of infrastructure and community facilities – R664,1 million . Centurion lake (maintenance) – R30,5 million . Sinkholes – R28,5 million  Rental of plant and equipment – R132,1 million

Roads and Transport  A Re Yeng operations – R20,3 million  Repairs and maintenance of buses and transport facilities – R110,8 million  Automated fare collection system – R87,7 million  Project management services (PTNOG grant) – R287,1 million

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300

Shared Services  Asset protection (rental of tracking system) – R26,7 million  Maintenance of non-infrastructure i.e. system software, computer equipment, vehicles, buildings etc.) – R180,9 million  Software licenses – R86,9 million  Leased vehicles – R286,1 million  IT costs (internet fees, SAP support fees, specialised computer services, cyber security and management information systems) – R230,7 million  WiFi – R22,9 million

Energy and Electricity  Electricity Reticulation, power stations, connections – R99,9 million  Eskom connections – R7 million  Bulk purchases Electricity – R11,2 billion

Water and Sanitation  Water Purification Works – R13 million  Wastewater Purification – R71 million  Bulk purchases Water – R3,2 billion  Water tankers (informal settlements) – R27,1 million

Capital budget The level of capital spending is determined within prudential limits taking into account debt to revenue ratio, the capital cost to total expenditure and the ability of the City to meet its obligations. Included in the 2021/22 capital budget are projects that have proven readiness to implement. The capital budget amounts to R3,9 billion for the 2021/22, 2022/23 and 2023/24 respectively. The Capital Budget is funded from the following sources:  Internally generated revenue (including Public Contributions and Donations and Capital Replacement Reserve) – R169,3 million.  Borrowings - R1,5 billion.  Grant funding - R2,3 billion.

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301

Capital Budget per funding source The following table indicates the 2021/22 Medium-term Capital Budget per funding source:

Table 7: Capital Budget per Funding Source

Budget 2021/22 Estimate Estimate Funding Source Description 2022/23 2023/24 Council Funding 14,300,000 28,516,717 19,931,536 Public Transport Infrastructure Systems Grant 379,800,000 376,840,500 369,337,280 Neighbourhood Development Partnership Grant 20,000,000 25,000,000 30,000,000 Urban Settlements Development Grant 1,020,010,290 1,012,788,000 1,057,425,130 Capital Replacement Reserve 5,000,000 5,000,000 5,000,000 Energy Efficiency Demand Side Management 10,000,000 10,000,000 - Community Library Services 12,727,000 12,250,000 12,946,000 Borrowings 1,500,000,000 1,500,000,000 1,500,000,000 Public Contributions & Donations 150,000,000 150,000,000 150,000,000 LG SETA Discretionary Allocation 10,000,000 Informal Settlements Upgrading Partnership Grant 560,301,000 593,685,000 619,851,000 Social Housing Regulatory Authority 274,733,203 252,673,305 121,443,871 TOTAL 3,956,871,493 3,966,753,522 3,885,934,817 The following graph illustrates the above table in terms of the allocations per funding source:

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302 Figure 3: Capital Budget per Funding Source

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303 Capital Budget per department The following table indicates the 2021/22 Medium-term Capital Budget per Department:

Table 8: Capital Budget per Department

Department Budget Estimate Estimate 2021/22 2022/23 2023/24 Office of the City Manager 26 700 000 31 371 000 28 540 000 Enterprise Programme Management Unit (EPMU) 241 000 000 25 000 000 30 000 000 Community and Social Development Services 75 427 000 82 250 000 77 946 000 Sports, Recreation & Infrastructure Development 75 427 000 82 250 000 77 946 000 Social Development Services - - - Community Safety 41 300 000 86 805 000 75 660 000 Emergency Services 19 800 000 36 500 000 22 500 000 Metro Police Services 21 500 000 50 305 000 53 160 000 Customer Relation Management - - 300 000 Economic Development and Spatial Planning 24 851 722 71 000 000 107 100 000 Energy and Electricity 453 086 250 403 754 831 513 994 584 Environment and Agricultural Management 37 000 000 48 000 000 45 050 000 Group Audit and Risk 150 000 150 000 150 000 Group Communication, Marketing & Events 100 000 - - Group Financial Services 40 400 000 93 023 867 93 223 867 Group Property Management 62 100 000 310 100 000 14 780 000 Group Human Capital Management 10 500 000 - - Health Services 62 446 978 18 800 000 5 900 000 Human Settlements 609 179 798 615 610 003 558 754 558 Housing Company Tshwane 466 611 285 428 759 839 327 780 940 Regional Operations and Coordination 19 500 000 2 800 000 2 200 000 Roads and Transport 775 600 954 760 395 036 983 737 280 Roads and Stormwater 391 300 954 370 454 536 595 700 000 Tshwane Bus Services 9 500 000 19 100 000 28 700 000 Transport Development - 5 000 000 10 000 000 Airport Services 3 000 000 - - Integrated Rapid Public Transport Network (IRPTN) 371 800 000 365 840 500 349 337 280 Shared Services 297 017 506 337 933 946 466 253 946 Shared Services 100 000 000 100 000 000 210 000 000 ICT, Applications & Infrastructure 197 017 506 237 933 946 256 253 946 Water and Sanitation 713 900 000 651 000 000 554 563 642 TOTAL CAPITAL BUDGET 3 956 871 493 3 966 753 522 3 885 934 817

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304 The following graph illustrates the above table in terms of allocations per department: Figure 4: Capital Budget per Department

The following table indicates the 2021/22 Medium-term Capital Budget per Asset Classification:

Table 9: 2021/22 Medium-term capital budget per asset classification

Asset Classifications Budget Estimate Estimate 2021/22 2022/23 2023/24 New 2 445 823 928 1 952 926 391 1 871 361 248 Renewal 780 016 611 1 067 299 007 1 155 336 608 Upgrading 731 030 954 946 528 123 859 236 961 TOTAL CAPEX BUDGET 3 956 871 493 3 966 753 521 3 885 934 817

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305 The detail capital budget indicating all projects per department is contained in Chapter 7 of this document. Some of the main projects and key focus areas of the budget and IDP to be addressed in 2021/22 financial year include amongst others: Office of the City Manager  Asset Protection Unit: Policing Equipment – R12,7 million  Asset Protection Unit: Specialised Vehicles – R14 million

Enterprise Programme Management Unit (EPMU)  Tsosoloso Programme (upgrading of roads in Saulsville) – R20 million  Tshwane Automotive SEZ Phase 1 Bulk Infrastructure Roll out – R171 million  City Wide Micro Ward Upgrades programme – R50 million

Community and Social Development  Upgrading of Refilwe Stadium – R27,7 million  Upgrading of Caledonian Stadium – R35 million

Community Safety  Urban Regeneration of Wonderboom Emergency Service Station – R7 million  Emergency services tools and equipment – R7 million  Purchase of Cameras (fixed and mobile cameras) – R20,5 million

Economic Development and Spatial Planning  Upgrading and extension of market facilities – R15,7 million  Lalela monument – R5 million Environment and Agriculture Management

 Provision of waste containers – R15 million  Construction of internal roads at Centurion cemetery – R10 million

Group Financial Services  Turnaround: reduction of water losses – R14,9 million  Insurance replacement (moveable and immoveable assets) – R25 million

Group Property Management  Tshwane House (e-PMU offices) – R10 million  Replacement/modernisation of elevators in cot buildings – R10,1 million  Acquisition of Midtown building – R42 million

Health  New Lusaka clinic – R43 million  Medical Equipment – R10 million  Guard house and NHI Equipment compliance – R7,6 million

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306

Human Settlements  Project Linked Housing Water Provision – R159,8 million  Sewerage Low-Cost Housing – R179,9 million  Roads and Storm Water Low-Cost Housing – R230,5 million  Redevelopment of hostels (Saulsville) – R9 million  Redevelopment of hostels (Mamelodi) – R20 million  Acquisition of Land – R10 million

Housing Company Tshwane  Timberlands construction of 607 social housing units – R160,7 million  Townlands detail design and internal reticulation – R174,5 million  Chantelle detail design and bulk infrastructure – R126,9 million

Regional Operations and Coordination  Bon Accord Quarry – R17 million

Shared Services  Purchase of Vehicles – R100 million  Disaster Recovery System Storage – R10 million  Computer Equipment Deployment – R19,7 million  Installation of Storage area Network – R15 million  Upgrade of IT networks – R14 million  SAP4 Hana (mSCOA) – R120 million

Water and Sanitation  Water Conservation and Demand Management – R85 million  Bronkhorstbaai: Refurbishment and upgrade of Water Purification Plant – R75 million  Refurbishment of Water Networks and Backlog Eradication – R132 million  Replacement, Upgrade, Construct Wastewater Treatment Works Facilities – R220,6 million  Replacement of worn-out network pipes – R95 million

Energy and Electricity  Electricity for All – R121,7 million  Tshwane public lighting programme – R57 million  Prepaid electricity meters – R55 million  Replacement of Obsolete of meter (Electricity Distribution Loss) – R50 million  New Connection – R17 million  Strengthening Overhead Network 11kv – R20 million

Roads and Transport:  BRT Transport Infrastructure – R371,8 million  Internal Roads: northern Areas – R44,5 million

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307  Flooding backlogs: Networks and Drainage canals – R147 million  Upgrading of Mabopane roads – R33,8 million  Stormwater Drainage Mahube Valley – R10 million  Upgrading of Road from gravel to tar in Ekangala (Ward 102, 103, 104 and 105) – R53 million  Upgrading of Sibande street in Mamelodi – R15 million Municipal Entities’ budgets In terms of Section 17(3)(g) of the MFMA, when an annual budget is tabled in terms of Section 16(2), it must be accompanied by any prescribed budget information on municipal entities under the sole or shared control of the municipality. The format in which the municipal entities’ budget information should be compiled and included in the annual budget is prescribed by National Treasury circulars and regulations. The subsidy to HCT (Housing Company Tshwane) for the 2021/22 financial year amounts to R34,8 million. The subsidy to TEDA (Tshwane Economic Development Agency) for the 2021/22 financial year amounts to R62,9 million.

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308 Table 10: Entities summary: Statement of Financial Performance

Medium Term Revenue and Expenditure Description Adjusted Framework Budget Budget Year Budget Year +1 Budget Year +2 R thousands 2020/21 2021/22 2022/23 2023/24 Revenue by Source Property rates Service charges - electricity revenue Service charges - water revenue Service charges - sanitation revenue Service charges - refuse revenue Rental of facilities and equipment 42,393 48,414 88,816 112,863 Interest earned - external investments 791 1,103 1,254 1,328 Interest earned - outstanding debtors 133 409 120 126 Dividends received Fines, penalties and forfeits Licences and permits Agency services Transfers and subsidies 103,326 97,710 102,009 106,599 Other revenue 882 992 1,076 813 Gains Total Revenue (excluding capital transfers and contributions) 147,525 148,627 193,275 221,729

Expenditure By Type Employee related costs 88,617 102,604 109,026 112,918 Remuneration of councillors 5,577 5,822 6,192 6,445 Debt impairment Depreciation & asset impairment 3,088 2,652 3,291 3,417 Finance charges Bulk purchases - electricity Inventory consumed 3,721 1,367 8,462 8,877 Contracted services 36,074 17,181 44,046 59,538 Transfers and subsidies Other expenditure 23,571 18,459 21,695 29,956 Losses 35 46 47 48 Total Expenditure 160,682 148,130 192,760 221,199

Surplus/(Deficit) (13,157) 498 515 529 Transfers and subsidies - capital (monetary allocations) (National / Provincial and District) Transfers and subsidies - capital (monetary allocations) (National / 87,294 462,211 370,586 311,466 Provincial Departmental Agencies, Households, Non-profit Institutions, Private Enterprises, Public Corporatons, Higher Educational Institutions) Transfers and subsidies - capital (in-kind - all) Surplus/(Deficit) after capital transfers & contributions 74,137 462,709 371,101 311,995 Taxation 898 498 515 529 Surplus/ (Deficit) for the year 73,239 462,211 370,586 311,466 Conclusion Although the City in its entirety faces many challenges, financial and non-financial of nature, the continued improvement and development of an effective financial planning process (budget process) will without a doubt add to the building of a prosperous City for all residents.

The detail information on the Financial Plan is contained under separate item – 2021/22 – 2023/24 MTREF which is available on the City of Tshwane’s website www.tshwane.gov.za

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