CHAPTER 4: IMPLEMENTATION OF CoT FIVE YEAR ......Cleaning up Municipal Properties in Hatfield, i.e. Blue Gum Forest in Richard Street, used by vagrants and criminals. 3 66 IDP20040411135127

Chapter 4: Implementation of CoT Five Year Programme

Tshwane IDP 2006 – 2011 First Revision 173

CHAPTER 4: IMPLEMENTATION OF CoT FIVE YEAR PROGRAMME

4.1 INTRODUCTION

At the core of local government is the delivery of an array of services to its constituency.

The service delivery needs are enormous and the resources available to address them are

limited.

The delivery needs to be done responsibly, with foresight, with resources optimised, and

ultimately the success thereof measured in order to enable continuous improvement.

Dedicated planning in a localized (departmental) programme management planning fashion

where all relevant internal information (process, product and resources) is available,

together with the external information required to align with governmental and community

needs, is required to achieve the goals of delivery.

The Departmental Business Planning Process of the Municipality is at the lowest

(grassroots) level of strategic planning, though also driven operationally in regard direct

service delivery to the public by the said departments, through their functional

responsibilities, structure, knowledge and available resources.

This chapter reflects the departmental business plans of the CoT. The business plans were

adjusted to a limited extent in order to fit appropriately into the format of this document.



4.2 CORPORATE AND SHARED SERVICES

4.2.1 INTRODUCTION AND BACKGROUND

The TIDP (Tshwane Integrated Development Plan) 2006–2011 was approved by Council

subject to it being revised to align with the City of Tshwane (CoT) 5YP.

The TIDP Process Plan was devised to assist Departments with relevant inputs to the

business planning process, and also to integrate the MFMA requirements for budget

preparation, business planning, and IDP compilation processes.

Departments were requested to develop and refine sectoral plans, and work to align

project identification and prioritization, with the CoT 5YP. The first revised TIDP, which is

scheduled to be completed by end March 2007, must incorporate the detailed

Departmental strategies, programmes and prioritized projects which emanate from the

Departmental Business Plans. The business planning process is therefore, amongst others,

guided by the CoT 5YP, community needs submissions, National and Provincial directives.

The Departmental Business Plans will be the core component of the TIDP as this is where

local community needs, city wide strategic objectives and provincial and National policy

directives are being integrated and aligned, translated into projects, and submitted into the

financial planning processes of Council.

It is thus of critical importance to the TIDP process that the Departmental Business Plans

are compiled in line with these directives, and that the capital projects which result from

the Business Plans be aligned with the community issues and needs as identified, as well as

the Strategic Objectives stated in the CoT 5YP.

This Departmental Business Plan has taken the following into consideration:

• National Vision 2014;

• Accelerated and shared Growth Initiative (ASGISA);

• National Spatial Development perspective (NDSP);

• Gauteng Growth and Development Strategy (GDS); and

• Gauteng Spatial Development Perspective (GSDP).



Furthermore, this Departmental Business Plan comprises the following components as a

minimum requirement with regard to the TIDP first revision:

• Priority Needs: which reflect (in summary format) community needs applicable to

the Department as obtained from the TIDP Community Needs Register.

• Departmental 5 Year Business Plan: which highlights the Strategic Objectives,

Key Performance Areas and Departmental Targets from the 5YP which are relevant to

the Department.

• Departmental Objectives: which state what the Department intends to achieve

in terms of its Business Plan.

• Departmental Strategy: which highlights how the department intends achieving

all its objectives and how this will satisfy the needs of the community and the

requirements of the 5YP.

• Prioritised Departmental Projects: which result from the objectives and the

strategy, and which are costed and phased according to an implementation schedule.

These projects should be consistent with the community needs and the CoT 5YP.

4.2.2 COMMUNITY NEEDS

Community Needs Register

The Community Needs Register that reflects the needs submitted up to September 2006

has been analyzed according to the needs categories applicable to the functions performed

in Corporate Services.

A total of fifteen community needs have been registered, of which only 6 can be executed

by the Maintenance Services Section of Corporate Services. However, funds are not

available for the execution of these projects. The projects have nevertheless been

prioritised, should money be availed for their execution.



Priority Ward No Reference No Needs

1 54 IDP200404011351564 Some houses that belong to municipality in critical condition - to be demolished.

2 56 IDP200404021351619 Cleaning up Municipal Properties in Hatfield, i.e. Blue Gum Forest in Richard Street, used by vagrants and criminals.

3 66 IDP20040411135127 Fencing off of all Council owned property. 4 66 IDP20040411135121 Council property maintenance.

5 66 IDP20040411135140 Restricted access signs on all Council property other than public places.

6 13 IDP200610031955449 The community and wards committee need a loud haling system for the ward.

Property Maintenance responds to orders from Departments city wide with regard to any

maintenance requirements. The tariffs, travel allowances and labour costs applicable will

be deducted on a secondary level and therefore a job order needs to be created before

Property Maintenance can respond. The Property Maintenance sub-section functions on a

secondary cost level.

The issue of the lack of funds for proper maintenance has been previously highlighted and

it is still being highlighted as a critical aspect in order to address the community’s needs.

Unfortunately up to date maintenance has not been seen as a priority and funding has

been inadequate.

4.2.3 FIVE YEAR PROGRAMME OF THE CITY OF TSHWANE

The Five Year Programme of the City of Tshwane focuses the business and direction of the

City and guides all Departmental Business Plans. It reflects the five strategic objectives of

the Council, Key Performance Areas, Key Performance Indicators and Targets, and gives

guidance to Departmental indicators and targets. The plan is aimed at implementing the

first five years of the Development Strategy that had been approved for the next 20 years.

The Corporate Services Department is a support department that renders support to other

departments in order for them to achieve their objectives. In this regard Strategic Objective

5 is the most applicable, namely: “To ensure good governance financial viability and

optimal institutional transformation with capacity to execute mandate”. Key Performance

Areas that are linked with Corporate Services are:



5.1 Good governance;

5.2 Sustainability management;

5.3 Prudent financial management (linked to KPA 5.2);

5.5 Performance monitoring and evaluation (linked to KPA 5.11);

5.8 Sound human resource management;

5.9 E-governance (A strategic initiative linked to KPA 5.1);

5.12 Review and align the organizational structure to the strategic objectives (a

strategic initiative linked to KPA 5.8 and 5.14);

5.13 Promote a new organizational culture (a strategic initiative linked to KPA 5.1);

and

5.15 Skills audit: recruitment, retention and succession planning (a strategic city

initiative which forms part of KPA 5.8).

4.2.4 LINKS TO NATIONAL AND PROVINCIAL REQUIREMENTS

National/Provincial Initiative

Corporate Services Department Business Plan Link

ASGISA • e-governance • Skills Development • Development of youth and women

NATIONAL REQUIREMENTS

• Employment Equity • WSP Implementation

NATIONAL SPATIAL DEVELOPMENT PERSPECTIVE

• No direct link

GAUTENG GROWTH AND DEVELOPMENT STRATEGY

• Human Capital development aligned to City Economic Growth and Development needs

The City of Tshwane through Memoranda of understanding entered

into with Academic Institutions and SAMDI to implement Human Capital Development programmes to ensure that skills required to sustain and grow the economy are in place

• Expanded Public Works Program Through learnership programmes there is a clear contribution by the

City of Tshwane towards skills development and opportunity to increase enterprise development and job opportunities.

• Mainstreaming Of Transversal Issues Youth, Women and Disabilities Employment Equity targets and bursary allocation seek to ensure that

more women and youth are encouraged to further their studies through the Executive Mayor’s Matric Bursary allocation, non-employee bursary allocation and computer training and experiential learning per department.



4.2.5 DEPARTMENTAL VISION AND MISSION

Vision

The Department’s vision is “to be a World Class Corporate and Shared Services provider in

support of the CoT’s Vision and Corporate Objectives.”

Mission

The Department’s mission is “service excellence in the provision of Corporate Support

Services, in support of effective and efficient local government.”

4.2.6 THEMES UNDERPINNING THE DEPARTMENT’S BUSINESS PLAN

• Proactively responding to institutional enablement, capacity development &

transformation;

• Reforming our services;

• Prioritizing support for addressing service delivery backlogs and health & safety

standards;

• Focus on innovative products/solutions to enable economic growth & development,

social development, e-governance, deepening of democracy etc

• People strategies aligned to organization development;

• Investing in our people;

• Batho Pele focus;

• Diversity & Employment Equity; and

• Broad-Based Black Economic Empowerment.

As an enabler to the institutional transformation, the Department will also provide support

with respect to the ASD institutional change initiative. In this process, all relevant

stakeholders will be engaged.

New initiatives identified include e-enablement which will also focus on external clients and

care will be taken to meet client requirements in terms of ICT.



4.2.7 STAKEHOLDERS

Internal: Stakeholders include the Executive Mayor, Mayoral Committee, Councillors

and the Administration (all Departments).

External: Service providers, potential employees, government departments, provincial

government, SALGBC, trade unions, SALGA

4.2.8 INSTITUTIONAL ARRANGEMENTS

Service Level Agreements (SLA’s) to serve as Corporate Services Department’s mechanism

supporting other Departments – a process of developing and formalising SLA’s started

during the FY 2006/07.

4.2.9 DEPARTMENTAL STRATEGIC OBJECTIVES, KPI’s AND TARGETS

BSC City Strategic Objective Departmental Target Departmental

Indicators (KPI) 2007/08 Annual

Targets

To accelerate higher and shared economic growth and development

2.5.1 By 2010 80% of total vendors used by the municipality is local.

Percentage of local vendors used by the department

65% (80% by year 4)


2.6.1 Achieve 90% alignment between availability of skills and the city economy per sector

% decrease in skills deficit ratio vis-à-vis city economy per sector

90% alignment by year 5 (Economic Development to lead)

To fight poverty, build clean, healthy, safe and sustainable communities

3.1.2 Implement at least 1 community skills development initiative per community per annum

Nr of essential skills development initiatives implemented in communities in partnership with key role-players such as the SETA’s, and in line with sector skills plans.

2

To ensure good governance, financial viability and optimal institutional transformation with capacity to execute its mandate

5.1.1 Senior Management performs all key functions necessary to run the COT

Number of senior managers that directly perform the list of key management functions as determined by the EM (including business planning, performance management, risk management and financial management)

Departmental Business Plan and Divisional Plans implemented


5.1.2 The COT complies with all relevant legislation, and where it cannot comply obtains permission from the relevant authority.

% compliance to all relevant legislation, policies and procedures

100%





Targets


5.1.3 COT achieves unqualified audits

Number of Qualifications to the annual audit report

No qualifications for 2006/07


5.2.3 Efficiencies in fleet management are to be optimized by 2010

Degree of efficiency of fleet management

84%


5.2.4 All council buildings are compliant to the OCHSA and COT building regulations by 2011 (i.e. all buildings under the jurisdiction of Administration Services Division)

Degree of compliance of Council buildings to the requirements of the Occupational Health and Safety Act and to COT building regulations

94%


5.2.5 The COT billing system reflects the entire tax base of COT including new RDP developments (Corporate and Shared Services is an enabler)

Number of rates payers of the COT captured on the billing system as a proportion of the total COT tax base

100% integration of SAP billing system (Finance to lead and IMD to provide IT systems support)


5.2.8 All revenue generation targets are realized by departments that generate revenue

% of planned revenue targets realised

92%

% capital budget spent to achieve planned and approved outcomes

98% To ensure good governance, financial viability and optimal institutional transformation with capacity to execute its mandate

5.3.1 Spend the budget in line with the restructuring grant conditions –

% operational budget spent to achieve set outcomes

95%


5.3.2 Reduce remuneration as a % of the total operating budget in line with the restructuring grant conditions

Remuneration as a % of the total operating budget

30%


5.7.3 Reduce controllable insurance claims by 2% per annum

% decrease in insurance claims due to controllable events

2%


5.8.1 100% implementation of HR transformation plan by 2009

%implementation of HR transformation plan in line with legislation and best practice

60%

To ensure good governance, financial viability and optimal

5.8.2 50% decrease in Grievances by 2011

% decrease in grievances

20% decrease in Grievances (50% by year 5)





Targets

institutional transformation with capacity to execute its mandate

Design Interventions to assist org. to manage grievances

Monitor & Report Annual Report


5.9.1 Implement at least 10 IT related initiatives that take government closer to the people by 2011

Nr of IT related initiatives implemented that take government closer to the people

3


5.9.2 SAP system to ensure support for integrated planning, budgeting, delivery and performance management (Finance to lead)

Degree of integration of the SAP system

Integration of planning and budgeting aspects into the system


5.9.3 All operational ICT support is provided in line with service level agreements

Timeframe for provision of internal support/maintenance to departments

As per service level agreements


5.9.4 The Infrastructure services framework should be fully aligned to the COT service delivery targets by end 06/07 and fully implemented by end 07/08 financial year.

Timeframe for alignment and implementation of the infrastructure services framework

Implementation of ICT strategy


5.11.1 60% of employees trained on CRM by 2011

% of COT employees trained on customer relations management

No target for year 2 (Customer Care to develop Customer relations Management strategy/blueprint)


5.12.2 The new structure should be fully implemented within 1 financial year

Timeframe for the implementation of new organisational structure

Begin implementation (100% implementation by year 2)


5.14.2 Cascade the performance management system to all levels of the organisation by 2010

Levels to which the individual performance management system is cascaded

6


5.14.3 Individual and organisation performance monitoring must be fully integrated and supported by IT systems by 2009

Degree of systems integration between organisational performance monitoring and individual performance monitoring

Implementation of IT system for organization performance monitoring and individual performance


5.15.1 An average of 20 learners per department complete learnership programmes with the relevant SETA’s by 2011

Nr of learners completing learnership programmes with the relevant SETA’s

100





Targets


5.15.2 RPL at least 1000 employees in the COT

Nr of employees that have been taken through the RPL process (Subject to SETA accreditation)

200 pa


5.16.1 Achieve 90% representation of designated groups in the institution by 2011

% representation of the designated groups according to departmental Employment Equity Plans

70%


5.17.1 Improve organisational skills capacity by at least 5% per annum

% improvement in organisational skills capacity per annum

5% pa

4.2.10 RESOURCE PLAN (FINANCES)

Capex

Strategic Unit/Division Project Name Project

Number Budget 2007/08

Administrative Services Vehicles (To Be Addressed By Council Report) 710869 R5,000,000 Administrative Services HB Phillips Elevators Replacement 712581 R1,400,000 Information Management Upgrade Of It Infrastructure 710200 R5,000,000 Information Management One Integrated Transaction Processing System 710213 R30,000,000 Information Management Computer Equipment Deployment 710268 3,000,000 Information Management Integration Telecommunication Equipment 710341 R5,000,000 Information Management E–initiative supporting Smart City 712554 R 6,000,000 Information Management Implementation Of Storage Area Network 710344 R10,000,000 Information Management General Equipment: AFR 712446 R1,000,000 Corporate Services Total R66,400,000

Opex (to be adjusted)

Detail Tot Plan 2007 * Debtors Revenue 23,368,685.00- * Direct Income 31,239,746.00- ** Revenue 54,608,431.00- * Remuneration 239,103,909 * Admin Expenditure 127,379,042.00 * General Expenditure 148,605,123.00 * Municipal Rates & Services 21,127,488.00 * Raw & Consumption Materials 11,171,790.00 * Repairs & Maintenance 60,570,991.00 * Capital Charges 105,972,000.00 * Contributions 358,000.00 ** Expenditure 714,288,343.00 *** Total 659,679,912.00



Project List: Customer Care

2007/08 MEDIUM-TERM CAPITAL BUDGET SUBMISSION

FIVE YEAR STRATEGIC

BUSINESS PLAN ALIGNMENT

PROJECT STATUS

Strategic Objective/s

Served (Indicate"x"

where applicable)

Dept/Div/Sect

Departmental Priority of Project for 2007/2008 Financial

Year

Project Name

Project Number Ward/s Fund

Type CAPEX Budget 2007/08 (YEAR 1)

CAPEX Budget 2008/09 (YEAR

2)


3)

3 Year Total

CAPITAL BUDGET (07/08 - 09/10)

1 2 3 4 5

Contract Bound

(Y or N) Ongoing

TOTAL PROJECT CAPITAL BUDGET TO END 06/07

(all years to end 06/07)

TOTAL PROJECT CAPITAL

BUDGET TO COMPLETION

(all years from start to

finish)

New or Renewal

Customer Care 1

Call Centre: North

712484 COT 1 5,000,000 0 0 5,000,000 x N Y 5,000,000 New

Total 5,000,000 0 0 5,000,000 0 5,000,000



4.3 FINANCE


This document comprises the five year business plan of the Financial Services Department.

The business plan serves to demonstrate the department's contribution towards the

achievement of the City's 5 year strategic plan and programme of action, and also

ultimately toward the achievement of the City's Mission and Vision.

The Financial Services Department’s main aim is to manage the corporate financial affairs

of the Municipality and to ensure that financial resources are generated and utilised

optimally. It provides the municipal departments with financial services and performs a

strategic financial management function in the organisation. Its responsibility includes

drawing up the municipal budget and implementing and maintaining a control system to

ensure accurate information about the Municipality’s financial position. The department

comprises of the following divisions/sections:

Division Section

Budget Office

• Financial Planning • Financial Reports, Management Information &

Internal Control • Budgeting

Treasury Office • Insurance & Risk Management • Expenditure Management • Accounting Services

Supply Chain Management

• Acquisition & Demand Management • Disposal Management • Logistics Management • Supply Chain Performance Management

Revenue Management • Metering & Invoicing Services • Debt Collection & Credit Control • Property Financial Systems Management

4.3.2 KEY ENVIRONMENTAL ISSUES

The following pieces of legislation and policies form the basis for the development of this

five year plan.



Legislation

• The constitution of the Republic of South Africa 1996;

• The Municipal Systems Act (MSA) 32 of 2000; and

• The Municipal Finance Management Act 56 of 2003.

Policies

• Adjustments Budget Policy Framework;

• Credit Control Policy;

• Debt Collection Policy;

• Indigent Policy;

• Fund Transfer Policy;

• Property Rates Policy and By-Laws;

• Supply Chain Management Policy;

• Accounting Policy; and

• Insurance and Risk Management Policy.

Long term Financial Strategy

The COT is part of a continuous developmental process striving for excellence. The Council

needs to appreciate the challenges it faces and to develop strategies and programs to deal

with such challenges. These incorporate the 5 Year Strategic Plan (5YSP), the City

development strategy, restructuring grant conditions agreed to with National Treasury and

other performance/ productivity targets. All of which have been incorporated in the

assumptions of the model detailed in the Long Term Financial Strategy (LTFS).

Financial planning and financial policies are terms that are used extensively in the MFMA

and City of Tshwane Metropolitan Municipality financial management reform program. It is

important to understand what each term means, their relationship and any differences

between them.



What do we mean by financial policies? Financial policies are defined as:

The principles and goals that guide the financial management of a local government.

Policies influence financial decision making. They lead to the development of strategies to

achieve goals. And they provide standards for evaluating and monitoring the performance

of a local government financial management system.’

The MFMA requires from municipalities to move away from short term planning to long

term planning. The long term financial strategy for the City of Tshwane Metropolitan

Municipality complies with the following principles:

• Financial viability;

• Financial sustainability;

• Best value for money; and

• Adherence to National economic requirements.

Financial planning is a process in which co-ordinated comprehensive strategies are

developed and implemented to achieve a local government’s financial goals and policies.

These strategies are developed in response to projections of a picture of the future over

various time frames. Local governments assess the probability of those future projections

coming true and prepare a response (a financial plan) to mitigate adverse financial

consequences. The COT’s aim is to select the set of strategies, goals and policies that are

best aligned to the community’s appetite for risk. Financial Planning enables the COT to

move from a submissive, reactive financial management mode to a proactive target setting

approach. Long term financial planning recognises the effect that long lived assets have on

financial sustainability.

The adoption of a long-term financial strategy was based on various factors and financial

variables which ultimately influence the budget to be adopted by Council. The following

are the major factors that have to be taken into consideration, and which will primarily

determine the financial approach:



The benefits of a long term financial strategy are as follows:

• Link policy with specific financial plans to achieve a municipal council’s long range

goals;

• Develop a picture of the financial future and create more time to respond to

adverse events;

• Understand the impact alternative levels of risk; e.g. greater levels of borrowing,

have on future financial viability;

• Establishes a connection with economic and demographic predictions to understand

the impact on the city; e.g. economic growth, unemployment, household formation,

interest rates, inflation;

• Allows sensitivity analysis to be undertaken to understand specific strategic shifts or

economic consequences; that

o Prov the policy development and budget preparation process;

o Evaluates alternative financial plans;

o Aid decision making; e.g. the impact of alternative service delivery;

o Support lobbying the national legislature;

o Support borrowing and credit evaluation; and

o Promote open government and disclosure of public information.

Diagram 4.1: Long Term Financial Strategy



City Development Strategy (CDS)

The Strategic Focus areas of the CDS correspond strongly with the National 2014 Vision,

the National Spatial Development Perspective and the Gauteng Growth and Development

Strategy.

The entry point to the CDS is to use the under developed northern areas of the city as

entry point. These areas are still dependant on the Inner City for the majority of their

needs. The distance and inaccessible location of poor neighbourhoods highlights their

dislocation and marginalisation since they have the lowest provision of social facilities, the

longest travelling times and the highest population density. These are also the areas that

are growing at the fastest rate (population growth). They are separated from the City

Centre by large expanses of land and two mountain ranges acting as buffers, thus also

causing challenges with regard to mobility and accessibility, especially for the poor. The

projects formulated will mainly benefit the impoverished and disadvantaged communities

residing in the remote north-western areas, as indicated on the "Sustainable Settlement

Map".



Map 4.1: Sustainable Settlement



National 2014 Vision

The vision is to build a society that is truly united, non-racial, non-sexist and democratic.

Central to this is a single and integrated economy that benefits all. Vision 2014 translates

into practical steps with the following specific implication for the City of Tshwane:

• Compassionate, efficient and accessible service to the people.

National Spatial Development Perspective

Government is committed to economic growth, employment creation, sustainable service

delivery, poverty alleviation programmes and the eradication of historic inequalities. In

order to ensure that infrastructure investment and development programmes are

channelled towards these objectives, the National Spatial Development Perspective (NSDP)

was formulated. The principles enshrined in the NSDP are thus of great importance to

Local Government Investment, through the IDP and capital expenditure. The following Key

Principal was taken into consideration during Project Formulation: Government spending

on fixed investment, beyond the constitutional obligation to provide basic services to

citizens, should be focused on localities of economic growth and/or economic potential in

order to attract private sector investment, stimulate sustainable economic activity and/or

create long-term employment opportunities.

Tshwane Growth and Development Strategy

The rationale for and importance of developing a “Growth and Development Strategy” for

the City of Tshwane is rooted in a broad and defining national goal of “growing the

economy so as to deal with developmental challenges confronting the country and region.”

A Key Strategic Lever of the strategy is:

• Using infrastructure as a lever for sustainable development and growth for the City:

focus towards the North.

A concerted endeavour will also be made to link the projects to the Gauteng Growth and

Development Strategy which aims at establishing Multi-Purpose Community Centres

(MPCC’s).



Community Needs

Pay points in wards that are located within the Northern and more impoverished regions is

the most prevalent need applicable to the Finance Department.

Key Stakeholders

STAKEHOLDER INFORMATION

No Stakeholders Requirements of Stakeholders Method of Engagement Time Frames

External Stakeholders 1 National Treasury Legislation/Regulations/Guidelin

es/Circulars, etc. with regards to MFMA, Financial Management Reforms, Financial Management Intern Program, Grant funding (RG & FMG), In-year reporting, GFS-classification, Budget guidelines, GAMAP/GRAP guidelines, etc.

Meetings on request / when required. Workshops for Pilot Municipalities as scheduled. Correspondence and telephonic communications. Electronic communications (E-mail). Submission of NT-formation reports ((In-year reporting). DoRA reporting (electronic and correspondence).

Continuous, as well as monthly, quarterly, mid-year and annually.

2 National Housing Department

Exchange of financial information. Correspondence regarding Housing Funds.

Correspondence and completion of surveys and questionnaires as and when required.

On request when required -at least annually.

3 National Electricity Regulator (NER)

Approval of Tariffs, Grant Funds and Exchange of Financial Information.

Annual submission/approval of tariffs in collaboration with Electricity Department. Correspondence on Grants allocations. Completion of Surveys/Questionnaires and correspondence.


4 National Department of Sport

FIFA Soccer 2010 Bid Planning, Budgeting and Project allocations.

Meetings, Workshops, Electronic communications (E-mail) and Correspondence.

As per request from MM, COO or CFO.

5 Department of Mineral and Energy (DME)

Grants and Subsidies allocations. Exchange of Financial Information.

DoRA - allocations reporting and follow-up correspondence with regard to transfers and allocations. Electronic communications (E-mail) and telephonic communications. Completion of surveys and questionnaires.

On request when required -at least mid-year and annually.

6 Department of Water Affairs and Forestry (DWAF)

Grants and Subsidies allocations Exchange of Financial Information.

DoRA - allocations reporting and follow-up correspondence with regard to transfers and allocations. Electronic communications (E-mail) and telephonic communications. Completion of surveys and questionnaires.

On request when required -at least mid-year and annually.

7 Statistics South Africa

Exchange of Financial Information and Statistics

Correspondence, Electronic and telephonic communications. Completion of surveys and questionnaires.

Annually and ad-hoc when required.

8 Auditor General (AG)

External Audit reports and information enquiries. Provision of Budget and Financial Information.

Correspondence, Electronic and telephonic communications. Completion of audit reports, management letter and supply of information.






9 S A Reserve Bank Quarterly Bulletin and other Economic indicators and information. Monthly/Quarterly/Annual External Loan Questionnaires

Correspondence, Electronic (E-mail and Website) and telephonic communications.

Ad-hoc when required. Monthly/Quarterly/Annually

10 Development Bank of South Africa (DBSA)

FIFA Soccer 2010 Bid Planning, Budgeting and Project allocations.

Meetings, Workshops, Electronic communications (E-mail) and Correspondence.

As per request from MM, COO or CFO.

11 Department of Local Government (DLG)

Legislation/Regulations/Guidelines/Circulars, etc. with regards to MFMA, Financial Management Reforms, In-year Reporting (SDBIP - Performance Progress and Budgets), Budget guidelines, GAMAP/GRAP guidelines.

Correspondence, E-mail and Web-site, telephonic communications, Submissions of documents and reports, as well as completion of questionnaires/surveys on request.

Ad-hoc on request, quarterly, mid-year and annually.

12 Provincial Treasury Legislation/Regulations/Guidelines/Circulars, etc. with regards to MFMA, Financial Management Reforms, In-year Reporting (SDBIP - Performance Progress and Budgets), Budget guidelines, GAMAP/GRAP guidelines.

Correspondence, E-mail and Web-site, telephonic communications, Submissions of documents and reports, as well as completion of questionnaires/surveys on request.

Ad-hoc on request, quarterly, mid-year and annually.

13 Gauteng Department of Housing

Exchange of financial information. Correspondence regarding Housing Funds.

Correspondence and completion of surveys and questionnaires as and when required.


14 Gauteng Department of Health

Confirmation of Grants and Subsidies. Exchange of financial information.

Correspondence, Telephonic and Electronic (E-mail) communication.


15 Gauteng Department of Safety and Security

Confirmation of Grants and Subsidies. Exchange of financial information.

Correspondence, Telephonic and Electronic (E-mail) communication.


16 Audit firms appointed by Auditor General

External Audit reports and information enquiries. Provision of Budget and Financial Information.



17 Audit firms appointed as Internal Auditors

Internal Audit reports and information enquiries. Provision of Budget and Financial Information.



18 Financial Institutions Exchange of Financial Information.

Correspondence with regards Budgets, Financial Information, Housing Guarantees


Public Consultations Process with:

- Councillors

19

- Ward Committees

Communication with regard to Budget and IDP in terms of Legislative requirements.

Budget Conferences, Presentations, Information sessions and correspondence.






- Public (Residents) - Business Community via Chambers of Business

20 SARS Compliance to legislation Workshops, seminars, meetings, electronic media

Monthly

21 Alexander Forbes Group (PTY) Ltd

Insurance Broker Workshops, seminars, meetings, electronic media

Daily

22 Compensation Commissioner

Injury on duty claims Workshops, seminars, meetings, electronic media

Daily

23 Medical Practitioners & Hospitals

Injury on duty Correspondence, telephonic, e-mail Daily

24 Education Institutions

Exchange of Financial Information and Skills Development transfer to HDI students.

Correspondence, Electronic communications and provision of documentation and additional information on request.


Internal Stakeholders 1 All

Departments/Strategic Units within COT

Budget planning, monitoring and processing, budget information, performance reporting, financial advice, comments and exchange of information payroll inputs

Meetings, e-mail, presentation of budget process, budget documentation, SDBIP and reports.


4.3.3 DEPARTMENTAL MISSION AND VISION

Vision

“To be recognized and respected as the most financially sound municipality”

Mission

To ensure financial sustainability and development for the City. We will achieve this

through:

• Good Governance;

• Prudent Financial Management;

• Commitment to the attainment of international norms and standards;

• The development of staff; and

• Community Involvement.




BSC City Strategic Objective

Departmental Target

Departmental Indicators (KPI)

2007/08 Annual Targets

IBP To accelerate higher and shared economic growth and development



80%

Customer Foster participatory democracy and Batho Pele principles through a caring, accessible and accountable service

4.5.1 improvement in customer satisfaction rating

% Improvement in customer satisfaction rating

70% by year 5

Customer Foster participatory democracy and Batho Pele principles through a caring, accessible and accountable service

4.51 Compliance to Batho Pele norms and standards

Degree of compliance to Batho Pele norms and standards

norms & standards still to be set by Customer Care

IBP To ensure good governance, financial viability and optimal institutional transformation with capacity to execute its mandate

5.1.2 Compile a annual medium term budget as per MFMA time schedule

Submit the Adjustments Budget to Council for approval by 28 February 2008 Submit the Draft MTREF to the Mayor for tabling at Council by 31 March 2008 Submit the Final MTREF to the Mayor for tabling at Council by 31 May 2008 Approved Budget Document with Appendix A,B & C to be submitted to Provincial & National Treasuries by 13 June 2008

As per MFMA & NT requirements


5.1.2 Compliance of asset register to Financial Regulations (GAMAP 17)

% compliance to relevant legislation (GAMAP 17)

Maintain 100% purification


5.1.3 Ensure that the COT achieves an unqualified audit report

Nr of qualifications to the annual report applicable to the Finance Dept.

None


5.1.3 Compile annual financial statements

Financial statements completed by 31 August of each year, in compliance with legal framework Consolidated Financial Statements to be completed by 30 September

Financial statements completed by 31 August of each year, in compliance with legal framework Consolidated Financial Statements to be completed by 30 September




Departmental Target




5.2.11 Increase Meter reading

% of meters read

2% increase per annum


5.2.5 Billing system reflects entire tax base of the COT, including new RDP developments

nr of rate payers of the COT captured on the billing system as a proportion of the total COT tax base

All ratepayers

Customer To ensure good governance, financial viability and optimal institutional transformation with capacity to execute its mandate

5.2.7 Improve Billing

improve response times to customer enquiries % expected vs actual accounts billed % of total meters read

30 days 84% 82%


5.2.6 Improve revenue collection

% of non arrangement debt over 90 days handed over for legal action % of municipal debt over 90 days % of final notices issued

2% increase per annum 74% 33% with a 10% increase p/a per annum


5.2.8 Realization of revenue

% of revenue realised

100%


5.3 Financial Viability expressed by the following ratios:

A=(B-C)/D A= Debt coverage B= Total operating revenue C = operating grants D= debt service payments due in fin yr A=B/C A= outstanding service debtors to revenue, B = total outstanding service debtors C = annual revenue actually received for services A= cost coverage, B= all available cash at a particular time, C= investments, D= monthly fixed operating expenditure

Based on Budget


5.3.3 Maintain credit rating

Credit rating :ST:A1 LT:A+

Credit rating :ST:A1 LT:A+




Departmental Target




5.3.1 Achievement of Restructuring Grant targets

Ratios as per agreement Ratios as per agreement


5.3.1 Achievement of Restructuring Grant targets

% of Finance operational budget spent to achieve set outcomes

97%


5.3.4 Ensure that 99% of creditors are paid within 30 days by 2010

% creditors paid within 30 days in relation to total creditors due for payment

98%


5.4.1 Address telephone calls on time

% of telephone calls addressed on time

No standards set


5.4.2 Provide the correct information

% of callers that receive the right information with the first call

No standards set


5.7.5 Cost of insuring assets and liabilities

Reduction in annual insurance cost related to declared asset base

0.005%


5.7.4 Degree of implementation of COT risk management practices in line with international best practice, norms and standards

Gap ANALYSIS REPORT COMPLETED ANNUALLY AND ACTION PLAN IMPLEMENTED

40%


5.7.3 Reduce insurance claims by 2% per annum

% decrease in insurance claims due to controllable events in the Finance Department

2% reduction per annum

IBP To ensure good governance, financial viability and optimal institutional transformation with

5.8 Labour Relations

% Grievances dealt with within set time frames (step 2 within 5 days)

80%




Departmental Target



capacity to execute its mandate


5.17 Compliance to WSP (% planned training events completed)

Compliance to WSP (% planned training events completed)

95% by year 5




Level 5 by end 2007/08


5.16.1 .Employment Equity

% representation of designated groups according to departmental EE Plans

86.7% by year 5


5.19.1 Review and align all procurement policies to assist in achieving the strategic goals of the organization

Review to be done within first 6 months

31 December 2007


5.19.1 Promote BBEEE initiatives including youth, women & the disabled

Establish data base for the various categories

31 December 2007



4.3.5 RESOURCE PLAN

Staffing

As a support department the Finance Department is to a large extent labour intensive.

FINANCE DEPARTMENT - WORKFORCE PROFILE JULY 2006

PROFILE PER OCCUPATIONAL LEVEL: FINANCE DEPARTMENT ( 1 JULY 2006)

MALES FEMALES Occupational Level

AM CM IM WM PwD

TOTAL MALES

AF CF IF WF PwD

TOTAL FEMALES

TOTAL WORK-FORCE

TOTAL BG

Top Management 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Senior Management 14 3 3 24 0 44 9 1 1 19 1 30 74 31

Middle Management/ Professional/ Specialist 28 3 0 33 0 64 9 3 1 39 0 52 116 44

Skilled Technical and Academic Qualified 7 1 0 3 2 11 9 2 0 22 1 33 44 19

Semi Skilled 160 15 10 74 0 259 95 13 3 162 2 273 532 296

Unskilled 64 0 0 0 0 64 5 0 0 0 0 5 69 69

Non Permanent 34 0 0 4 0 38 22 3 0 6 0 31 69 59

TOTALS 307 22 13 138 2 480 149 22 5 248 4 424 904 518

ABBREVIATIONS

AM: African Male IF: Indian Female

CM: Coloured Male WF: White Female

IM: Indian Male PwD: Person with Disabilities

WM: White Male BG: Black Group

AF: African Female

CF: Coloured Female



FINANCE DEPARTMENT - WORKFORCE PROFILE JULY 2006

PROFILE PER OCCUPATIONAL LEVEL: FINANCE DEPARTMENT ( 1 JULY 2006)

MALES FEMALES Occupational

Level AM CM IM WM PwD

TOTAL MALES

AF CF IF WF PwD

TOTAL FEMALES

TOTAL WORK-FORCE

TOTAL BG

Top Management 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

Senior Management 31.82% 6.82% 6.82% 54.55% 0.00% 59.46% 30.00% 3.33% 3.33% 63.33% 3.33% 40.54% 8.19% 41.89%

Middle Management/ Professional/ Specialist

43.75% 4.69% 0.00% 51.56% 0.00% 55.17% 17.31% 5.77% 1.92% 75.00% 0.00% 44.83% 12.83% 37.93%

Skilled Technical and Academic Qualified

63.64% 9.09% 0.00% 27.27% 18.18% 25.00% 27.27% 6.06% 0.00% 66.67% 3.03% 75.00% 4.87% 43.18%

Semi Skilled 61.78% 5.79% 3.86% 28.57% 0.00% 28.65% 34.80% 4.76% 1.10% 59.34% 0.73% 51.32% 58.85% 55.64%

Unskilled 100.00% 0.00% 0.00% 0.00% 0.00% 92.75% 100.00% 0.00% 0.00% 0.00% 0.00% 7.25% 7.63% 100.00%

Non Permanent 89.47% 0.00% 0.00% 10.53% 0.00% 55.07% 70.97% 9.68% 0.00% 19.35% 0.00% 44.93% 7.63% 85.51%

TOTALS 63.96% 4.58% 2.71% 28.75% 0.42% 53.10% 35.14% 5.19% 1.18% 58.49% 0.94% 46.90% 100.00% 46.90%

ABBREVIATIONS

AM: African Male

CM: Coloured Male

IM: Indian Male

WM: White Male

AF: African Female

CF: Coloured Female

IF: Indian Female

WF: White Female

PwD: Person with Disabilities

BG: Black Group



Operational Budget

Remuneration 189 036 691Admin Expenditure 16 722 080General Expenditure 24 192 969Municipal Rates and Services 437 283Raw and Consumption Materials 4 526 253Repairs and Maintenance 1 138 465Capital charges 4 992 201Total Expenditure 458 782 622

Significant Allocations

• Remuneration costs – 41,2% of the total operational costs;

• Insurance costs – 21,65% of the total operational costs;

• Compensation Commissioner (IOD) - 11.39% of the total operational costs;

• Collection Costs – 7,52% of the total operational costs;

• Bank Costs – 5,60% of the total operational costs;

Direct Income 43 797 009Government Grants & Refunds 500 000Revenue 44 297 009

• The main sources of revenue are:

o Discount on prompt payments;

o Sale of unusable stock;

o Interest received on Contingency Fund;

o Claims recovered; and

o Tender Deposits.

Capital Projects

The Five Year Programme (5YP), City Development Strategy (CDS) Community Needs

Submission and National and Provincial Directives are the foundation for the formulation of

the projects submitted.

Priority Ward No Project Name Project

Number Funding Source

Budget R

1 34 Upgrading of pay point in Soshanguve Block H 712607 Council Funding 1,000,000

2 16 Stanza Bopape Erection of new paypoint 712599 Council Funding 2,500,000

3 Tshwane Wide

Buildings & Equipment AFR (upgrading of stores) 712444

Council Funding 1,800,000



Other Projects

Strategic Unit/Division Project Name Project

Number Funding Source Budget R

Treasury Management Insurance Replacements 712449 COT Contribution 10,000,000

Treasury Management Insurance Replacements 712450 Asset Finance Reserve 10,000,000

These projects will ensure that the COT comply with the GAMAP/GRAP and MFMA

requirements. The funds will be used to replace assets and vehicles as and when valid

claims are submitted by departments.


No Institutional Arrangements Comments Method of

Engagement Time Frames

1 SLA's None N/A N/A

2 PPP's None N/A N/A 3 Dependence on

other departments Data and information regarding financial planning, budgeting and reporting,

Correspondence, E-mail, Spreadsheets, Data capturing, telephonic and reports.


4 Is there a dependency for budgets for achievement of strategies from various sources or funding mechanisms

Yes, with regards to FM Reforms, FM Intern Training Program, GAMAP/GRAP implementation and Revenue Enhancement - FMG from NT - MSIG from DLG.

DoRA allocations and reporting requirements. Correspondence, e-mail, telephone and meetings.


5 Loan Agreements with Financial Institutions

External funding for capital programme and short term cash flow requirements

Invitations for proposals; Servicing existing loans

As & when required

4.3.7 CONCLUSION

The alignment of service delivery targets and priorities to the City targets and strategic

priorities is critical towards reaching a collective desired objective. Through the

development of this 5YP the Finance Department ensured that the Departmental Strategic

Objectives and Key Performance Areas align with that of the City.



4.4 HOUSING

4.4.1 INTRODUCTION

The newly formed Housing Services Department will be established by July 2007 as a result

of the changes made due to the Alternative Service Delivery Program. The Department

currently forms part the Housing, City planning and Environmental Management

Department where it features as a Division. The Housing Services Department will

comprise of two Divisions: Housing Provision and Resource Management as well as

Housing Administration. This reflects the broad range of housing activities that take place

on an ongoing basis in the City of Tshwane.

Vision

A City of quality: To provide the community of Tshwane with sustainable and affordable

housing opportunities.

Mission

The Department is committed to managing and eradicating housing backlogs by:

• Curbing land invasion through security measures and educating communities on the

problems caused by land invasion.

• Providing layout plans for informal settlements and identifying developable land for

informal settlement relocations.

• Providing incremental low-cost housing opportunities for households earning less

than R3 500 per month (inclusive of full tenure and rental stock).

• Providing opportunities for credit linked housing within mixed developments.

• Empowering communities through Housing Support centres and Peoples’s Housing

Process by teaching them the importance of community savings and building skills.

• Providing rental institutional housing opportunities for households earning between

R2500 and R7000 per month and also providing special needs housing for the aged,

disabled and people with HIV/AIDS and people who are orphaned as a result of

HIV/AIDS.



• De-stigmatising hostels by converting them into family units and economic ventures

of any other development routes adopted by the community and the hostel

residents.

• Providing a wide range of rental housing options to the residents of Tshwane.

• Transferring council owned properties especially in the townships through the

discount benefit scheme.

• Operating an effective waiting list system and educating communities on the

importance of the waiting list and the subsidy administration process.

• Operating a community liaison function to ensure that development is informed and

seeks to meet the needs of the target community.

• Provide opportunities for housing cooperatives

4.4.2 PRIORITY DEVELOPMENT NEEDS

During a process of community participation undertaken by the IDP office the following

community needs were identified:

• Acquisition of land, township establishment and layout plans

• Provision of basic services including water, sanitation and roads and storm water

drainage

• Provision of housing in terms of provision of top structures

• Formalisation and relocation of informal settlements

• Increase in rental stock

• Transfer of properties to beneficiaries

• Provision of transitional housing for homeless

• Conversion of hostels into family units

4.4.3 RELEVANT STRATEGIC PRIORITIES

The following strategic priorities from the Tshwane Five Year Plan are relevant to this

department:

• Provide quality basic services and infrastructure

• To fight poverty, build clean, healthy and sustainable communities

• Foster participatory democracy and Batho Pele principles through a caring,

accessible and accountable service



• To ensure good governance, financial viability and optimal institutional

transformation with capacity to execute it’s mandate.

4.4.4 DEPARTMENTAL OBJECTIVES

CSO1: Provide quality basic services and infrastructure

• Build and promote sustainable human settlements to address backlogs, growth and

maintenance

CSO3: To fight poverty, build clean, healthy, safe and sustainable communities

• To provide housing services to fight poverty and build clean, healthy and

sustainable communities

CSO4: Foster participatory democracy and Batho Pele principles through a caring,


• Bring Departmental services to the community

CSO5: To ensure good governance, financial viability and optimal institutional

transformation with capacity to execute its mandate

• Manage the Department to ensure good governance and minimize developmental

risks

4.4.5 DEPARTMENTAL IMPLEMENTATION STRATEGY

• The Department will launch an initiative to obtain Housing Accreditation Status in

order to place it in a position to speed up delivery processes.

• Provision of housing opportunities to address the backlogs

• Provision of housing opportunities and management of informal settlements to

address growth

• Prevent land and building invasion and relocate or formalise informal settlements

• Interaction with Ward Committee Members and community workshops

• Train employees and achieve performance targets



• Initiate and develop mixed settlements in terms of Bresking New Ground (BNG) in

well located areas within the city.

• Facilitate implementation of special projects such as Twenty Priority Townships.

• Provide opportunities for housing cooperatives.

4.4.6 DEPARTMENTAL PROJECT INVENTORY

A. A list of all housing projects identified is reflected in table A.

B. A list of mixed settlements (BNG) and institutional housing projects within the TSDS is

reflected in table B.

Table A Project List: Housing Department

CAPITAL BUDGET

HOUSING DIVISION : PROJECTS

Item

Project

Nu

mbe

r O

f R

esid

enti

al S

tan

ds

App

rove

d In

Tow

n

Pla

nn

ing

Pro

cess

War

d N

um

bers

Pla

nn

ed S

tan

ds

Serv

iced

Sta

nds

Top

Stru

ctu

res

1 ANDEON 2 ATTERIDGEVILLE EXT 17 653 68 653 653 3 ATTERIDGEVILLE EXT. 6 68 218 4 BOTSHABELO R1 1,136 22 10 5 BULTFONTEIN 6 CHANTELLE X 8 622 4 7 DILOPYE 8 GARANKUWA 20 1,450 32 1,450 1,450 9 GARANKUWA 21 990 32 990 990 10 GARANKUWA 23 1,679 30 11 GARANKUWA 25 1,767 30 767 12 HAMMANSKRAAL PROPER N/A 74 13 HAMMANSKRAAL WEST EXT 1 1,705 74 830 14 HAMMANSKRAAL WEST EXT 2 15 HAMMANSKRAAL WEST EXT 3 16 HOSTEL MAMELODI 103 UNITS 38, 67

17 HOSTELS SAULSVILLE 263 UNITS 62, 63, 68, 72

18 ITSOSENG (KOPANONG) PROPER 1,291 20 300 19 ITSOSENG BULK SERVICES 20

20 KUDUBE 1, 7, 10, 11(GREATER TEMBA) COMPLETION OF TOP-STRUCTURES 256 8, 75 256

21 KUDUBE 5 1,500 75 1,500 22 KUDUBE 8 (TAMBOVILLE) 1,500 75, 76 1,500 23 KUDUBE 9 1,750 74 1,700

24 LADY SELBORNE X1 N/A 1

25 LOTUS GARDENS EXT 2 2,813 7




CAPITAL BUDGET


Item

Project

Nu

mbe

r O

f R

esid

enti

al S

tan

ds

App

rove

d In

Tow

n

Pla

nn

ing

Pro

cess

War

d N

um

bers

Pla

nn

ed S

tan

ds

Serv

iced

Sta

nds

Top

Stru

ctu

res

26 MABOPANE CENTRAL VIEW 994 12 50 27 MABOPANE UNIT T (GATSEBE) 1,369 22 1,369 28 MAHUBE VALLEY EXT 15 2,000 17 2,000 29 MAMELODI 10 ACCESS ROAD N/A 17 30 MAMELODI 18 (EPWP) 2,228 10 31 MAMELODI ELEPHANTS 50 18 32 MAMELODI ERVEN 2005 & 2006 72 67 33 MAMELODI X 5 STAND 29355 200 16 34 MAMELODI X10 (ENCLOSE STRUCTURES) 655 17 186

35 MAMELODI X17 (BUILD 49 HOUSES IN BLOCK 6) 49 17 49

36 MAMELODI X22 2,566 10 437

37 MAMELODI X5 PHASE 1 (250 SUBS), PHASE 2 (250 SUBS), PHASE 3(500 SUBS) & PHASE 4(500 SUBS)

1,500 16 395

38 MAMELODI-HATHERLEY EAST (3 PORTIONS) 3,200 40

39 MANDELA VILLAGE 40 MANDELA VILLAGE X 2 41 MAROKOLONG

42 MAUNDE STREET CANAL N/A 68, 71, 72

43 NELMAPIUS 6 1,161 40 44 NELMAPIUS 7 1,325 40 45 NELMAPIUS 8 1,193 40 46 NEW EERSTERUS 47 NOOITGEDACHT 2,500 22 2,500 48 OLIEVENHOUTBOSCH 19 641 48 49 OLIEVENHOUTBOSCH 22 212 48 50 OLIEVENHOUTBOSCH 24 & 25 1,010 48 51 OLIEVENHOUTBOSCH 26 936 48 52 OLIEVENHOUTBOSCH 27 1,903 48 53 OLIEVENHOUTBOSCH 37 (NU-WAY) 1,246 48 2,000 54 OLIEVENHOUTBOSCH ABSA 1,139 48 1,139 1,139 55 RAMOTSE 56 SEKAMPANENG 1,000 8 57 SOSHANGUVE BLOCK IA & NN (IND) 1,500 29 1,000 58 SOSHANGUVE BLOCK IA & NN (RES) 1,871 29 1,871 59 SOSHANGUVE BLOCK KK 1,708 26 1,708 60 SOSHANGUVE BLOCK KK x1 AND SS x1 782 26 782 61 SOSHANGUVE BLOCK R & S 2,854 26,27 500 62 SOSHANGUVE BLOCK SS EXT. 5 929 26 63 SOSHANGUVE EAST 8 833 37 64 SOSHANGUVE EXT. T (SKIERLIK) 422 25 422




CAPITAL BUDGET


Item

Project

Nu

mbe

r O

f R

esid

enti

al S

tan

ds

App

rove

d In

Tow

n

Pla

nn

ing

Pro

cess

War

d N

um

bers

Pla

nn

ed S

tan

ds

Serv

iced

Sta

nds

Top

Stru

ctu

res

65 SOSHANGUVE H X1, L X1, M X1 2,568 34, 36, 37, 49 2,568

66 SOSHANGUVE HH & JJ BUFFER 2,130 14, 25

67 SOSHANGUVE HH & JJ PHASE 1 (250 SUBS), PHASE 2 (1000 SUBS), PHASE 3(1050 SUBS) & PHASE 4(500 SUBS)

2,959 11 500

68 SOSHANGUVE P 2,827 26,27 350

69 SOSHANGUVE SCHOOL SITES HH & JJ & GG 484 11 484

70 SOSHANGUVE SCHOOL SITES R & P 550 26, 27 550

71 SOSHANGUVE SCHOOL SITES X,Y,V,T 766 25, 26, 27 766

72 SOSHANGUVE SOUTH 10 2,441 37 73 SOSHANGUVE SOUTH 11 (EPWP) 876 39 74 SOSHANGUVE SOUTH 12 1,473 37 75 SOSHANGUVE SOUTH 13 1,743 37 76 SOSHANGUVE SOUTH 19 1,500 37 77 SOSHANGUVE SOUTH 20 1,500 4, 37 78 SOSHANGUVE SOUTH 4 & 5 2,600 37 79 SOSHANGUVE SOUTH 8 & 9 37 80 SOSHANGUVE T BUFFER 320 14, 25 320 81 SOSHANGUVE THORNTREE VIEW (NEW) 8,587 37, 49 2,183 1,983 82 SOSHANGUVE V BUFFER 765 14 765 83 SOSHANGUVE W 1,431 27 830 84 SOSHANGUVE X 2,030 27 85 SOSHANGUVE X BUFFER 510 27 510 86 SOSHANGUVE Y 826 27 826 87 SOSHANGUVE Y BUFFER 205 27 205 88 SOUTPAN 1,200 14 89 STINKWATER NEW 1,700 8, 14 1,700 90 STINKWATER X 1,2 & 3 91 TOP TWENTY PROJECTS (Quick & visible) 92 TSWAING VILLAGE EXT. 1 1,500 14 93 TWEEFONTEIN 700 8 700

94 WINTERVELD PHASE 1(Phase 1A-1500 stands) phase 1B-1500 stands) 3,000 9, 12 3,000

95 WINTERVELD PHASE 1(Phase 1B & 1C-1432 stands) Phase 2 (2547 stands) 2,547 9, 12, 24

96 WINTERVELD PHASE 3 & 4 5,000 9, 12, 24

Capital Budget Operational budget



Housing: Additional items under the Operational Budget

Item Cost Centre Moving Cost 8213 Tanker Water Services (Water for Informal Settlements) 8213 Watchman Services 8636 Hire of Chemical Toilets 8210 (8213) Land Invasion, Informal Settlement (Prevention of illegal) 8210 (8213) Project Managers 8211 Beneficiary Admin 8214 Top Structures (See above list) 8211 Consumer Education 8214 Training 8210 (8215) Sales Admin & Transfers 8217 All the rental schemes (maintenance) 8216 Hostels (Maintenance) 8216 Struben Street (Shelter) 8216

Table B BNG Projects

Item Location Number of residential units

1. Nellmapius / Willows ± 12 000

2. Andeon / Zandfontein possible inclusion of Lady

Selborne x 1 , Suiderberg and Westfort ± 10 000

3. Klerksoord (Zone of Choice) ± 10 000

Institutional Housing Projects

Item Location Number of residential units

1. Pretoria Townlands 767

2. Erf 3020 , Tembilihle 460

3. Upgrading of Schubart & Kruger Park 1134

4.4.7 COST TO COMPANY ON ASD MACRO STRUCTURE

The human resources cost is based on the approved ASD macro structure estimated up to

manager level. It is however anticipated that further refinement will take place once the

micro structure has been finalised. A task team has been established to complete the micro

structure within three months.



4.5 PUBLIC WORKS AND INFRASTRUCTURE DEVELOPMENT

4.5.1 ROADS, STORMWATER AND TRANSPORT DEVELOPMENT

4.5.1.1 EXECUTIVE SUMMARY

The Business Plan was prepared using the following approach:

• The City’s 5YP, as approved by Council, was the point of departure, (the Business

Plan covers years 2 to 4 of the 5YP);

• The Community Needs were analysed according to specified categories (Section 1);

• The City’s 5 year targets (5YP) that needs to be supported by the Business Plan

(Section 2) were identified;

• Departmental Objectives were confirmed (Section 3);

• Departmental strategies were confirmed and, departmental and cross cutting enablers

were identified (Section 4);

• Departmental projects were identified and quantified (Section 5A an 5B);

• Departmental risk and resource plans were identified (Section 7 and 8);

• The monitoring framework was developed (Section 8); and

• Institutional arrangements were confirmed (Section 9).

The TIDP process recognises the 5YP and community needs as key points of departure for

the identification of projects. The Community Needs register was evaluated for both in

terms of the various functional categories of needs, such as stormwater systems, traffic

safety, pedestrian walkways and other categories; and Analysis per the new and imminent

five city regions (the CTMM Alternative Service Delivery Model) for each of the applicable

strategic objectives of the 5YP. Although many needs were captured in listed projects, a

significant number (921) of needs remain unaddressed by projects. The South East (SE)

region has the highest number of unaddressed registered needs, followed by the North

West (NW) region.

The 5YP of the CoT serves as the cornerstone for the Departmental Business Plan. The 5YP

contains, amongst other, critical initiatives and strategies such as ASGISA, Vision 2014, the

National Spatial Development Perspective and the Provincial Growth and Development

Strategy. The Business Plan serves the 5YP and in turn also these endeavours. Also the



5YP covers the period 2006 to 2011, which incorporates the year in which the 2010 FIFA

World Cup will be decided in South Africa, including matches at Loftus Versfeld Stadium in

Tshwane.

The following six departmental objectives were extracted from the 5YP:

• SO1.1 Eradication of Infrastructure Backlogs;

• SO1.2 Provide Infrastructure for Growth;

• SO1.3 Maintenance of Infrastructure assets;

• SO2.1 Provide Infrastructure that promote local economic development;

• SO2.2 Invest in economic infrastructure and a transport system that promotes

greater efficiency regarding logistics, and optimize productivity of human

capital by reducing travelling time between home and work; and

• SO 3.6 Provide a safe roads environment.

Four 5YP Strategic Objectives were identified for which the departmental strategies were

developed to address these are:

• Infrastructure;

• Contributions to accelerate higher and shared economic growth and development;

• Ensure a safe roads environment; and

• Provide good and accountable governance that will ensure sustainable service

delivery.

A number of Departmental Enablers were developed to investigate outputs, amongst

others, a strategy to determine the levels of services, which in turn includes a financial

model in terms of the Municipal Infrastructure Investment Framework (MIIF).

Departmental Enablers were also developed on inputs, for example to address capacity

problems through a Capacity Building Programme.

Strategies of other Departments that act as Institutional Enablers have also been

interrogated and linkages established thereto. These include amongst others: the Top 20

Townships Programme (T20T); Housing Densification plan and the formalising of informal

settlements 2006 – 2011; Accessibility and the ReKgabisa Tshwane Programme.



The business plan provides information of those projects that has already been approved

on the 3 year Medium Term Revenue and Expenditure Framework (MTREF) (including the

mid year adjustments budget), as well as the projects that are required to meet the 5 year

targets of the City. The gaps were analysed and the results are reflected in a resource

plan.

Departmental risks include the lack of capital and operational funding to meet the 5YP

targets, lack of internal capacity and the challenges relating to external capacity in the

construction and engineering industry. These risks are addressed in this business plan.

4.5.1.2 SECTION 1: PRIORITY DEVELOPMENT NEEDS

The priority community needs have been analysed and the majority captured in the

representative projects list of the department. The huge number and diversity of the

Roads, Stormwater and Transport Development needs, spread over all the regions of the

City, can only be properly addressed within a specific strategy of implementation. A

strategy has been devised and is described under Section 4 – Strategies and Enablers

below.

Community Needs Registers

The priority needs registers that reflect needs registered by communities were analysed

according to categories applicable to the functions performed by Roads, Stormwater and

Transport Development. Analysis reflected the following number of needs:

• Pavements, Sidewalks, Pedestrian Bridges: 104 registered needs

• Road markings, crossings, signs: 31 registered needs

• Road Maintenance and Management: 97 registered needs

• Roads Planning, Provisioning, Upgrading: 289 registered needs; Stormwater Drains

and Canals: 217 registered needs; Speed Humps, Traffic Claming, Mini-Circles: 116

registered needs; Traffic Matters, Traffic Flow, Traffic Lights: 105 registered needs;

• Transportation, Bus, Taxi, Pedestrians, Parking: 129 registered needs

• Some needs were noted in non roads related categories, e.g. needs categorised

under Legal: Security villages/road closures; needs categorised under Social: drop off

zones at schools.

• The needs registered for street lighting (approximately 160 needs are registered) was

also not analysed at this stage.



Analysis of Needs Per City Region And 5YP Objectives

These needs were scrutinised to eliminate obvious duplications, and linked to the first three

Strategic Objectives of the City’s 5YP. The first three objectives of the 5YP have specific

reference to Roads, Stormwater and Transport Development. The needs were also

grouped according to the five proposed regions of the new Alternative Service Delivery

(ASD) Model Organogram of CTMM. The five regions are defined as follows in the ASD

model are:

South Western Region: Wards 1, 7, 48, 51, 55, 61, 62, 63, 64, 66, 68, 70, 71, 72.

South Eastern Region: Wards 6, 10, 15, 16, 17, 18, 23, 28, 38, 40, 41, 42, 43, 44, 45, 46,

47, 52, 53, 54, 57, 65, 67, 69

North Western Region: Wards 2, 4, 9, 11, 12, 19, 20, 21, 22, 24, 25, 26, 27, 29, 30, 31,

32, 33, 34, 35, 36, 37, 39

North Eastern Region: Wards 5, 8, 13, 14, 49, 50, 73, 74, 75, 76

Central Region: Wards 3, 56, 58, 59, 60

Analysis Per City Region

The results of the above analysis are reflected in the tables below:

Roads, Stormwater and Transport Development Community needs per Strategic objective per City Region

Results of Analysis of the Community Needs Register

Pavements, Sidewalks

Road markings and signs

Road Maintenance Management Region

SO 1

SO 2

SO 3

SO 1

SO 2

SO 3

SO 1

SO 2

SO 3

Total for SW Region 24 0 6 2 0 1 12 0 0

Total for SE Region 28 1 0 8 0 0 28 0 0

Total for NW Region 22 0 1 3 0 4 27 0 1

Total for NE Region 14 0 6 7 2 3 5 0 3

Total for Central Region 4 0 0 3 0 0 15 0 0

Total per Need Category 92 1 13 23 2 8 87 0 4



Roads, Stormwater and Transport Development Community needs per Strategic objective per City Region

Results of Analysis of the Community Needs Register Roads Planning

and Upgrade Stormwater

Drainage/Canals Traffic Flow and

Signals Region

SO 1

SO 2

SO 3

SO 1

SO 2

SO 3

SO 1

SO 2

SO 3






Total per Need Category 215 2 0 177 0 0 88 0 10 Roads, Stormwater and Transport Development Community needs per Strategic objective per City Region

Results of Analysis of the Community Needs Register

Traffic Calming

Transportation: Bus, Taxi, Airport,

Pedestrians

Totals needs per City region

Region

SO 1

SO 2

SO 3

SO 1

SO 2

SO 3

SO 1

SO 2

SO 3






Total per Need Category 79 0 35 71 12 2 832 17 72

4.5.1.3 SECTION 2: 5YP OF CoT

Strategic Objectives

The 5YP of the CTMM serves as the point of departure that forms the cornerstone for

departmental business planning. This 5YP covers the period 2006 – 2011, which

incorporates the year in which the 2010 FIFA World Cup will be decided in the Republic of

South Africa, with Loftus Versfeld Stadium as one of the major Host stadiums for the

tournament. The 5YP also coincides with the term of office of the current members of the

Council. It reflects five strategic objectives (described below), which in turn consists of 34

key targets and indicators, key performance areas (KPA’s), having departmental indicators

and targets which will be measured at departmental level. The plan is aimed at

implementing the first five years of the City Development Strategy (CDS) that gives

strategic direction for the next 20 years.



Strategic Objective 1: Provide quality basic services and infrastructure

There are 7 KPA’s listed for strategic objective 1, all of which have either a direct or indirect

impact for the provision of quality Roads, Stormwater and Transport Development

infrastructure. The focus is on the eradication of backlogs, to provide basic levels of service

at all informal public transport facilities and the maintance of Infrastructure. Infrastructure

will be provided for growth, which include infrastructure provided by private developrs as

well as transport infrastructure required for the 2010 FIFA World Cup tournament.

Strategic Objective 2: Accelerate higher and shared economic growth and

development

There are 8 KPA’s listed for strategic Objective 2, some of which (mainly KPA 2.1: leverage

growing and strategic sectors in the City, KPA 2.2: Invest in economic infrastructure and a

transport system that promotes greater efficiency regarding logistics, and optimize

productivity of human capital by reducing travelling time between home and work and KPA

2.8: Implement job creation opportunities) have a direct impact for Roads, Stormwater and

Transport Development.

Strategic Objective 3: To fight poverty, build clean, healthy, safe and


There are 9 KPA’s listed for strategic objective 3, and the provision of infrastructure that

will ensure a safe roads environment (KPA 3.6) is the most significant one for Roads,

Stormwater and Transport Development.

Strategic Objective 4: Foster participatory democracy and Bath Pele principles

through a caring, accessible and accountable service

There are 6 KPA’s listed for strategic objective 4, and although all of them are of

importance for Roads, Stormwater and Transport Development, none is directly linked to

this business plan. Notwithstabding this, the KPA’s under this strategic objective is

particularly important for transport as participative governance comes into play when the

ITP is considered as well as the establishment of Public Transport Forums where

communities and operators alike can voice their concerns.



Strategic Objective 5: To ensure good governance, financial viability and

optimal institutional transformation with capacity to execute its mandate

There are certain KPA’s for strategic objective 5 that are essentially city strategic initiatives,

and which link to other KPA’s listed in this or other strategic objectives. There are a total of

19 KPA’s listed for this strategic objective, and the links are specified in the 5YP. Most of

the KPA’s are essential for Roads, Stormwater and Transport Development Service Delivery.

Departmental Targets Included In City Business Plans

Providing quality basic services and infrastructure

Departmental targets relating to the provision of quality basic services and infrastructure to

eradicate current backlogs, to provide for growth and to maintain existing infrastructure are

included in the 5YP.

Accelerate higher and shared growth and development

Departmental targets to provide infrastructure that will leverage economic growth of local

economic nodes are included in the city’s 5YP. The development of the targets relating to

the reduction of travel times (hours in the day traveled between home and work; see

Departmental KPA 2.2.3 below) is subject to implementation of specific projects such as

the BRT and Electronic Ticketing System. Targets relating to the execution of projects in

accordance with EPWP guidelines, and the creation of short term jobs have also been

included.

Fight poverty and build clean, healthy, safe and sustainable communities

Targets relating to road safety devices and provision and maintenance of traffic control

mechanisms are included in the City’s 5YP.



Ensure good governance, financial viability and optimal institutional

transformation

A number of targets of a generic nature are included in the City’s 5YP to ensure that good

governance objectives are achieved by Roads, Stormwater and Transport Development.

4.5.1.4 SECTION 3: DEPARTMENTAL OBJECTIVES

The 5YP of the City of Tshwane was scrutinised to identify the Departmental targets for

Roads, Stormwater and Transport Development specifically. These approved targets are

valid since it is confirmed by Council Resolution dated 26 April 2007. However, the annual

targets for 2006/07 had to be verified with respect to transfer of funds, the adjustments

budget and other initiatives that may result in verifying certain targets. The tables below

reflect the approved annual targets up to 2010/11.

Eradication of Infrastructure Backlogs

Key performance indicator: The percentage of households with access to basic levels of (water, sanitation, electricity, solid waste removal ), roads and stormwater and housing CTMM strategic target: Eradicate basic services backlogs equal to or earlier than national targets KPA 1.1 Eradication/reduce of infrastructure backlogs

Departmental targets

Key departments

Departmental Indicators

2006/07 annual targets





Roads & Stormwater

Length of roads to reduce the backlogs (in km)

41.7 km 39.6 km 33.6 km 45.8km 52.4 km 1.1.6 To reduce the current backlogs of roads with 14% by 2011, with 25% by 2016 and by60% by 2020 Note 1

Roads & Stormwater

Length of stormwater drainage systems constructed to reduce backlogs (in km)

25.7 km 38.1 km 32.9 km 44.4 km 37.6 km

Provide Infrastructure for Growth

Strategic Objective 1: Provide quality basic services and infrastructure KPI: Provision of infrastructure per type as a proportion to new demand/need (growth) CTMM strategic target: Provide infrastructure that meets growth demands and prevent the creation of new backlogs. KPA: 1.2 Provide quality infrastructure for growth


Key departments







1.2.7 Provide 70km of new road for growth

Roads & Stormwater

Length (km) of new roads provided for growth

13.5 Km 12.4 Km 12.8 km 16.4 km 14.9 km

1.2.8 Provide 28 km of new stormwater drainage systems

Roads & Stormwater

Length (km) of new Stormwater drainage systems Provided to cater for growth

3.2 Km 4.4 km 4.4 km 7.9 km 7.9 km

1 (Note: The estimated total cost of current backlogs on roads = R6 200 million and on stormwater = R1 200 million) 2 (Note 2: This KPA will be moved to City KPA 3.6: Ensure safe roads environment



Maintenance of Infrastructure assets

Strategic Objective 1: Provide quality basic services and infrastructure

KPI: % expenditure on infrastructure maintenance (R)

CTMM strategic target: Expenditure on infrastructure maintenance is in line with national norms and standards by 2011 KPA: 1.3 Ensure maintenance of existing infrastructure


Key departments







1.3.2 Maintain 2018.1 km of roads

Roads & Stormwater

Length of roads maintained (in Km)

336.6 km

345.5 km 318 km 491 km 527 km

1.3.3 Maintain 34.33 km of stormwater drainage systems

Roads & Stormwater

Length of stormwater drainage systems maintained

6.873 km

6.952 km

6.858 km

6.825 km 6.825 km

1.3.4 Maintain and upgrade 18 348 traffic signals

Roads & Stormwater

Number of traffic signals upgraded and maintained

4038 traffic signals





1.3.5 Improve 56 intersections Note 2

Roads & Stormwater

Number of intersections improved

8 intersections

8 intersections

9 intersections

15 intersections

16 intersections

1.3.6 Maintain 63 bridges

Roads and stormwater

Nr of bridges maintained

12 bridges

12 bridges

13 bridges

13 bridges 13 bridges

• The use of Local Labour in labour intensive initiatives

Strategic Objective 1: Provide quality basic services and infrastructure Key performance indicator: Nr of service delivery initiatives with local labour content as a proportion of the total CTMM target: By 2011 all labour intensive initiatives of CTMM should have 90% local labour KPA 1.7 Optimise labour intensity and community involvement


Key departments Indicators






1.7.2 By 2011 all labour intensive initiatives of CTMM should have 90% local labour

COO (OMM) to drive All service delivery departments to achieve.

% of local labour in labour intensive initiatives of CTMM

20% 40% 50% 70% 90%



Provide Infrastructure that promote local economic development

Strategic Objective 2: Accelerate higher and shared economic growth and development KPI The number of CTMM LED initiatives (incl. capital projects) that focus on strategic and growing sectors as a proportion of the total ; and 6% growth of GVA2 per annum; and Decrease Gini coefficient by 0.1 p/a (baseline (0.75) ST: All CTMM local economic initiatives should focus on growing and strategic sectors by 2008 ; and % growth in the CTMM GVA3; and Decrease in the Gini coefficient KPA 2.1 Leverage growing and strategic sectors in the City in a way that optimize investment opportunities and focus on establishing an integrated economy


Key departments







2.1.1 Provide 6.4 km Roads Infrastructure in local economic nodes

Roads & Stormwater

Length of roads provided and upgraded in local economic clusters (in Km)

2.0 km 2.4 km 1.0 km 1.0 km 0 km

Strategic Objective 2: Accelerate higher and shared economic growth and development KPA 2.2 Invest in economic infrastructure and a transport system that promotes greater efficiency regarding logistics, and optimize productivity of human capital by reducing travelling time between home and work


Key departments







2.2.2 Maintain and cleanse 63 main public transport facilities per annum by 2010.Note 1

Transport Development

Nr of public transport facilities maintained and cleansed per annum.

47 according to Occupational Health and Safety standards and regulations

51 Proposed 07/08 cycle 51




2.2.3 Reduce time to travel between homes and work in line with Gauteng province targets, and in partnership with key role-players.


Hrs in the day travelled between home and work

Detaermine Baseline

Proposed 07/08 cycle

Electronic Ticketing


Commence wth

BRT (phase

1A)


Completion of BRT (Phase

1A)


Commence wth BRT

(Phase 1B –

completion 2013)

2.2.4 Construct 90 public transport facilities by 2011. Note 2


Nr of public transport facilities constructed

18 18 18 18 18

Note 1: This target relates to the maintenance of existing infrastructure and should therefore be moved to Departmental KPA 1.3 Note 2: It is suggested that this KPA be moved to strategic Objective 1.1: Eradication/Reduction of infrastructure backlogs (as another target for departmental KPA 1.1.6), since the aim is to provide basic levels of service at all informal public transport facilities.

2 GVA = GDP- taxes on products + subsidies on products. Therefore GVA =(C+I+G+(X-M)) - Tc+ TPc. 3 Page 180 of cities network 2004- The % growth of GVA (gross value added) in Tshwane (2002) was 5%, but its contribution to National GVA for 2002 was 10%. These are 2 separate measures.



Strategic Objective 2: Accelerate higher and shared economic growth and development KPA 2.3 Regeneration and development of potentially viable economic nodes focusing on the inner city and targeted areas based on efficient land use


Key departments







2.3.1 Implement 269 contracts through the EPWP


Number of contracts implemented through the Extended Public Works Programme

36 contracts

55 contracts

54 contracts

59 contracts

65 contracts

Strategic Objective 2: Accelerate higher and shared economic growth and development Key performance indicator: Nr of SMME’s and/or cooperatives that empower black people, women and youth, supported and developed CTMM strategic target: At least 8000 SMME’s and or cooperatives by 2011, of which 75% are to be black person/women/youth owned. KPA 2.5 Increase participation and broaden the contribution in growing the city’s economy through the development of SMME’s, co-operatives, the informal sector and the role of black people, women and youth

Departmental target

Key departments








All Departments


Determine baseline

(78%) (79%) 80% 80%

Strategic Objective 2: Accelerate higher and shared economic growth and development KPI: The number of jobs created through a municipality’s (local economic development) initiatives, including capital projects (NKPI) ST: Create at least 53000 short term jobs and 5000 permanent jobs with strategic partners per annum from initiatives (LED),including capital Projects KPA 2.8 Implement job creation initiatives.


Key departments







• 3064 short term jobs in the execution of roads and Stormwater projects


Number of short term jobs created in the execution of projects (CTMM Standard is 1 Job = 240 man days)

502 short term jobs

552 short term jobs

607 short term jobs

668 short term jobs

735 short term jobs

Provide a safe roads environment

Strategic Objective 3: To fight poverty, build clean, healthy, safe and sustainable communities KPA: 3.6 Ensure the safety of our communities, businesses and roads through fostering a culture of respect for the rights of all, the laws that govern us all and a high moral and ethical standard KPI % of residents in Tshwane that indicated that the municipality’s efforts to promote a safe environment by enforcing laws have improved over the past year. ST 95% of residents surveyed by 2009 indicated that the municipality’s efforts to promote a safe environment by enforcing laws have improved over the past year.

Strategic target Key departments


2006/07 targets





3.6.3 Construct 7.3 km of stormwater drainage systems and elements to ensure safety in local communities

Roads and Stormwater

Length of stormwater drainage systems and elements constructed to ensure safe roads in local communities

2.3 km 2.3 km 1.6 km 0.5 km 0.5 km

3.6.4 Maintain or replace 81841 traffic signs


Nr of traffic signs replaced or maintained

16 406 16 024 16 240 16 466 16 705



Strategic Objective 3: To fight poverty, build clean, healthy, safe and sustainable communities KPA: 3.6 Ensure the safety of our communities, businesses and roads through fostering a culture of respect for the rights of all, the laws that govern us all and a high moral and ethical standard KPI % of residents in Tshwane that indicated that the municipality’s efforts to promote a safe environment by enforcing laws have improved over the past year. ST 95% of residents surveyed by 2009 indicated that the municipality’s efforts to promote a safe environment by enforcing laws have improved over the past year.

Strategic target Key departments


2006/07 targets





3.6.5 Provide 623 speed humps, raised pedestrian crossings and related safety devices


Nr of speed humps, raised pedestrian crossings and related safety devices provided

87 103 8 160 193

4.5.1.5 SECTION 4: DEPARTMENTAL STRATEGIES

A number of strategic policy guidelines are being developed to enable Roads, Stormwater

and Transport Development to address the challenges related to the core of its business

plan, namely to provide quality basic services and infrastructure through the eradication of

backlogs, providing for growth and maintaining existing infrastructure. The Departmental

Strategies and Enablers are described below.

Departmental Strategies

Provide Quality basic services and Infrastructure

• Eradication of Backlogs of Roads, Stormwater and Transport Infrastructure (DKPA

1.1); • Provide new Roads, Stormwater and Transport Infrastructure for Growth (DKPA

1.2); and • Maintain Roads, Stormwater Drainage Systems, Traffic signals and Traffic Signs

(DKPA 1.3).

Accelerate higher and shared growth and development

• Provide Infrastructure for regeneration of local economic nodes (DKPA 2.1);

• Invest in economic infrastructure and a transport system that promotes greater

efficiency regarding logistics, and optimize productivity of human capital by

reducing traveling time between home and work (DKPA2.2)

• Support Initiatives that focus on achievement of BBBEE (DKPA 2.3); and

• Increase the utilisation of revenue generating assets (DKPA 2.5).



Ensure a safe Roads environment that contributes to building safe and


• Provide safety features that contribute to safe roads in the built environment (DKPA

3.6).

Provide good and accountable governance that will ensure sustainable service

delivery

• Manage the Division’s Finances (DKPA 5.1);

• Improve responsiveness to citizen’s complaints and Queries (DKPA 5.3);

• Monitor and Evaluate the Division’s Delivery of Service (DKPA 5.4);

• Perform Risk Management (DKPA 5.6); and

• Develop the Division’s human capital (DKPA 5.7).

Departmental Enablers

Tshwane Integrated Transport Plan 2006 – 2011

The Integrated Transport Plan (ITP) 2006 -2011 was approved by Council on 25 January

2007. The ITP document is the transport component of the TIDP 2006 - 2011. The ITP

defines transport vision for the City of Tshwane as ‘a safe and integrated transport system

that empowers the community to prosper in the leading African Capital City of Excellence’.

Due to the fact resources available to realise the above image are limited, the ITP intends

to make best use of the existing infrastructure and services, eliminate the backlogs thereof,

and achieve one integrated transport system that capitalises on strengths of each mode.

At the core of the ITP are four goals and associated objectives and strategies which directly

and indirectly link to the Five Year Programme of the City. The transport goals are the

idealised end-state of the transport system and the desired direction for the evolution of

the system towards which planners and engineers strive.



Minimum Level of Services to be provided

The appropriate level of Roads, Stormwater and Transport infrastructure services should be

determined by factors such as the needs of the community, technical and economical

feasibility, affordability, national directives, a possible phased approach, and other

considerations in a strategic context. These aspects were work-shopped with political role-

players in December 2006, and a report recommending appropriate levels of service,

together with a proposed five-year implementation strategy was approved by Council in

January 2007. The recommended levels of service with respect to Roads, Stormwater and

Transport Development can be summarised as follows:

• Primary and local distributor roads (class 4 roads): full level of service for roads and

stormwater drainage, designed according to the Tshwane design standards

applicable to expected traffic volumes and stormwater run-off.

• Residential roads (class 5 roads): a decision making model is to be used to

determine level of service for roads as well as stormwater drainage systems, taking

into account stormwater drainage problems.

The appropriate level of Transport infrastructure services should be determined by factors

such as the capacity needs by commuters, availability of capacity, operational and

economic growth factors and finally safety at public transport facilities. Although transport

has no minimum level of service guideline on a national or provincial level, a general

decision has been taken by the Transport Development Division to focus on improving the

utilization of public transport by reducing the dependency of the economically active on

private transport. The formalization of Public Transport infrastructure and improvement of

service levels will be the catalyst to attract transport users from a dominant private vehicle

usage to that of public transport. The guideline that determines which facilities should be

upgraded to the next level are as follows:

• Class C facilities - Upgrading of informal transport facilities to formal facilities by

making sure that the facility has at least a water tight surface, safe access etc

without any other amenities.

• Class B facilities - Upgrading the class C facilities to more formal facilities (class B)

implies the provision of the minimum requirement in terms of ablution facilities,



lighting, fencing, formal and dedicated parking bays, security, constant

maintenance of the facility, etc.

• Class A facilities – This level of service is to align the capacity requirements with the

actual capacity (expansion) and to structure the facility in such a manner that it

becomes a zone of economic activity and a collector and distributor of various

modes of transport.

At all three these level of service the interaction required to improve the level of service

can differ as a result of future developmental needs.

On the Tshwane Strategic Public Transport Network and the major public transport

corridors which are part of it, it is proposed that the following levels of service should be

provided according to the function or category of the road.

Accessibility and Mobility: the Strategic Public Transport Network

The Strategic Public Transport Network (SPTN) was recently approved by Council, and it

provides important guidelines for the provision of an integrated public transport service. It

is used as basis for the Departmental strategy for the elimination of backlogs on the Roads,

Stormwater and Transport infrastructure networks. With this plan, Council committed itself

to transform the entire public transport system for the city. The city will have to make the

necessary resources available to provide a service of such a standard that it can confidently

be marketed to current and potential users.

STRATEGIC PUBLIC TRANSPORT PLAN – PUBLIC TRANSPORT ROUTE CLASS:

LEVEL OF SERVICE / FUNCTION

PUBLIC TRANSPORT ROUTE CLASS Primary Secondary Tertiary Local Associated Road Class: Main

arterials Local arterials Collector

roads Access streets

Strategic Importance

Network function High Average Low Only

> 6 000 3 000 to 6000 500 to 3 000

Properties

Pass volume in peak

> 500 Dedicated roadways Priority lanes 2+ lanes per direction

Road facility

1 lane per direction Bus terminus / station Bus shelter and bay Bus bay

Infrastruc- ture

To board

Bus stop only



Available at nodes Ablution Not available Park-and-ride Feeder/distribution service

Paved sidewalks

Collection & distribution

No formal sidewalk 1 500m 1 000m

Max walking distance

500m 1000m 800m 600m

Spacing of stops

400m Every 5 min minimum Every 10 min minimum Every 15 min minimum

Frequency in peak period Every 30 min minimum

Every 10 min minimum Every 20 min minimum Every 30 min minimum

Frequency in off-peak period Every 60 min minimum

PubT < 1,0 Prt PubT < 1,5 Prt PubT < 2,0 Prt

Level of service

Travel time priority

PubT > 2.0 Prt Very low Low

Environ-mental impact

Emission gases

Average

Public Transport Implementation Framework / Bus Rapid Transit

The SPTN highlighted the need for a Road Based Mass Rapid Transit System.

Subsequently, a Public Transport Implementation Framework that identifies a Bus Rapid

Transit (BRT) system for Tshwane was developed. BRT is a high-quality bus-based transit

system that delivers fast, comfortable, and cost-effective urban mobility through the

provision of segregated right-of-way infrastructure, rapid and frequent operations, and

excellence in marketing and customer service. BRT essentially emulates the performance

and amenity characteristics of a modern rail-based public transport system. It does so,

however, at a fraction of the cost.

BRT 1st Phase: From Mabopane through the CBD past Hatfield via Menlyn into Mamelodi.

The Mabopane area suffers from some of the region’s heaviest peak hour traffic

congestion. Thousands of commuters face serious delays each morning and afternoon.

The Tshwane BRT system will provide commuters with an exclusive priority lane to move

passengers without delay to the city’s CBD. Additionally, another route will take customers

from the Mabopane area through Rosslyn, Wonderpark Shopping Centre and then on

towards the city’s east, including the Menlyn shopping area, without the need for a difficult

transfer in the city centre.”



Municipal Infrastructure Investment Framework (MIIF)

The above proposals will serve as input into the updated and recalibrated Municipal

Infrastructure Investment Framework (MIIF) model, to determine affordability of new

infrastructure as well as the upgrading and maintenance of existing infrastructure. Various

scenarios were developed and tested. This may give direction to future Budgets.

Strategy to eliminate current infrastructure backlogs

A 5-year implementation strategy to eliminate the current backlogs has been linked to first

two above, as well as the City's 5YP, the “Spatial Development Strategy 2010 and Beyond”

and funding projections.

The sustainable minimum level of service is a key determinant in the backlog definition.

The choice of surfaced roads or gravel roads being the appropriate minimum service level

in a specific area will determine the costing of the backlogs. Due to the enormous

magnitude of the backlogs as currently determined, the accepted strategy is as follows:

• Provide full level of service on unpaved public transport routes, thereafter on other

unpaved class 4 routes, within the 20km radius as proposed in the new “Tshwane

Spatial Development Strategy: 2010 and Beyond”. Priority is to be given to the Top

20 Townships.

• Thereafter, provide full level of service on unpaved public transport routes, and on

other unpaved class 4 routes, in other areas. After 5 years, proceed with the rest of

road network, initially at intermediate level of service, when the above roads have

been completed.

• Upgrade primary stormwater systems at full level of service, and stormwater

systems coupled to roads at intermediate level of service, with respect to flooding

and stormwater problem areas within 20km radius as proposed in the new Tshwane

Spatial Development Strategy: 2010 and Beyond, with priority to Top 20 Townships.

Also address critical flooding and stormwater problems in other areas, where after

the rest of system can be upgraded.



Infrastructure Maintenance Framework (IMF)

The IMF for key infrastructure services is now conceptualised based on legislative

requirements, maintenance processes and core business processes, asset maintenance and

the MIIF. The IMF will have the following benefits:

• Assisting managers, responsible for infrastructure maintenance to take a

multifaceted view of proposed actions (assessing the impact of proposed actions on

strategic outcomes).

• Improving accountability of decision-makers through the corporate strategic plan.

• Providing better operational information for strategic decision making.

• Developing maintenance plans that reflect the intent of the corporate strategic plan.

The draft document (”Conceptualisation of a maintenance framework for key infrastructure

services”) was used as a discussion document at a workshop with all role players, in

January 2007. This document will now form the basis of the Terms of Reference for the

appointment of a consultant for the development and finalization of an IMF for the City of

Tshwane.

The Expanded public works programme for Infrastructure Provision (EPWP)

The EPWP is one of Government’s most important short to medium term programmes

aimed at alleviating and reducing unemployment, through provision of work opportunities,

coupled with skills training. The provision and upgrading of Infrastructure are important

vehicles to ensure that the EPWP is supported. The EPWP Guidelines defines an

infrastructure project as an EPWP project where the following aspects are present:

• a significant amount of construction activities for which use of labour is specified

• appropriate design for labour-intensive construction

• specification for labour-intensive works based on tasks

• amended contract documentation for labour-intensive works

• skills training of management and supervisory staff

• skills training of targeted labour



In some of the cases, our own departmental construction teams are utilised, but with local

labour sourced from the community, which is also considered to satisfy the above

conditions.

The Capacity Building programme

An analysis was made of the staffing challenges that face Roads, Stormwater and

Transport Development. These included an analysis of the skills lost and gained (in the

form of years of experience lost or gained over the last 18 months per technical and

managerial jobs), number of key managerial and technical professional employees that will

retire in the next 10 years, and absenteeism statistics due to sick leave for the last six

months of the previous financial year, compared with the first 6 months of the current

financial year. It became clear that the current capacity shortages are beginning to be

reflected and may even be increased due to the relatively high number of key personnel in

the age group 55 – 65 years old. Two programmes were developed to address these

challenges to a certain degree, apart from the implementation of the succession planning

and career building strategy. The two programmes are to be funded by the operational

budget (Technical Training).

The Mentorship programme for young professionals

The purpose of this programme is to assist young engineers and engineering technologists

to become fully registered professionals with the Engineering Council of South Africa.

External mentors need to be sourced since the lack of capacity and the resultant high work

load of internal professionals make it impossible to source internal mentors.

The nature of work that urgently needs to be done within Council is not always conducive

to professional development for registration purposes. This implies that the technical

content of the programme needs to be well structured to ensure professional registration in

the shortest time possible.



The Tshwane Schools mentorship programme

The aim of this programme is to increase the number of school leavers that will be able

and willing to consider careers in Engineering. The focus is on grades 11 and 12 learners,

but not excluding grade 8 -10 learners, of the schools in Tshwane. It includes also a

Teachers Mentorship programme for a few specific schools to ensure high quality teaching.

The programme is sponsored by Roads, Stormwater and Transport Development and is

managed by the University of Pretoria.

Succession planning and career development strategy

The technically skilled environment is currently experiencing a climate of growing skills

shortages that can even result in a lack of confidence in the leadership potential of the

existing workforce. In this climate, succession planning is the key. Succession planning

needs to be conducted on a separate basis from the Mentorship programme referred to

above.

The focus of succession planning should be on clustering jobs in terms of role, function and

level so that generic skills responsible for particular roles can be developed. The aim is to

develop pools of talented people, each of whom is adaptable and capable of filling a

number of roles. Frameworks for technical and generic competencies need to be

developed, since this will relate to a broad range of desired skills and behaviours.

The departmental employment equity plan must also reflect affirmative action measures to

attract and retain skills from previously disadvantaged people to also address the under

representation of black people, women and people with disabilities in the technical

environment

This strategy is necessary to ensure that the forthcoming loss of expertise, skills and

human capital upon retirement of a major portion of the current management team is

properly addressed and managed, without resulting in a decline in terms of the level of

services rendered to the citizens and road users of Tshwane.



Emergency Plan to deal with Flooding

The 100 day Programme contains the Roads, Stormwater and Transport Development

Emergency Plan to deal with flooding in a number of specific areas, mainly in the Northern

Areas. Regular progress Reports are submitted in this regard (See annexure C for the latest

report). A number of Stormwater projects have also been included in this business plan,

and linked to Strategic Objective 1: Provide quality basic services and infrastructure. See

section 5 below.

Strategies of Other Departments that will Impact on Service Delivery by Roads,

Stormwater and Transport Development

There are a few strategies that will be implemented by other Departments or even spheres

of Government of which Roads, Stormwater and Transport Development must be aware

since it will impact to different degrees on the strategies of the Roads, Stormwater and

Transport Development Strategy implementation and project execution process

City Development Strategy: Catalytic projects

Catalytic projects/programmes were identified as part of the 25 programmes action plan for

the infrastructure development cluster. Furthermore, a number of projects were identified

from the Executive Mayor’s “State of the City Adress” which was delivered and debated in

March 2007.The majority of these projects have direct or indirect implications for Roads,

Stormwater and Transport Development, and whilst some of them are funded, the majority

are not. The financial implications of these projects are included in section 5 below. The

table below reflects the detail of these projects.



CATALYTIC PROJECTS/PROGRAMMES IDENTIFIED AS PART OF THE 25 PROGRAMMES

ACTION PLAN FOR THE INFRASTRUCTURE DEVELOPMENT CLUSTER

PROJECT/ PROGRAMME LEAD DEPARTMENT

FUNDING REQUIRED

FUNDING AVAILABLE COMMENTS

1. Upgrading of roads and stormwater in “old” Soshanguve

Public Works and Infrastructure Development (PW&ID)

R 1,0 billion (3 year period)

R155.94 million for 3 yeras

Additional external funding of R20 m over a 3 year period, as part of a Top 20 Townships allocation from Gauteng Dept of Public Transport, Roads and Works (DPTRW), for Soshanguve. (Implementation to be done by DPTRW)

2. Western By-pass development (G9)

PW&ID

To be determined R 23,9 million in 2009/10

This link forms part of the proposed Gauteng Freeway Improvement Scheme (GFIS), which is being developed by SANRAL at present. The preliminary results for new road links (of which this is one) is due by end of June 2007. The portion of link to traverse the Magaliesberg mountain is very expensive, hence it is likely that the city may need to provide contribution in some form to increase likelihood of project continuing. There is no indication of the actual amount that may be needed.

3. Upgrading of Lavender Road (southern part of K97)

PW&ID

R40m (expropriation) R25m (construction)

R31.5 million in 2007/08 and 2008/9

Diversion of existing Lavender to K97, linking K97 with N4 toll road. Northern portion is on Gauteng Province’s 3-year budget. South of freeway is motivated as part of improved access to Wonderboom Airport, hence influenced by 2010. New project (712610) registered for 2007/08 – 2009/10 MTREF

4. Bloed Street taxi rank

PW&ID

None required (land used as collateral)

R3 million for 3 years

PPP with private sector – concession (BOT for 25 years). New project (712614) registered for 2007/08 – 2009/10 MTREF

5. TIFA Economic Development (ED)

To be determined Planning funds available

Project plan to be finalised by end June 2007 Finalisation of international license issue with NDoT

6. Upgrading of Mabopane roads dealing with red soils

PW&ID

To be determined R30 million for 3 years

Internal Roads: Northern Areas vote to be utilized in 2006/07, commencing in Units B and C, Mabopane, where stormwater drainage is already in place. New project (number 712611) registered for 2007/8 – 2009/10 MTREF.

7. Upgrading of intermodal transport facilities

PW&ID

To be determined Forms part of PTIF allocation of R105 million for 2007/08.

To be determined by Public Transport Strategy (deadline June 2007)

5. Changing of road signs to Tshwane

PW&ID

Provisional 2007/08 R 150 000

Funding available under cost centre 2560, GL 414494

Audit of signs is currently being finalised. Link to Gateways Features Report of City Planning.

6. Upgrading of Sibande Street in Mamelodi

PW&ID

R 9 million (including bridge over Moretele river)

R9 million for 3 years

Included in approved Roads Masterplan for Mamelodi. New project (712612) registered for 2007/08 – 2009/10 MTREF

7. Inner city interventions on Informal Trade, conflicting road signage, unruly behaviour by the taxi industry vis-à-vis van

Cross cutting (Community Safety (CS); PW&ID; Integrated communication, marketing &

To be determined Funding available under cost centre 2560, GL 414494

Conflicting road signs (for taxi / bus operations) to be identified and replaced



PROJECT/ PROGRAMME LEAD DEPARTMENT

FUNDING REQUIRED

FUNDING AVAILABLE COMMENTS

der Walt Street, marketing, ranking etc

Information Services)

8. Cleaning of Rivers and Streams

Agriculture & Environmental Management (A&EM)

To be determined Funding for clearing and desilting available

Roads, Stormwater and Transport Development Division do not do cleaning of rivers and streams – only clearing and desilting. Environmental Management to do cleaning.

13. Housing co-operatives (Nantes and White Blocks)

Housing Services (HS)

R500 000 2006/2007 Budget provided corporately for co-operatives

Consultations with communities commenced.

14. Schubart and Kruger Park upgrading and renovation

HS R20 million (2007/08) R40 million (2008/09) R40 million (2009/10)

No provision at present

Application sent for funding from Presidential Job Summit Programme for R200 000 000. Being undertaken with Housing Company Tshwane Process plan to be finalised.

15. Mandela Development Corridor (Spatial Framework)

City Planning & Regional Services (CP&RS)

R150 000 for SDF Subject to the availability of Consultants Fees for SDF

Once clarity is obtained on what specifically is required the SDF can be completed in 3 months from appointment of service providers.

16. Re-naming of streets

CP&RS with PW&ID

Roads, Stormwater and Transport Development will have to budget for the physical road signs where these are not provided by advertisers.

Funding for public participation will be made available from City Planning division Consultants Fees (Requirement: R2,5 million)

An action plan is being prepared. One action being undertaken is the creation of a database with categories of national and local heroes for Councillor to approve and use for the allocation of appropriate names for the streets and buildings. The action plan will be completed by end May 2007

17. Land tenure rights in the north

CP&RS Corporate & Shared Services (Legal Services)

R3 million for investigation and finalisation of township establishment.

R1,5 million provisionally approved as part of (Restructuring Grant)

Currently implementing audit of un-proclaimed townships in the north, and associated land use rights. Phase 1 to be completed by end 2007. Close liaison between City Planning and Legal Services. Legal Services to deal with proclaimed areas that are still in name of other spheres of government

18. Top 20 Prioritised townships

Cross cutting: HS to lead

To be finalised At least R60 million over three years

Project manager appointed

19. Development of Eerste Fabrieke

CP&RS

R51 million R890 000 (from Restructuring Grant for Feasibility studies and township establishment)

Application to National Treasury (UDPG ) as part of Tsošološo programme for R49,3 million

ADDITIONAL PROGRAMMES IDENTIFIED IN THE STATE OF THE CITY ADDRESS

PROJECT/

PROGRAMME LEAD DEPARTMENT FUNDING

REQUIRED FUNDING

AVAILABLE COMMENTS

1. Stormwater drainage in flood prone areas in the north

PW&ID

R400 million R146,8 million (3 year period)

Part of 100 day programme, based on special status report. Multi-year programme, to address identified critical flooding problems. Above amount will not address all the stormwater drainage backlogs in Tshwane

2. New Eersterust (SANRAL partnership)

PW&ID

To be determined

R 25 million (3 year period)

Allocation from Internal Roads: Northern Areas. In terms of agreement, SANRAL will provide at least an additional R10 million to



PROJECT/ PROGRAMME

LEAD DEPARTMENT FUNDING REQUIRED

FUNDING AVAILABLE

COMMENTS

upgrade roads and stormwater drainage in New Eersterust (Implementation to be done by SANRAL)

3. Job creation Cross Cutting (PW&ID; ED; A&EM)

Project Implementation according to EPWP guidelines for labour intensive construction.

Roads and Stormwater: 2695 short term jobs; Transport Development: 180 short term jobs (3 year period; 1 job = 240 person days)

108 Roads and Stormwater projects to be implemented over the next three years in accordance with EPWP guidelines for labour intensive construction, to optimise job creation – trend to continue.

4. 2010 FIFA World Cup infrastructure

Cross Cutting (PW&ID; CD&RS)

Gap to be determined between full requirement and funding provided Council expected to provide counter funding

R670 million from PTIF for public transport for next 3 years Internal funding of R4 million in infrastructure cluster

Costed infrastructure plan and gap analysis to be ready by end May 2007 Bulk of Internal funding for 2010 diverted to Soshanguve Roads projects and meeting 2008 water target.

Twenty Prioritized Townships Programme of the Gauteng Provincial Department

of Housing (the Top 20 Townships Programme, or T20T)

The top 20 townships programme is an intergovernmental programme funded and

implemented by all three spheres of government. Provincial Departments will have to

ensure that the reprioritized projects are included in their Budget Statement 3 documents

for 2007/08 and 2008/09. This implies that Local Government will have to follow the lead

taken by provincial departments.

The Premiers Directive is that the following activities (amongst others) must receive

priority: beautifying the townships; providing decent schools; providing clinics; providing

sport and recreational facilities; providing libraries; providing taxi ranks; all roads in these

townships to be tarred by 2009; each area has a vibrant commercial and transport hub.

Provincial strategic priorities relating to infrastructure include, amongst others, the

following: Hostels to be converted to family units by 2009; eradicate informal settlements

by upgrading of back yard shack and upgrading of informal settlements per se;

regeneration of public assets; creating a safe and healthy environment.

Three of the top 20 townships are situated in Tshwane, being Atteridgeville, Mamelodi and

Soshanguve. The provincial Government has already started with some work in these three

townships. Roads and Stormwater have started with a process to quantify the exact

backlogs in these townships, considering also the implications of the recently approved

levels of Services.



The following provincial T20T projects have commenced.

Current contracts of Guteng Provincial Department of Public Transport Roads and Works, Gauteng in the three Top 20 Townships of Tshwane

Top 20 Township Description Total length

affected (m) Estimated

project cost

Mamelodi Upgrade of Shabangu Road (Sidewalks and bus bays) (Contract GCT 1350/I/1-2006 1 300 R2 166 769

Mamelodi Completion of Sibamnde Street (Contract GCT 1550/C/1-2006) 690 R1 081 554

Mamelodi SW Channels and walkways in Masethe street (Contract GCT 1550/G/1-2006) 370 R796 707

Mamelodi Walkways ungrading at Bogoshi Street 690 R444 614

Atteridgeville Provide mini circles at Sekhu & Moroe & Morou-Tlou Road (Contract GCT 1550/J/1-2006) 1 145 R1 738 653

Atteridgeville Upgrade of Third Road to Makaza Street (Contract GCT 1550/B/1-2006) 225 R1 431 936

Soshanguve Upgrade of roads 36.01, 36.02, 36.03 and 36.06 (Contract GC 1451) 3904 R10 433 578

Soshanguve Upgrade of road 36.04 (Contract GCT 1550/D/1-2006) 1449 R2 387 346

Soshanguve Upgrade of Road 36.05 (Contract GCT 1550/K/1-2006) 1072 R1 774 808

Soshanguve Upgrade of road 36.07 (Contract GCT 1550/E/1-2006) 980 R1 713 066

Soshanguve Upgrade of road 36.08 (Contract GCT 1550/H/102006) 730 R2 454 388

Soshanguve Upgrade of road 36.10 (Contract GCT 1550/H/1-2006) 540 R1 169 416

Soshanguve Upgrade of road 36.09A (Contract GCT 1550/A/1-2006) 1778 R2 382 172

Soshanguve Upgrade of road 36.09B (Contract GCT 1550/F/1-2006) 1776 R3 182 776

Total value of current T20T projects implemented by Gauteng Province R33 157 783

An analysis of the extent of roads and stormwater backlogs in Mamaelodi, Atteridgeville

and the pre-1994 parts of Soshanguve (being the T20T definition) was made for the

Mayoral Lekgotla that was held on 18 and 19 April 2007. It should be noted that the

financial years of Gauteng Province and the CTMM does not correspond, as reflected in the

note/remarks.

The results are reflected in the table below (see next page).



Backlog Cost for Upgrade/Tarring of all roads in Top 20 Townships

Township Road Length (Km) Estimated Cost Notes/Remarks

Soshanguve 385 R1 000 000 000 Includes major stormwter drainage systems

Mamelodi 65 R160 000 000 None

Atteridgeville 8 R21 000 000 Including separate stormwater drainage systems

Totals Backlogs 458 R1 181 000 000 Funding confirmed by Department of Public Transport, Roads and Works, Gauteng Year 1 2006/07 R8 700 000 Provincial Financial Year Year 2 2007/08 R30 500 000 Provincial Financial Year Year 3 2008/09 R20 500 000 Provincial Financial Year

Total Provincial allocation for 3 Years R59 700 000 Provincial Financial Year

Allocation from Project 711863: Internal Roads: Northern Areas

Year 1 2007/08 R31 560 000 CTMM Financial Year (Includes MIG funds)

Year 2 2008/09 R38 950 000 CTMM Financial Year Year 3 2009/10 R83 670 000 CTMM Financial Year

Total allocation from Project 711863 R154 180 000 CTMM Financial Year

(Includes MIG funds) Allocation from Project 712506: Upgrade of roads and appurtenant stormwater drainage systems in Soshanguve


Year 2 2008/09 R16 650 000 CTMM Financial Year


Total Allocation for 3 years R100 940 000 CTMM Financial Year (Includes MIG funds)

Summary of Backlogs in the three T20T areas (3 years) Total Value of Backlogs in T20T areas R1 181 000 000

Minus Total value of confirmed Provincial allocation R59 700 000

Provincial implementation, to be handed over to CTMM after completion as per implementation protocol

Minus Total allocation from Project 711863 (Includes MIG allocation) R154 180 000

Implementation by CTMM. Detail of projects to be finalized with Councilors

Minus Total allocation from Project 712506 (Includes MIG allocation) R100 940 000 Implementation by CTMM

Remaining estimated value of backlogs in T20T areas R866 180 000

At the Infrastructure Development Lekgotla that was held from 6 – 8 December 2006, it

was agreed that the Housing Department will be the lead Department for implementation

and reporting on the T20T programme.



Housing Densification Plan and Formalising of Informal Settlements 2006 –

2011

Housing Densification Strategy

Densification in the housing provision strategy has a number of advantages. It includes the

reduction of urban sprawl, reduction of expenditure on bulk and link services, the

densification and integration of the City, improvement of the socio-economic situation of

the poor, optimising the use of available land, and the improved usage of public transport

services. The availability and price of land is a critical factor in the roll out of the

densification strategy. This implies that the following strategy is to be followed:

• High density housing in the inner city, within a 5 km radius, with high levels of

services to be provided;

• Medium density housing around the inner city, within a 20 km radius; with high

levels of services to be provided to all units; and

• Low density on the periphery of the city, within a 20 km radius, with high levels of

services for private development and intermediate levels of services otherwise. The

need to eradicate current backlogs will be approximately 136 592 new units, due to

the limited available land within the 20 km zone. The intermediate levels of

services are to be upgraded once all the projects within the 20 km radius have been

completed to high levels of services.

For the benefit of the public transport system, high density housing development should

take place in areas as close as possible to the Strategic Public Transport Network corridors

and public transport nodes. This will increase the city’s ability to provide fast, effective and

efficient public transport services, and stimulate economic growth.

Formalising Informal Settlements

Formalisation of current informal settlements (including those outside the 20 km zone)

requires a township layout for the area that is occupied by the settlement and the approval

of the General Plan. Upgrading and installation of services can then take place. Transfer of

ownership takes place only after the opening of the township register, which in turn can

only be accomplished after the services have been installed. Certain settlements can be



formalized and upgraded at their current location, while other may require the relocation of

the citizens. Basic services that should be provided while awaiting the development should

include stand-pipes for water, refuse removal and access for emergency and public

transport vehicles. Informal settlements in Klip/Kruisfontein, Atteridgeville and

Olievenhoutbosch are located within the 20 km radius, while informal settlements in

Mamelodi, Temba, New Eersterust, Winterveld, Mabopane, GaRankuwa, Soshanguve, etc

are beyond the 20 km radius.

Implications of the Shortfall in the Housing Subsidy

An analysis of the housing subsidy breakdown was made, and it was clear that the subsidy

does not allow for the R8000 per stand which is required for the provision of Roads,

Stormwater and Transport infrastructure. Should a higher density of houses be allowed,

this requirement can be reduced to R6700 per stand. It is therefore clear that the funding

of the provision of Roads, Stormwater and Transport Development infrastructure must be

sourced from internal funds and not from the housing subsidy allowance. The length of

road required for every 1000 houses is approximately 10 km. At the current funding levels

from internal funds, the City can only provide roads for about 5000 stands at current

density (6000 stands at higher density). Due to the high number of backlogs in the

provision of housing, it is clear that the remainder of the road network can only be graded,

without any layer work or stormwater protection, and this will then increase the current

backlogs on both the road and the stormwater network.

The Tshwane Growth and Development Strategy (TGDS)

The Tshwane Growth and Development Strategy is the City’s joint effort to focus our

energies on key priority areas that will enable us to contribute to the national and

provincial growth targets necessary to half poverty and unemployment by 2014. The

Strategy is not intended to cover all elements of a comprehensive development plan for the

City, but rather comprises a limited set of high-impact, fast-track interventions that can act

as catalysts for accelerated and shared growth. Thus, the 5-Year Strategic Programme and

the various departmental planning instruments of Council will continue in tandem with this

new Strategy. While the Economic Development Department is the lead department for the

TGDS, various projects in the project lists in section 5 below will contribute to the Tshwane

Growth and Develeopment Strategy. Regular monthly reporting to the Municipal Manager,

who will ultimately be responsible for the implementation of the strategy, will be focusing



on project implementation to ensure that the City remains on track with implementing the

Strategy.

Tshwane Spatial development Strategy: 2010 and Beyond (TSDS)

The Tshwane Spatial Development Strategy (TSDS) aims to provide a long term spatial

direction for strategic focus areas which must influence short term investment. Therefore it

aims to redirect growth towards a more sustainable, efficient and equitable urban form. It

will assist to identify catalytic interventions for the next five years. Its impact will be visible

in a number of other strategies such as the housing strategy, the economic development

strategy, the transport strategy and the infrastructure investment strategy, to name a few.

One of the principles of the TSDS is that of movement and connectivity that will ensure

high levels of accessibility in the City and that will also connect Tshwane with the

envisaged Gauteng Global City Region. The integration of land use and transportation is

another important principle that is applied. Furthermore, the principle that infrastructure

investment must support both economic development as well as higher density

developments will be promoted. The approach that will be applied is that of SMART

GROWTH – promoting urban growth that is balanced and fiscally, environmentally and

socially responsible. Smart Growth aims to promote growth and development in areas

where optimal opportunity exist. It aims to leverage new growth and development. It

promotes redevelopment of existing areas, rather than abandoning existing infrastructure

and facilities only to rebuild it further out. Smart Growth is “town centred” and orientated

towards public transport and pedestrians. It promotes the mixing of retail, commercial and

housing uses, which promotes integrated development.

Tshwane Sustainable Human Settlements Strategy

The development of sustainable human settlements requires that urban cores must be

developed as centres for the clustering of social facilities to provide services to surrounding

communities. Accessibility to these urban cores, as well as to the surrounding communities,

must be facilitated by a properly developed and structured public transport network.

Transport, including proper transport routes, is therefore a critical element in the

implementation of the Tshwane sustainable human settlements strategy. To facilitate the

restructuring of existing settlements, focussing on the T20T areas, it is necessary that all

new residential developments should address the issue of sustainable human settlements.



In the case of private developments, this must be ensured either through the direct

provision of land/space and facilities, or through monetary contributions for development of

facilities by Council.

A comprehensive plan was developed for the development of sustainable human

settlements, called “Breaking New Ground” (BNG). Flagship projects from the CTMM that

forms part of this plan includes Boom/Bloed Street in the CBD, Eerste Fabrieke, Capital

Park, Koedoespoort, Klerksoord/Pretoria North and Salvokop.

Tshwane Town Planning Scheme, 2007

The Tshwane Town Planning Scheme, 2007 will integrate environmental management and

open space principles to ensure sufficient and sustainable provisioning of open spaces. It

will also ensure compatibility of land uses to open space, and will ensure appropriate

development of open spaces. It aims to facilitate the implementation of Council Policies

such as the CDS when providing new land use rights to its citizens. It will assist in

managing the impacts of development and to protect the community, especially with

relation to traffic congestion. It will also assist to ensure that engineering services can be

rendered to the properties controlled by the scheme. It provides for development

contributions in respect of bulk services charges or upgrading of infrastructure. It also

facilitates development and economic growth in the City. The new Scheme will ensure that

existing rights are not negated or reduced, that processes and systems are streamlined to

administer all applications, in terms of the Scheme, that the cost of doing business with

Council is competitive, that environmental issues are mainstreamed and that economic

growth and environmental sustainability are balanced.

ReKgabisa Tshwane

ReKgabisa Tshwane is a joint CTMM and State programme on the revitalisation of the inner

City through the State’s investment in certain precincts. At this stage the National

department of Public Works is discussing the needs of each state department regarding

head office space in the inner city. The idea is that there will be groupings of state

departments along Paul Kruger and Church Streets. Because the inner City is a prime node,

and also the focus of the Capital City (it is one of the pillars of the CDS), ReKgabisa

Tshwane becomes very important.



One of the pillars of the ReKgabisa Tshwane programme is the redevelopment and

implementation of the transport plan. The Transport Division is leading the process to

develop this plan. The proposed Bus Rapid Transit (BRT) system will not only provide

access to and from the CBD, but also through movement and movements within the CBD.

The Roads and Stormwater Division is also involved in the process, and funds are made

available through some of the projects and “basket projects” under Strategic Objectives

1.3, 2.3 and 3.6 on the project lists below.

Tsošološo Programme

The Tsošološo Programme is an implementation programme of the CDS, and entails the

development of quality open spaces. Whereas the T20T programme focuses on three of

the Townships in the Tshwane area, the Tsošološo programme incorporates all other

townships that Council has responsibility for. It also has a longer term vision that to T20T

programme. It will be essential that greater alignment be facilitated in targeted locations to

ensure the achievement of maximum impact. Unlike the T20T programme that focuses on

the whole township, the Tsošološo programme will be focussing on specific nodes within

townships or areas that will ensure social and business interaction. A number of projects

have already been identified for the Tsošološo programme, including the development of

an industrial park in Mamelodi, Section T precinct plan in Mamelodi (Including upgrading of

services), Tsamaya road urban design (Mamelodi), Hinterland Road Spine development

(including roads upgrading, provision of pedestrian walkways), facilities for informal traders

at Saulsville Station in Atteridgeville, Intermodal Transport Facilities for public transport at

Saulsville Station, Provision of adequate pedestrian facilities at Saulsville Station, Western

extension of Moroe Street to link it to Masopha Street in Atteridgeville.

Neighbourhood Partnership Development Programmes

The purpose of this initiative is to stimulate private sector investment through public sector

investment in community infrastructure, facilities and places in dormitory suburbs and in

neglected townships. The focus is in township nodes and business areas where private

sector investment will be sustainable. National Treasury is to form partnerships with local

municipalities in the rolling out of the neighbourhood development programmes.



To implement the programmes, a new grant was established in April 2006, called the

Neighbourhood Partnership Development Grant (NDPG). The vision of this new grant is to

create economic infrastructure that will

• leverage private and community investment into targeted areas,

• enhance collateral value of properties,

• create conditions for broader black capital and business development,

• create vibrant public and economic spaces,

• achieve greater efficiency in movement through spatial restructuring, introducing

more mixed land uses and developing activity nodes and movement corridors, and

• build social and developmental capacity that will contribute to social cohesion.

The NDPG has two components, namely technical assistance for research, planning, project

management, etc and capital funding for infrastructure. Capital may only be spent on

infrastructure that is a local authority competency e.g. it can not be used on metro rail

stations. It is viewed as long term funding (5 -10 years) and may be subjected to special

conditions such as specific Council approval for each project.

The projects listed under the sustainable human settlements strategy section above have

been submitted for an allocation from this new grant to enable the City to start with

investigations, technical studies and preliminary costing for implementation. It is envisaged

that huge amounts may be available in the long term (5 -10 years). The use of the

principle of “basket projects” in the business plan of Roads, Stormwater and Transport

Development will facilitate the process to include successful projects for implementation in

the budgeting cycle.

4.5.1.6 SECTION 5: DEPARTMENTAL PROJECTS

The business plan provides information of those projects that has already been approved

on the 3 year Medium Term Revenue and Expenditure Framework (MTREF) 06/07 (but

goes beyond that and also includes projects that are required to further address needs

pertaining to the communities, and which will improve service delivery and infrastructure

development, but for which no funds are as yet available.

The departmental priorities of the various projects are indicated on the tables below. The

the prioritisation criteria that was used in the previous business plan (for 2006/07 onwards)



were aligned with the initiatives, strategies and programmes at corporate level, including

strategies by other spheres of Government, to ensure that all factors influencing the

priority position of a project is properly catered for, and are incorporated in the model

below. The projects that are linked to the 2010 FIFA WC tournament have been excluded

from the process and are indicated in the column that is to be used for the departmental

priorities.

Decision Making Model to Facilitate Prioritisation (Roads and Stormwater)

The primary priorities for project implementation are as follows:

• Priority 1 = Contractually Committed Projects.

This status is applicable when a contractor has been appointed and the requirements

relating to the appointment (such as sureties, insurance, etc) can be concluded by the end

of the first quarter of 2007/08, provided that the Bid Committee made its decision before

30 June 2007.

Where it has been decided and agreed that a project will be constructed with internal work

teams of the Operational Services: Construction (All Regions) sub section, such a project

will also be considered to be contractually bound.

Where consultants are appointed for the detail designs, the project cannot be allocated the

status of “Contractually Bound”.

• Priority 2 = Continuous obligation Projects

• Priority 3 = All other, non-committed or new projects

A number of criteria were developed to ensure that the prioritisation of all Priority 3

projects and to ensure that prioritisation of these projects is not based on ad hoc or

arbitrary facts. Apart from these criteria, the Division also identified a number of project

enablers (such as a completed feasibility study) and a number of constraints that would

delay project implementation (such as the movement of settlements/communities that

must first be addressed). For each enabler that applies to a project, one point is added to

the score, while one point is deducted for each constraint that would prevent successful

project implementation within the time limits and within budget.



The Table below reflects this basic model. It should be noted that the model must be

applied to all those projects in primary priority 3 above to ensure that projects falls below

the baseline balanced cut-off point be fairly evaluated against those projects that were

used to get to the balanced budget as reflected in the targets, measures and monitoring

framework document.

Table: Prioritisation Criteria

Decision making model for prioritisation Organisational level of

Criterion Criterion Points Remarks

Supports SO1 on Primary level 3

Support s SO1 on secondary level 2

City Objective 1: Provide Quality Basic Services and Infrastructure

Supports SO 1 on tertiary level 1



City Objective 2: Accelerate higher and shared economic growth and development

Supports SO2 on tertiary level 1



City Objective 3: Fight poverty, build clean, healthy, safe and sustainable communities

Supports SO3 on tertiary level 1



City Objective 4: Foster Participatory democracy and Batho Pele principles through a caring, accessible and accountable service Supports SO4 on tertiary

level 1



City Objective 5: Ensure good governance, financial viability and optimal institutional transformation with capacity to execute its mandate Supports SO5 on tertiary

level 1

This is determined by the indication at project level in the tables below where “X” indicates primary Support,, “0” indicates Secondary Support and “1” indicates tertiary support., i.e. when a project contributes to targets for City KPA’s 1.7.2 (local labour); 2.3.1(EPWP); 2.5.1 (local vendors); 2.8.1 (Short term jobs); 3.6.3 (Stormwater for safety);3.6.4 (Traffic signs for safety) on the secondary or tertiary level, or any of the City KPA’s under strategic objectives 4 and 5.

City KPA 1.1: Eradication/ reduce of infrastructure backlogs

The outcome of the project is the provision of infrastructure to reduce infrastructure backlogs according to Departmental target 1.1.6 on the City scorecard

5 This is allocated when the project is linked to DKPA 1.1: Eradication of Roads/Stormwater backlogs

City KPA 1.2: Provide quality infrastructure for growth

The outcome of the project is new infrastructure that facilitates growth and addresses departmental targets 1.2.7 and 1.2.8 on the City Scorecard

3 This is allocated when the project is linked to DKPA1.2: Provision of new Roads/Stormwater

City KPA 1.3:Ensure maintenance of existing infrastructure

The outcome of the projects is maintaining roads, stormwater and related infrastructure that contributes to Departmental targets1.3.2 – 1.3.6 on the City Scorecard

3 This is allocated when the project is linked to DKPA 1.3:Maintainence of infrastructure assets

City KPA 2.1: Leverage growing and strategic sectors in the City

The outcome of the project is provision of new 2 This is allocated when the project is linked

to DKPA 2.1: Provide road infrastructure for





in a way that optimise investment opportunities and focus on establishing an integrated economy

infrastructure that contributes to Departmental target 2.1.1 on the City Scorecard

regeneration of local economic nodes.

City KPA 3.6: Ensure the safety of our communities, businesses and roads …..

The outcome of the project is the provision or replacement of infrastructure that promotes safety in the roads environment, and contributes to Departmental targets 3.6.3 and 3.6.4 on the City Scorecard

4

This is allocated when the project is linked to DKPA 3.6: Provide safety features that contribute to safe roads in the built environment

Lives and Property is in Danger 5

Infrastructure is damaged 3 Ponding of Water on property and Infrastructure 2

Executive Mayor’s 100 Days Programme to address Stormwater related problems and hot spots.

Infrastructure is Flooded 1

This is allocated when a project addresses the specific “hot spots”, and is an indication of the seriousness of the hot spot

Aligned with Minimum levels of service and Municipal Infrastructure Investment strategy

2

This is allocated when the program is aligned with the Basic levels of service strategy (See section 4.2.1 and 4.2.2 above)

Supports the Housing Densification Plan 2

This is allocated when the project supports the housing densification plan and the formalising of informal settlements 2006-2011 (See section 4.3.2 above)

Supports Top 20 Townships Program and Funded by Gauteng Province based on T20T Supports the T20T but is not co-funded

3 2

This is allocated when the project supports the T20T programme (See Section 4.3.1 above).

Aligned with Tshwane Spatial Development strategy: 2010 and Beyond

1

This is allocated when the project is within the 20 Km Radius and thus supports the Tshwane Spatial development Framework: 2010 and Beyond (See Section 4.3.3 above)

Aligned with Strategic Public Transport Network Strategy 2

This is allocated when the project is aligned with the Accessibility and Mobility strategy contained in the SPTN (See section 4.3.5 above)

Supporting the ReKgabisa Tshwane Programme 1

This is allocated when the projects is with the boundaries of the CBD thus supporting the ReKgabisa Tshwane Program (See section 4.3.7 above)

Support the Tsosoloso Programme 1

This is allocated when the project is aligned with the Tsosoloso programme (See section 4.3.8 above)

Supports the Neighbourhood Partnership Programme and is co-funded by NPD Grant Supports the NPD programme but is not co-funded

3 2

This is allocated when the project supports the NPD programme (See section 4.3.9 above)

Corporate and Departmental Enablers as listed in section 4 above

Supports Departmental strategy to eliminate infrastructure backlogs

2

This is allocated when the project supports the departmental strategy to eliminate infrastructure backlogs ( See section 4.2.4 above)

Record of Decision is obtained 1

This is allocated when the EIA has been completed and a record of Decision has been obtained from GDACE

Feasibility is completed 1 This is allocated when the feasibility study has been completed and confirms that the project is feasible

Project enablers / prompters

Detail Design 1

This is allocated when the detail design has been done, or when an external service provider has been appointed for the design (at least one payment should have been made)





Tender procurement process has started 1 This is allocated when the procurement

process has started External Funding has been secured 1 This is allocated when the business plans

for MIG funding has been approved, Partnerships with public or private concerns are in place that provide source of external funding

1

This is allocated when partnerships for co-funding by private companies are in place, or when SLA with SANRAL or nDoT has been negotiated

Environmental Impact Assessment (EIA) -1 This is deducted if the EIA has not been

done

Way Leave -1 This is deducted when way leaves have not yet been obtained

Expropriation -1 This is deducted when expropriation is outstanding, or still under negotiation

Formalisation -1 This is deducted when formalisation of the settlement (normally handled by the Housing Department) is outstanding

Relocation of Residents -1 This is deducted when the relocation of residents is not finalised or needs to be negotiated

Project Constraints

Relocation of Services -1 This is deducted when the relocation of services are not finalised



SECTION 5A: ROADS AND STORMWATER DIVISION

Projects to Eliminate Infrastructure Backlogs (Strategic Objective 1.1)

Funded Projects

I tis estimated that the funded projects for strategic objective 1.1 should be enable the Roads and Stormwater Division to reach the following

targets ( the figures in brackets are the Council approved targets reflected in section 3 above).

Departmental KPA Target Year 1 Target Year 2 Target year 3 Remarks 1.1.6 Length of Roads to eradicate Backlogs

88.1 Km (39.6 Km)

45.0 Km (33.6 Km)

49.8 Km (45.8 Km)

Additional funding allocated to Projects linked to the State of the City Address (Soshanguve, Mabopane, Mamelodi)

1.1.6 Length of Stormwater drainage systems to eradicate backlogs

81.2 Km (38.1 Km)

42.3 Km (32.9 Km)

57.1 Km (44.4 Km)

Additional funding allocated to Projects linked to the State of the City Address (Soshanguve, Mabopane, Mamelodi)

2.3.1 Number of contracts implemented through EPWP guidelines

59 contracts (55 contracts)



Indications are that learnership contracts may terminate in 2007/08

2.8 Number of short term jobs created

890 Jobs (552 jobs)

945 jobs (607 jobs)

925 Jobs (668 jobs)

Increased focus on use of local labour to assist in eradication of poverty



Projects Exclusively in the Top 20 Townships (R329 441 000 over 3 years) FIVE YEAR STRATEGIC BUSINESS PLAN

ALIGNMENT PROJECT Amount

(R ‘000)

Strategic Objective

Link

Strategic Objective/s Served (Indicate “x" where main &

"o" where secondary served) Strategic

Unit/Division

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Project Name Project Number Ward/s Fund

Type

SO Ref Nr 1 2 3 4 5

Year 1 (07/08)

Year 2 (08/09)

Year 3 (09/10)

Roads & Stormwater 3.19 Major Stormwater System, Mamelodi X 8 710129 17 1 1.1 X 1 O 925 2 000 1 000

Roads & Stormwater 1 Major collector road Soshanguve Block

DD/CC 710901 26, 33 1 1.1 X 1 O 2 100 0 0

Roads & Stormwater Access Road To Mamelodi X18 (K54) 710937 10 1 1.1 X 1 O 1 000 0 0

Roads & Stormwater

3.20 Access Road To Mamelodi X18 (K54) 710937 10 5 1.1 X 1 O 0 2 000 2 000

Roads & Stormwater Block W - Stormwater Drainage 711164 25 1 1.1 X 1 O 2 700 1 000 0

Roads & Stormwater

1 Block W - Stormwater Drainage 711164 25 5 1.1 X 1 O 3 100 0 0

Roads & Stormwater

1 Stormwater Drainage Mahube Valley 711213 17 1 1.1 X 1 O 2 000 0 0

Roads & Stormwater 1 Stormwater Drainage Mahube Valley 711213 17 5 1.1 X 1 O 1 200 3 300 0

Roads & Stormwater

Flooding backlog: Network C5, C6, C11 & C13, Atteridgeville 712511 62 1 1.1 X 1 O 0 0 7 000

Roads & Stormwater

2 Flooding backlog: Network C5, C6, C11 & C13, Atteridgeville 712511 62 5 1.1 X 1 O 0 2 700 0

Roads & Stormwater 1 Collector Road Backlogs: Mamelodi 712521

6,10, 15, 16, 17, 18, 23, 28, 38, 67, Part of 40

1 1.1 X 3 500 8 000 8 651

Roads & Stormwater 1 Collector Road Backlogs: Atteridgeville 712522

Part of 7, 51, 62, 63, 68, 71, 72

1 1.1 X 3 000 4 000 5 000

Roads & Stormwater 3.22 Upgrading of roads and appurtenant

stormwater systems in Soshanguve 712605 11, 12, 25, 26, 27, 29,

1 1.1 X 1 O 43 515 49 650 60 100



FIVE YEAR STRATEGIC BUSINESS PLAN ALIGNMENT

PROJECT Amount (R ‘000)

Strategic Objective

Link


"o" where secondary served) Strategic

Unit/Division

Dep

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Pro

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for

200

7/20

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Fina

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Type

SO Ref Nr 1 2 3 4 5

Year 1 (07/08)

Year 2 (08/09)

Year 3 (09/10)

33, 34, 35, 36


stormwater systems in Soshanguve 712605

11, 12, 25, 26, 27, 29, 33, 34, 35, 36

5 1.1 X 1 O 9 900 0 1 000


stormwater systems in Soshanguve (RG) 712666

11, 12, 25, 26, 27, 29, 33, 34, 35, 36

3 1.1 X 1 O 90 000 0 0

Roads & Stormwater Upgrading of Sibande Street, Mamelodi 712612 6,23 1 1.1 X 500 3 500 5 000

Grand Totals 163 540 76 150 89 751 Total Internal Funds 59 340 68 150 86 751 Total MIG Fund 14 200 8 000 3 000

Total Restructuring Grant Funding 90 000 0 0



Projects in Other Areas (R555 593 250 for 3 years) FIVE YEAR STRATEGIC BUSINESS PLAN

ALIGNMENT PROJECT Amount

(R ‘000)

Strategic Objective Link


"o" where secondary served) Strategic Unit/Division

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Type

SO Ref Nr 1 2 3 4

Year 1 (07/08)

Year 2 ((08/09)

Year 3 (09/10)

Roads & Stormwater 2 Essential/Unforeseen Stormwater

Drainage Problems 710116 Tshwane Wide 1 1.1 X O 5 000 5 000 3 000

Roads & Stormwater 3.19 S/W Box Culvert Under Railway Line,

H/Skraal 710127 74 1 1.1 X O 3 800 3 000 0

Roads & Stormwater 3.21 Concrete Canal: Sam Malema Road,

Winterveldt 710128 9 1 1.1 X 1 O 3 000 9 750 10 000

Roads & Stormwater 3.24 Stormwater System In Eersterust X 2 710139 43 1 1.1 X 1 O 5 000 4 500 0

Roads & Stormwater 1 Major Stormwater Systems:

Klip/Kruisfontein 710143 37, 39 1 1.1 X 1 O 4 000 3 500 4 000

Roads & Stormwater

Rehabilitation Of Stormwater Systems & Sidewalks 710220 Tshwane

Wide 1 1.1 X 1 O 6 000 0 5 606

Roads & Stormwater

2 Rehabilitation Of Stormwater Systems & Sidewalks 710220 Tshwane

Wide 5 1.1 X 1 O 10 000 9 508.75 10 000

Roads & Stormwater 1 Mateteng Main Transport Route,

Stinkwater 710597 14 5 1.1 X 1 O 8 500 100 600

Roads & Stormwater Real Rover Road To Serapeng Road 710936 18,40 1 1.1 X 1 O 16 000 0 0

Roads & Stormwater

1 Real Rover Road To Serapeng Road 710936 18, 40 5 1.1 X 1 O 0 0 0

Roads & Stormwater Magriet Monamodi Stormwater System 711262 73 1 1.1 X 1 O 3 000 0 0

Roads & Stormwater

1 Magriet Monamodi Stormwater System 711262 73 5 1.1 X 1 O 0 1 000 0

Roads & Stormwater

Major S/ Water Drainage System: Matenteng 711264 14 1 1.1 X 1 O 5 000 6 500 0

Roads & Stormwater

1 Major S/ Water Drainage System: Matenteng 711264 14 5 1.1 X 1 O 0 0 6 000

Roads & Stormwater

Major S/Water Drainage System: Majaneng 711273 76 1 1.1 X 1 O 7 000 708.75 0

Roads & Stormwater

1 Major S/Water Drainage System: Majaneng 711273 76 5 1.1 X 1 O 0 4 791.25 6 000

Roads & Stormwater 1 Major S/Water Drainage Channels: Ga-

Rankuwa 711284 30, 31, 32 5 1.1 X 1 O 8 000 7 000 4 000

Roads & Stormwater 1 Stormwater Drainage Systems In Ga-

Rankuwa View 711285 30 5 1.1 X 1 O 4 000 3 500 4 000








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Type

SO Ref Nr 1 2 3 4

Year 1 (07/08)

Year 2 ((08/09)

Year 3 (09/10)

Roads & Stormwater Internal Roads: Northern Areas 711863

62, 6, 73, 34, 19, 29, 21, 13

1 1.1 X O 1 5 453 15 187.5 23 570

Roads & Stormwater

2

Internal Roads: Northern Areas 711863

62, 6, 73, 34, 19, 29, 21, 13

5 1.1 X O 1 26 105 23 763 60 100

Roads & Stormwater

Flooding Backlogs: Stinkwater & New Eersterust Area 712219 8, 13, 14 1 1.1 X 1 O 722 800 0

Roads & Stormwater

1 Flooding Backlogs: Stinkwater & New Eersterust Area 712219 8, 13, 14 5 1.1 X 1 O 4 278 0 2 000

Roads & Stormwater

Flooding Backlogs: Sosh & Winterveldt Area 712220

9, 11, 12, 22, 24, 25, 26, 27, 29, 33, 34, 35, 36, 49.

1 1.1 X 1 O 0 1 000 3 593

Roads & Stormwater

1

Flooding Backlogs: Sosh & Winterveldt Area 712220

9, 11, 12, 22, 24, 25, 26, 27, 29, 33, 34, 35, 36, 49.

5 1.1 X 1 O 5 000 0 1 407

Roads & Stormwater 1 Flooding Backlogs: Mabopane Area 712221

19, 20,21, 22

1 1.1 X 1 O 4 000 3 500 8 800

Roads & Stormwater 1 Flooding Backlogs: Mamelodi, Eersterust

& Pta Eastern Area 712223

6, 10, 15, 16, 17, 18, 23, 28, 38, 40, 41, 43, 44, 45, 46, 47, 52, 67

1 1.1 X 1 O 2 000 4 100 0

Roads & Stormwater

3.13 Formalise And Align New Access to Odenburg Gardens 712253 22 1 1.1 X 1 O 25 950 0








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Type

SO Ref Nr 1 2 3 4

Year 1 (07/08)

Year 2 ((08/09)

Year 3 (09/10)

Roads & Stormwater

Formalise And Align New Access to Odenburg Gardens 712253 22 5 1.1 X 1 O 325 50 0

Roads & Stormwater 1 Flooding backlog: Network 3, Kudube

Unit 11 712503 75 1 1.1 X 1 O 0 0 1 300

Roads & Stormwater 1 Flooding backlog: Network 2F, Kudube

Unit 6 712504 75 1 1.1 X 1 O 0 0 1 600

Roads & Stormwater 1 Flooding backlog: Network 5A,

Matanteng 712506 75 1 1.1 X 1 O 1 750 0 0

Roads & Stormwater 1 Flooding backlog: Network 2H, Kudube

Unit 7 712507 8 1 1.1 X 1 O 1 850 0 0

Roads & Stormwater Flooding backlog: Network 1B, Suurman 712508 76 1 1.1 X 1 O 0 1 000 1 700

Roads & Stormwater

2 Flooding backlog: Network 1B, Suurman 712508 76 5 1.1 X 1 O 0 0 0

Roads & Stormwater 2 Flooding backlog: Network 1D, Suurman 712509 8 1 1.1 X 1 O 0 1 000 1 700

Roads & Stormwater 2 Flooding backlog: Network 1E, Suurman 712510 8 1 1.1 X 1 O 0 1 000 1 700

Roads & Stormwater 1 Flooding backlog: Network 5D, Mandela

Village Unit 12 712512 73 1 1.1 X 1 O 2 000 3 000 1 000

Roads & Stormwater 2 Flooding Backlogs: Soshanguve South &

Akasia Area 712513

2, 4, Part of 20, 35, 36, 37, 39

1 1.1 X 1 O 3 400 3 750 8 000

Roads & Stormwater 2 Flooding Backlogs: Olievenhoutbosch &

Centurion Area 712514

7, 57, 48, 57, 61, 64, 65, 66, 69, 70

1 1.1 X 1 O 500 0 0

Roads & Stormwater 2 Flooding backlog: Network 2B, Ramotse 712515 73 1 1.1 X 1 O 2 500 1 400 5 000

Roads & Stormwater 2 Flooding backlog: Network 2D, New

Eersterust x 2 712516 13 1 1.1 X 1 O 2 500 1 300 2 000

Roads & Stormwater 1 Flooding backlog: Drainage canals along

Hans Strydom Dr, Mamelodi x 4 and x 5 712518 15, 16 1 1.1 X 1 O 2 500 5 500 0

Roads & Stormwater

Flooding backlog: Network 1A, 1C & 1F, Ramotse 712520 73 1 1.1 X 1 O 0 5 500 7 000

Roads & Stormwater

1 Flooding backlog: Network 1A, 1C & 1F, Ramotse 712520 73 5 1.1 X 1 O 9 000 10 500 4 000

Roads & 2 Flooding backlog: Network 3A, Kudube 712523 74 1 1.1 X 3 600 0 0








Dep

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8 Fi

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Type

SO Ref Nr 1 2 3 4

Year 1 (07/08)

Year 2 ((08/09)

Year 3 (09/10)

Stormwater Unit 9 Roads & Stormwater 3. Upgrading of Mabopane Roads (red

soils) 712611 19, 20, 21 1 1.1 X X 10 000 10 000 10 000

Roads & Stormwater 3. Ward Based Project: Roads &

Stormwater 712616

8, 9, 12, 14, 19, 20, 21, 22, 24, 30, 31, 32, 40 (Nellma-pius part), 43, 48, 73, 74, 75, 76

1 1.1 X X 7 500 12 475 9 975

1.1 Grand Totals 183 308 164 634.25 207 651 1.1 Total Internal Funds 108 100 104 421.25 109 544 1.1 Total MIG Funds 75 208 60 213 98 107

Unfunded Projects to be Included in the Business Plan

An amount of R320 880 000 is required to address the needs in the project lists below. This would enable Roads, Stormwater and Transport

Development to make a difference in Tshwane, and it would assist reaching the longer term goal of reducing the current backlogs for Roads

and Stormwater by 50% in the year 2020, as it is captured in the 5YP.



Projects Exclusively in the Top 20 Township

FIVE YEAR STRATEGIC BUSINESS PLAN ALIGNMENT PROJECT Amount

Strategic Objective

Link

Strategic Objective/s Served (Indicate "x" where main & "o" where secondary

served)

Total for 3 years Strategic

Unit/Division

Dep

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Type

SO Ref Nr 1 2 3 4 5 (R ‘000)

Roads & Stormwater Collector Road Backlogs: Soshanguve North 0 1 1.1 X O 1 23 580

Roads & Stormwater Flooding backlog: Network 94/B58 to 79/24,

Soshanguve South Ext 2, 4 and 5 712517 39 1 1.1 X O 1 5 600

Roads & Stormwater Access To Mamelodi Gardens Station 710925 1 1.1 X O 1 9 500

1.1 Grand Total 38 680

Projects in Other Areas


Strategic Objective

Link


served)

Total for 3 Years

Strategic Unit/Division

Dep

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007/

2008

Fin

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Type

SO Ref Nr 1 2 3 4 5 (R ‘000)

Roads & Stormwater Stormwater Drainage Systems: Lyttleton 711276 1 1.1 X 0 1 500

Roads & Stormwater Flooding Backlogs: Temba, Hammanskraal & Northern

Pta Area 712218 1 1.1 X 1 0 37 600

Roads & Stormwater Flooding Backlogs: Atteridgeville, Moot, Pta Central &

Southern Area. 712224 1 1.1 X 1 0 15 000

Roads & Stormwater Stormwater Drainage System Next To Sam

Motsuenyane 712215 1 1.1 X 1 0 750

Roads & Stormwater Flooding Backlog: Network 2A & 2D, Marokolong 712505 73 1 1.1 X 1 0 16 800

Roads & Stormwater Flooding Backlog: Network 2B, New Eersterust X 1 712519 13 1 1.1 X 1 0 10 500




Strategic Objective

Link


served)

Total for 3 Years


Dep

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007/

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Fin

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Type

SO Ref Nr 1 2 3 4 5 (R ‘000)

Roads & Stormwater Major Stormwater System: Heinrich St between Brits Rd

& Boepens Spruit, Theresa Park 0 1 1.1 X 1 0 2 700

Roads & Stormwater Major Stormwater System: Willem Cruywagen St

between Brits Rd & Boepens Spruit, Theresa Park 0 1 1.1 X 1 0 2 800

Roads & Stormwater Major Stormwater System: Sylvia St, Heatherdale 0 1 1.1 X 1 0 2 100

Roads & Stormwater Major Stormwater System: Frans du Toit St, Rosslyn 0 1 1.1 X 1 0 2 900

Roads & Stormwater Major Stormwater System, Mabopane Unit X Ext. 0 1 1.1 X 1 0 4 000

Roads & Stormwater Major Stormwater System, Mabopane Unit D 0 1 1.1 X 1 0 2 000

Roads & Stormwater Collector Road Backlogs: Garankuwa 0 1 1.1 X O 1 15 550

Roads & Stormwater Collector Road Backlogs: Mabopane 0 1 1.1 X O 1 20 100

Roads & Stormwater Collector Road Backlogs: Soshanguve South & Akasia

Area 0 1 1.1 X O 1 93 000

Roads & Stormwater Collector Road Backlogs: Winterveldt 0 1 1.1 X O 1 19 400

Roads & Stormwater Collector Road Backlogs: Temba, Suurman,

Hammanskraal & Stinkwater 0 1 1.1 X O 1 35 500


Projects to Facilitate Growth (Strategic Objective 1.2)

It is estimated that the following departmental targets may be reached with these projects. The figures in brackets are the Council approved

targets reflected in section 3 above.



Departmental KPA Target year 1 Target year 2 Target year 3 Remarks 1.2.7 Length of Roads provided for growth

11.4 Km (12.4 Km)

10.4 Km (12.8 Km)

8.3 Km (16.4 Km)

Include the completion of Lynwood Road and Roads provided by Private Developers

1.2.8 Length of Stormwater provided for growth

10.3 Km (4.4 Km)

7.8 Km (4.4 Km)

6.0 Km (7.9 Km)

Include the completion of Lynwood Road and Stormwater Drainage Systems provided by Private Developers

Funded Projects in other areas (R166 200 000 for 3 years)

FIVE YEAR STRATEGIC BUSINESS PLAN ALIGNMENT Project Amount

Strategic Objective

Link

Strategic Objective/s Served (Indicate"x" where main & "o" where secondary

served)


Dep

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Type

SO Ref Nr 1 2 3 4 5

Year 1 (07/08)

Year 2 (08/09)

Year 3 (09/10)

Roads & Stormwater 2 Contributions: Services for Township

Development 710115 Tshwane Wide 1 1.2 X O 15 000 9 000 10 000

Roads & Stormwater 2 Establish Road reserves for Main

Routes 710257 Tshwane Wide 1 1.2 X O 200 200 200

Roads & Stormwater 1 Doubling Of Church Street Over

Railway Line 710928 56 1 1.2 X O 100 0 0 Roads & Stormwater 1 Doubling Of Lynnwood Road 710939 40, 44, 46 1 1.2 X O 1 35 000 35 500 1 000 Roads & Stormwater 1 Olievenhoutbosch Activity Spine 711325 64, 65 1 1.2 X O 6 000 0 0 Roads & Stormwater Doubling Of Simon Vermooten 711800 40, 41, 43 1 1.2 X O 9 000 30 000 5 000 Roads & Stormwater

1 Doubling Of Simon Vermooten 711800 40, 41, 43 3 1.2 X O 10 000 0 0

1.2 Grand Total 75 300 74 700 16 200 1.2 Total Internal Funds 65 300 74 700 16 200

1.2 Total Other Funds / Grants 10 000




The business plan also include unfunded projects to the amount of R140 550 000 for the next three years to provide in the desperate need of

quality infrastructure that should be provided for growth of the City.

Projects that would Support ReKgabisa Tshwane

FIVE YEAR STRATEGIC BUSINESS PLAN ALIGNMENT PROJECT Amount Strategic Objective

Link


served)


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Type

SO Ref Nr 1 2 3 4 5

Total for 3 years (R ‘000)

Roads & Stormwater Nelson Mandela Drive System 710929 1 1.2 X O 1 15 500

Amount required 1.2 Grand Total 15 500



Other Projects

FIVE YEAR STRATEGIC BUSINESS PLAN ALIGNMENT PROJECT Amount Strategic Objective

Link


served)



Dep

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Type

SO Ref Nr 1 2 3 4 5

Roads & Stormwater Improvement Of Church Street West 710926 1 1.2 X 1 O 11 650 Roads & Stormwater

Doubling of Church Street over Railway Line 710928 1 1.2 X 1 O 36 500

Roads & Stormwater

Improving of Hans Strijdom Drive (West) (Initial start-up cost) 710940 1 1.2 X 1 O 3 500

Roads & Stormwater Doubling Of Stormvoel Road 710943 43 1 1.2 X O 1 21 150

Roads & Stormwater Extension Of Derdepoort Avenue 710262 1 1.2 X O 1 45 500 Roads & Stormwater

Upgrading Of Road Network In Menlyn Node 711301 46 1 1.2 X O 1 6 750

Amount Required 1.2 Grand Total 125 050

Projects to Maintain and Replace Existing Infrastructure (Strategic Objective 1.3)

It is estimated that the following departmental targets can be reached with the projects listed below and the operational budget allocation.

The Council approved targets, as reflected in Section 3 above, are reflected in brackets.



Departmental Target Year 1 target Year 2 Target Year 3 Target Remarks 1.3.2 Length of roads maintained

2 499.5 Km (345.5 Km)

2 414 Km (318 Km)

2 286 Km (491 Km)

The approved targets excluded the blading of gravel roads, and was only for regravelling of gravel roads and resurfacing paved roads

1.3.3 Length of Stormwater drainage systems maintained

11.57 Km (6.952 Km)

11.12 Km (6.858 Km)

10.54 Km (6.825 Km)

Increased efforts to clean and maintain stormwater drainage pipes to limit flood damages.

1.3.4 Number of traffic signals maintained

3 860 (4 034)

3 688 (3 853)

3 485 (3663)

It should be noted that planned maintenance, performed by an external contractor, are exluded from these targets. These targets are reactive maintenance only

1.3.5 Moved to strategic objective 3.6

Moved Moved Moved Moved to KPA 3.6

1.3.6 Number of bridges maintained

14 (12 Bridges)

14 (13 Bridges)

13 (13 bridges)

These targets are for both rehabilitation and maintenance of bridges

Funded Projects that Contribute to ReKgabisa Tshwane (R1 650 000 for 3 years)



Strategic Objective

Link


served)


Dep

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Proj

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8 Fi

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Type

SO Ref Nr 1 2 3 4 5

Year 1 (07/08)

Year 2 (08/09

Year 3 (09/10)

Roads & Stormwater 2 Apies River: Canal Upgrading, Pretoria

Central 710117 Tshwane Wide 1 1.3 X O 550 550 550

1.3 Grand Total (Internal Funds) 550 550 550



Other Funded Projects (R109 850 750 for 3 years)



Strategic Objective

Link


served)


Dep

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Pr

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r20

07/2

008

Fina

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Type

SO Ref Nr 1 2 3 4 5

Year 1 (07/08)

Year 2 (08/09

Year 3 (09/10)

Roads & Stormwater 2 Rehabilitation Of Bridges 710223 Tshwane

Wide 1 1.3 X O 1 575 1 653.75 2 000

Roads & Stormwater 2 Essential & Unforeseen Road

Improvements 710226 Tshwane Wide 1 1.3 X O 1 200 1 500 2 000

Roads & Stormwater 3.13 Extension Of Atcon Traffic Control

System 710399 Tshwane Wide 1 1.3 X O 1 000 1 000 1 000

Roads & Stormwater 3.13 Implement Real Time Traffic Control

Pilot Project 710402 Tshwane Wide 1 1.3 X O 1 000 1 000 1 000

Roads & Stormwater Rehabilitation Of Roads 710902 1 1.3 X O 31 325 14 000 36 200 Roads & Stormwater

2 Rehabilitation Of Roads 710902

N East, N West, Rest of Tshwane 5

1.3 X O 0 4 922 0 Roads & Stormwater 2 Centurion Lake And Kaal Spruit 712217 57, 65, 69 1 1.3 X O 1 175 800 18 500 1.3 Total 36 275 24 875.75 48 700 1.3 Total Internal Funds 36 275 19 953.75 48 700 1.3 Total MIG Funds 0 4 922 0

Projects to Promote Local Economic Development (Strategic Objective 2.1)

Funded Projects

It is estimated that the following departmental targets will be reached with these projects. The figures in brackets are the Council approved

targets reflected in Section 3 above.



Departmental KPA Year 1 target Year 2 Target Year 3 target Remarks 2.1.1 Length of roads provided in local economic clusters

5.9 Km (2.4 Km)

12.3 Km (1.0 Km)

0 Km (1.0 Km)

Approved targets excluded work required in preparation for 2010 FIFA world cup. Funds in year 3 redirected to eradication of backlogs

2.3.1 Number of contracts executed according to EPWP guidelines

See strategic objective 1 above See strategic objective 1 above See strategic objective 1 above

2.8 Number of short term jobs created

See strategic objective 1 above See strategic objective 1 above See strategic objective 1 above

Projects exclusively in Top 20 Townships (Linked also to 2010 FIFA WC) (R40 000 000 for 3 years)




Strategic Objective/s Served (Indicate "x" where main & "o" where secondary served)


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Type

SO Ref Nr 1 2 3 4

Year 1 (07/08)

Year 2 (08/09)

Year 3 (09/10)

Roads & Stormwater

2010 FIFA WC Upgrading of Maunde 712544 3, 51, 62 1 2.1 X 2 000 0 0

Roads & Stormwater

2010 FIFA WC Upgrading of Maunde 712544 3, 51, 62 3 2.1 X 10 000 15 000 0

Roads & Stormwater

2010 FIFA WC Giant Stadium: Buitekant Street 712545 33 1 2.1 X 2 000 0 0

Roads & Stormwater

2010 FIFA WC Giant Stadium: Buitekant Street 712545 33 3 2.1 X 3 000 8 000 0

2.1 Total 17 000 23 000 0 2.3 Total Internal Funds 4 000 0 2.3 Total External Funds 13 000 23 000



Project in Support of ReKgabisa Tshwane (R6 000 000 for 3 years)






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Project Name

Project Number

Ward/s

Fund Type

SO Ref Nr 1 2 3 4 5

Year 1 (07/08)

Year 2 (08/09)

Year 3 (09/10)

Roads & Stormwater Upgrading Of Roads In Marabastad 710259 3 1 2.1 O X 4 000 2 000 0

Roads & Stormwater

1 Upgrading Of Roads In Marabastad 710259 3 5 2.1 O X 0 0 0

2.1 Grand Totals 4 000 2 000 0 2.1 Total Internal Funds 4 000 2 000 0 2.1 Totals MIG Funds 0 0 0

Other Projects (R242 820 000 for 3 years)




Strategic Objective/s Served (Indicate"x" where main & "o" where secondary served)


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Type

SO Ref Nr 1 2 3 4 5

Year 1 (07/08)

Year 2 (08/09)

Year 3 (09/10)

Roads & Stormwater

2010 FIFA WC Loftus: Upgrading of Charles Street 712537 56 3 2.1 X 6 000 25 000 0

Roads & Stormwater

2010 FIFA WC Hatfield: Upgrading of Pretorius 712538 56 3 2.1 X 7 000 3 000 0

Roads & Stormwater

2010 FIFA WC Hatfield: Upgrading of Schoeman 712539 56 3 2.1 X 7 000 3 000 0

Roads & Stormwater

2010 FIFA WC

Hatfield: Upgrading of Duncan/Gordon Road 712540 56 3 2.1 X 5 000 18 000 0

Roads & Stormwater

2010 FIFA WC Hatfield One-way System 712541 56 3 2.1 X 1 000 12 000 0

Roads & Stormwater

2010 FIFA WC

Wonderboom Airport Access: Lindvelt Avenue 712546 50 3 2.1 X 10 000 16 000 0

Roads & 2010 FIFA K69 Between Waterkloof Airbase & R21 712547 59, 42, 46 3 2.1 X 15 000 10 000 0








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Type

SO Ref Nr 1 2 3 4 5

Year 1 (07/08)

Year 2 (08/09)

Year 3 (09/10)

Stormwater WC Roads & Stormwater 3.10 Catalytic Project: G9 Western Bypass 712604 55, 7, 3 1 2.1 O X 0 0 23 920

Roads & Stormwater

2010 FIFA WC

Upgrading of Lavender Road (Southern part of K97) 712610 49, 50 1 2.1 O X 21 500 10 000 0

Roads & Stormwater 2010 FIFA

WC Counter funding for 2010 projects 712613 3, 33, 42, 46, 51,

56, 59, 62 1 2.1 X 16 400 33 000 0

2.1 Grand Totals 88 900 130 000 23 920 2.1 Total Internal Funds 37 900 43 000 23 920 2.1 Total External Funds 51 000 87 000 0


Projects amounting to a total of R153 000 000 for the next three years were identified that will be key drivers for the implementation of the

City Development Strategy (CDS) that was adopted by Council during the previous financial year. Funds are not available for these critical

projects.



Projects that will Support the implementation of the CDS

FIVE YEAR STRATEGIC BUSINESS PLAN ALIGNMENT PROJECT Amount Strategic Objective Link



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Project Name Project

Number Ward/s Fund Type

SO Ref Nr 1 2 3 4 5

Total for 3 Years (R ‘000)

Roads & Stormwater Development Of K99 711309 1 2.1 O X 35 000

Roads & Stormwater Road Infrstructure in Klip/Kruisfontein

CBD (Start-up costs) 710331 1 2.1 O X 1 000

Roads & Stormwater Access To Development Clusters (Cds) 712394 1 2.1 O X 104 000

Funds required 2.1 140 000

Projects in other areas FIVE YEAR STRATEGIC BUSINESS PLAN ALIGNMENT PROJECT Amount Strategic Objective Link



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8 Fi

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Type

SO Ref Nr 1 2 3 4 5


Roads & Stormwater Upgrade of Road Network in Hatfield 710930 1 2.1 O X 13 000

Funds required 2.1 13 000



Projects to Ensure Safety in the Roads Environment (Strategic Objective 3.6)

Funded Projects

It is estimated that the following Departmental targets may be achieved in executing the projects below, and in utilizing funds for Repairs and

Maintenace from the Operational Budget. The figures in brackets are the Council approved targets reflected in Section 3 above. Note that

Departmental KPA 1.3.5: Number of intersections improved, has been moved to this strategic objective, since its major contribution is to

enhance road safety to motorists and pedestrians.

Departmental Target Year 1 Target Year 2 Target Year 3 Target Remarks 3.6.3 Length of Stormwater Drainage systems provided to ensure safety of local communities

5.05 Km (2.3 Km)

4.8 Km (1.6 Km)

5.0 Km (0.5 Km)

Targets reviewed

3.6.4 Number of Traffic Signs maintained

17 465 (16 024)

17 200 (16 240)

16 300 (16 466)

Targets were revised. Reducing targets due to growth in budgets not aligned with escalating costs.

3.6.5 Number of speed humps, raised pedestrian crossings and related safety devices to improve road safety

250 (103)

275 (8)

305 (160)

Targets had to be revisited due to high demand identified in Community needs. See Section 1 above.

3.6.6 Number of Intersections improved

6 (8)

8 (9)

10 (15)

Redirection of funds to focus on Backlogs; Moved from 1.3.5



Projects exclusively in Top 20 Townships (R2 400 000 for 3 years)






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Type

SO Ref Nr 1 2 3 4 5

Year 1 (07/08)

Year 2 (08/09)

Year 3 (09/10)

Roads & Stormwater Shova Kalula Bicycle Project 710609 51, 62, 63 1 3.6 1 X O 300 0 0

Roads & Stormwater

2 Shova Kalula Bicycle Project 710609 51, 62, 63 3 3.6 1 X O 700 700 700

3.6 Grand Total 1 000 700 700 3.6 Total Internal Funds 300 0 0 3.6 Total External Funds 700 700 700

Other Projects (R114 465 000 for 3 years)






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Type

SO Ref Nr 1 2 3 4 5

Year 1 (07/08)

Year 2 (08/09)

Year 3 (09/10)

Roads & Stormwater 2 Replacement of Traffic Signs 710221 Tshwane

Wide 1 3.6 O X 3 675 3 000 4 500

Roads & Stormwater 2 Parking Bays / Bays At Schools 710227 Tshwane

Wide 1 3.6 O X 800 800 1 000

Roads & Stormwater 2 Cycle And Pedestrian Paths For Tshwane 710228 Tshwane

Wide 1 3.6 O X 3 000 2 000 3 500

Roads & Stormwater 2 Traffic Calming And Pedestrian Safety

For Tshwane 710229 Tshwane Wide 1 3.6 O X 4 000 3 000 3 500

Roads & Stormwater 2 Traffic Lights/Traffic Signal System 710395 Tshwane

Wide 1 3.6 1 X 1 500 1 500 1 750

Roads & 2 Traffic Signals To Meet Legal 710398 Tshwane 1 3.6 X O 2 500 2 700 3 500








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Type

SO Ref Nr 1 2 3 4 5

Year 1 (07/08)

Year 2 (08/09)

Year 3 (09/10)

Stormwater Requirements Wide Roads & Stormwater 1 Major Stormwater Drainage sytem:

Cambridge Road 711263 66 1 3.6 O 1 X 1 000 0 0

Roads & Stormwater 1 Hartebeest Spruit: Canal Upgrading 711265 42 1 3.6 O 1 X 100 100 5 000

Roads & Stormwater 1 Moreleta Spruit: Flood Structure 711267 45, 47 1 3.6 O 1 X 4 000 4 500 0

Roads & Stormwater 1 Montana Spruit: Channel Improvements 711268 5 1 3.6 O 1 X 7 000 9 500 7 000

Roads & Stormwater 1 Stormwater Box Culvert: Meadow Ave 711269 40 1 3.6 O 1 X 3 500 2 000 0

Roads & Stormwater 1 Stormwater Culvert Underneath N1

Freeway 711270 64 1 3.6 O 1 X 4 700 0 0

Roads & Stormwater 1 Major Stormwater Canal: Hennopspark 711275 69 1 3.6 O 1 X 2 000 0 0

Roads & Stormwater 2 Traffic flow and Safety on Corridors 712501 Tshwane

Wide 1 3.6 O 1 X 1 500 1 500 2 000

Roads & Stormwater 2 Traffic Flow Improvement at

Intersections 712502 Tshwane Wide 1 3.6 O 1 X

2 000 2 000 2 000

Roads & Stormwater 1 WaterKloof Airforce base SW Canal 712524 57, 59 3 3.6 1 X O 6 840 0 0

3.6 Grand Total 48 115 32 600 33 750 3.6 Total Internal Funds 41 275 32 600 33 750 3.6 Total external Funds 6 840 0 0


Projects amounting to R66 070 00 for the next 3 years (mainly major stormwater drainage systems) were identified to improve the safety of

our communities. Funds are not available to implement these critical projects.



Projects exclusively in the Top 20 Townships






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Roads & Stormwater

Commissioner Road Traffic Flow & Pedestrian Safety (Sosh) 0 1 3.6 O X 3 000

Amount required 3.6 Total 3 000

Projects in Support of ReKgabisa Tshwane



Strategic Objective/s Served (Indicate "x" where main & "o" where secondary served) Strategic

Unit/Division

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Project Name

Project Number

Ward/s

Fund Type

SO Ref Nr

1 2 3 4 5


Roads & Stormwater

Flooding backlog: Walker Spruit Canal, Sunnyside 1 3.6 0 1 X 4 300

Amount Required 3.6 Total 4 300



Other Projects



Strategic Objective/s Served (Indicate "x" where main & "o" where secondary served) Strategic

Unit/Division

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Project Name

Project Number

Ward/s

Fund Type

SO Ref Nr

1 2 3 4 5


Roads & Stormwater Boepens Spruit: Channel Improvements 711271 1 3.6 0 1 X 18 100

Roads & Stormwater

Flooding backlog: Stormwater Culvert, Marthinus Ras St, Rosslyn 0 1 3.6 0 1 X 5 000

Roads & Stormwater

Upgrading Boepens Spruit: PWV 9 to Willem Cruywagen St, Eldorette 0 1 3.6 0 1 X 2 300

Roads & Stormwater

Apies River: Rehab. North Of The Magalies 711311 1 3.6 1 0 X 30 870

Roads & Stormwater

Pedestrian Bridge Between Legae And Lea Mangope 712249 1 3.6 O X 2 500

Amount Required 3.6 Total 58 770



Summary for the Three Years of this Business Plan for Roads and Stormwater Division

Strategic

Objective

Internal Funds MIG Funds Other External

Funds

Total for funded

Projects (% of funded

projects)

Unfunded Total per City Objective

SO 1.1. R536 306 250 R258 728 000 R90 000 000 R885 034 250 (56%) R320 880 000 R1 205 914 250 (54%)

SO 1.2 R156 200 000 R0 R10 000 000 R166 200 000 (11%) R140 550 000 R306 750 000 (14%)

SO 1.3*Note1 R106 578 750 R4 922 000 R0 R111 500 750 (7%) R0*Note 1 R111 500 750 (5%)

SO 2.1 R114 820 000 R0 R174 000 000 R288 820 000 (18%) R153 000 000 R441 820 000 (19%)

SO 3.6 R107 925 000 R0 R8 940 000 R116 865 000 (8%) R66 000 000 R182 865 000 (8%)

TOTALS R1 021 830 000 (47%) 263 650 000 (12%) R282 940 000 (9%) R1 568 420 000 (70%) R680 430 000 (30%) R2 248 850 000

*Note 1 for SO 1.3: Maintenance of infrastructure

No unfunded Maintenance projects are listed in this business plan since the infrastructure maintenance framework will be the guiding policy

for the maintenance and replacement of infrastructure. The maintenance of infrastructure that exclude the replacement and refurbishment of

assets is addressed in the operational plan of implementing the operational budget in this regard.

SECTION 5B: TRANSPORT DEVELOPMENT DIVISION

Summary for the Three Years of this Business Plan for Transport Develoment

Strategic

Objective Internal Funds MIG Funds

Other External

Funds

Total for Funded

projects Unfunded

Total per City

Objective

SO 1.1. R59 500 000 R31 300 000 R0 R90 800 000 (16%) R465 300 000 R 556 100 000 (45%)

SO 1.2 R0 R0 R468 000 000 R468 000 000 (84%) R220 000 000 R688 000 000 (55%)

TOTALS R59 500 000 (5%) R31 300 000 (2.5%) R468 000 000 (37.5%) R558 800 000 (45%) R685 300 000 (55%) R1 244 100 000



Project List: Transport Division


FIVE YEAR STRATEGIC BUSINESS

PLAN ALIGNMENT

PROJECT STATUS

Strategic

Objective/s Served (Indicate"x" where

applicable)

Dept/Div/Sect

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Fin

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Project Name Project No

Fund Type CAPEX

Budget 2007/08

(YEAR 1)

CAPEX Budget 2008/09

(YEAR 2)


(YEAR 3)

3 Year Total CAPITAL BUDGET

(07/08 - 09/10) 1 2 3 4 5

Contract Bound

(Y or N) Ongoing

TOTAL PROJECT CAPITAL BUDGET TO END 06/07 (all years to

end 06/07)


BUDGET TO COMPLETION (all years from start to finish)

New or Renewal

Transport 1 Mabopane Station Modal

Interchange 710657 1 3,000,000 4,000,000 4,000,000 11,000,000 X O Y Y 3,000,000 14,000,000 New Transport 1 Mabopane Station Modal

Interchange 710657 5 13,000,000 6,000,000 2,000,000 21,000,000 X O N Y 4,000,000 16,000,000 New Transport 2 Ga-Rankuwa Hospital Bus

& Taxi Facilities 710658 1 1,250,000 0 0 1,250,000 X O Y 250,000 500,000 New Transport 2 Ga-Rankuwa Hospital Bus

& Taxi Facilities 710658 5 0 0 0 0 X O N 800,000 800,000 New Transport 3 Pretoria Cbd Public

Transport Facilities 710661 1 1,250,000 3,000,000 3,000,000 7,250,000 X O N Y 2,000,000 9,250,000 New Transport 4 Provide Bus And Taxi Lay-

Bye's & Shelters 710662 1 1,500,000 3,000,000 3,000,000 7,500,000 X O Y Y 3,000,000 10,500,000 New Transport 5 Eerste Fabrieke Station

North & South 710664 1 0 250,000 250,000 500,000 X O N 750,000 1,250,000 New

Transport 6 Dairymall Taxi Rank Provide Paving Shelters Lights

710667 1 5,000,000 2,000,000 2,000,000 9,000,000 X O Y 5,000,000 14,000,000 New

Transport 7 Marabastad Bus Facilities 710670 1 1,000,000 1,000,000 1,000,000 3,000,000 X O N 1,000,000 4,000,000 New Transport 7 Marabastad Bus Facilities 710670 5 0 3,000,000 3,000,000 6,000,000 X O N 3,000,000 9,000,000 New Transport 8 Eastlynn bus and taxi

facilities 710671 5 4,000,000 500,000 500,000 5,000,000 X O N 4,000,000 9,000,000 New Transport 9 Saulsville Station

Pedestrian 710743 1 500,000 0 0 500,000 O N 0 1,500,000 New Transport 10 Klipkruisfontein Multimodal

Transfer Facility 711754 1 0 0 0 0 O X Y 0 0 New Transport 10 Klipkruisfontein Multimodal

Transfer Facility 711754 5 1,500,000 0 0 1,500,000 O X Y 1,500,000 3,000,000 New Transport 11 Menlyn PT Facility 712376 1 1,500,000 0 0 1,500,000 X O Y 0 1,500,000 New Transport 12 Rainbow Junction/Pta North

Public Transport: 2010 712382 5 1,800,000 0 0 1,800,000 X O N 2,000,000 3,800,000 New Transport 13 Loftus Versfeld Pedestrian

Link (DOT FUNDED) 712561 3 2,000,000 6,000,000 0 8,000,000 X O Y Y 3,000,000 11,000,000 New Transport 14 Loftus Versveld Stadium 712589 3 0 39,000,000 31,000,000 70,000,00 X O Y Y 0 221,000,000 New






PLAN ALIGNMENT

PROJECT STATUS

Strategic


applicable)

Dept/Div/Sect

Dep

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Fin

anci

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Fund Type CAPEX

Budget 2007/08

(YEAR 1)


(YEAR 2)


(YEAR 3)


(07/08 - 09/10) 1 2 3 4 5

Contract Bound

(Y or N) Ongoing


end 06/07)



New or Renewal

(2010SWC)

Transport 15 Training Venues (2010SWC) 712590 3 0 39,000,000 30,000,000 69,000,000 X O Y Y 0 106,800,000 New

Transport 16 CBD and Surrounding areas (2010SWC) 712591 3 0 200,000,000 97,000,000 297,000,000 X O Y Y 0 1,111,000,000 New

Transport 17 Other transport support projects (2010SWC) 712592 3 4,000,000 10,000,000 0 14,000,000 X O Y Y 0 98,000,000 New

Transport 18 Electronic Ticketing System (Bus Service) 712593 1 15,000,000 0 0 15,000,000 O O X Y N 0 15,000,000 New

Transport 18 Electronic Ticketing System (Bus Service) 712593 3 10,000,000 0 0 10,000,000 O O X Y N 0 10,000,000 New

Transport 19? Construction of the Bloed Street Taxi Facility 712614 1 1,000,000 1,000,000 1,000,000 3,000,000 X O N N ? ? New

Transport Budget Totals 67,300,000 313,750,000 177,750,000 558,800,000 Projects listed below were used in the original planning in the submission of the priority statement for 2010 and should be linked to priority group Item numbers 13,14,15,16,17,&18. Budget allocations are not aligned, to these amounts, and will be finalized during the Adjustments Budget for 2007/08

Transport 14 Regional Access improvements to Main Venue: Loftus Versfeld Stadium

- 3 38,000,000 52,000,000 15,000,000 105,000,000 X O Y Y 38,000,000 143,000,000 New

Transport 14 Public Transport Holding Areas in vicinity of Loftus Versfeld

- 3 0 2,000,000 3,000,000 5,000,000 X O Y Y 0 5,000,000 New

Transport 14 Pedestrian link at Loftus Station between Univ. of Pretoria and Loftus Versfeld

- 3 2,000,000 6,000, 000 3,000,000 0 X O Y Y 0 11,000,000 New

Transport 14 Implementation of Hatfield one-way-road system - 3 1,000,000 5,000,000 4,000,000 10,000,000 X O Y Y 1,000,000 11,000,000 New

Transport 14 Local Area transport capacity improvements linked to security cordon around Loftus Versfeld

- 3 0 0 1,000,000 1,000,000 X O Y Y 0 1,000,000 New






PLAN ALIGNMENT

PROJECT STATUS

Strategic


applicable)

Dept/Div/Sect

Dep

artm

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of P

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ct

for 2

007/

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Fin

anci

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ear


Fund Type CAPEX

Budget 2007/08

(YEAR 1)


(YEAR 2)


(YEAR 3)


(07/08 - 09/10) 1 2 3 4 5

Contract Bound

(Y or N) Ongoing


end 06/07)



New or Renewal

Transport 14 Dedicated Pedestrian walkways in vicinity of Loftus Versfeld

- 3 3,000,000 2,000,000 1,000,000 0 X O Y Y 0 6,000,000 New

Transport 14 Parking areas for ticket holders outside security cordon

- 3 0 5,000,000 2,000,000 0 X O Y Y 0 7,000,000 New

Transport 14 Park & Ride Facilities (Various) - 3 0 1,300,000 3,000,000 4,300,000 X O Y Y 0 4,300,000 New

Transport 15 Improved access roads in vicinity Super Stadium (Atteridgeville)

- 3 4,800,000 5,200,000 0 10,000,000 X O Y Y 4,800,000 14,800,000 New

Transport 15

Construction of new road-over-rail access road from Quagga Toll Road and Church Street west onto Komane Road (Atteridgeville)

- 3 6,000,000 12,000,000 0 18,000,000 X O Y Y 6,000,000 24,000,000 New

Transport 15 Provision of parking areas for public and private transport

- 3 0

2,000,000 1,000,000 3,000,000 X O Y Y 0 3,000,000 New

Transport 15 Pedestrian walkways – stadium and stations - 3 0 2,000,000 0 2,000,000 X O Y Y 0 2,000,000 New

Transport 15 Improved access roads to Giant Stadium - 3 2,000,000 6,000,000 3,000,000 11,000,000 X O Y Y 2,000,000 13,000,000 New

Transport 15 On site parking for Public Transport Vehicles at Giant Stadium

- 3 0

2,000,000 1,000,000 3,000,000 X O Y Y 0 3,000,000 New

Transport 15 Pedestrian walkway between Giant stadium and Soshanguve Station

- 3 0

1,000,000 1,000,000 2,000,000 X O Y Y 0 2,000,000 New

Transport 15 Upgrading of PT facility at Soshanguve Station - 3 1,000,000 6,000,000 3,000,000 10,000,000 X O Y Y 1,000,000 11,000,000 New

Transport 15 Upgrading of Soshanguve Station - SARCC - 3 0 0 0 0 0 0 New

Transport 15 Improved direct site access to HM Pitje Stadium (Mamelodi)

- 3 0

1,000,000 1,000,000 2,000,000 X O Y Y 0 2,000,000 New






PLAN ALIGNMENT

PROJECT STATUS

Strategic


applicable)

Dept/Div/Sect

Dep

artm

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of P

roje

ct

for 2

007/

2008

Fin

anci

al Y

ear


Fund Type CAPEX

Budget 2007/08

(YEAR 1)


(YEAR 2)


(YEAR 3)


(07/08 - 09/10) 1 2 3 4 5

Contract Bound

(Y or N) Ongoing


end 06/07)



New or Renewal

Transport 15 Improved access roads to HM Pitje Stadium (Mamelodi)

- 3 0

2,000,000 1,000,000 3,000,000 X O Y Y 0 3,000,000 New

Transport 15 Pedestrian walkway: Denneboom Station to Stadium

- 3 0

2,000,000 0 2,000,000 X O Y Y 0 2,000,000 New

Transport 15 Parking areas for public transport & VIPs - HM Pitje - 3 0 2,000,000 0 2,000,000 X O Y Y 0 2,000,000 New

Transport 15 Local road upgrades in vicinity of Pilditch Stadium - 3 1,000,000 2,000,000 0 3,000,000 X O Y Y 0 4,000,000 New

Transport 16 Inner City PT Distribution System linked Hatfield & main Station

- 3 0 20,000,000 10,000,000 30,000,000 X Y Y 0 30,000,000 New

Transport 16 HOV / BRT lanes on corridors to North and Hatfield

- 3 20,000,000 33,000,000 0 53,000,000 X Y Y 0 73,000,000 New

Transport 16 Capacity improvements at critical intersections on main routes

- 3 0 7,000,000 2,800,000 9,800,000 X Y Y 0 9,800,000 New

Transport 16 Upgrading of main Tshwane Rail Station - 3 5,000,000 3,000,000 2,000,000 0 X Y Y 0 10,000,000 New

Transport 16 Local area road upgrades in vicinity of FIFA Fan Park in CBD

- 3 0 6,000,000 1,500,000 7,500,000 X Y Y 0 7,500,000 New

Transport 17 A TDM System Plan in support of public transport - 3 0 1,000,000 0 1,000,000 X Y N 0 1,000,000 New

Transport 17 ITS on main metro road corridors in support of PT - 3 0 20,000,000 10,000,000 30,000,000 X Y Y 0 30,000,000 New

Transport 17 An Integrated Ticketing System for the CTMM - 3 1,000,000 12,000,000 0 13,000,000 X 0 Y N 600,000 14,000,000 New

Transport 17 Tshwane input into PT users Information Services / Call Centre

- 3 2,000,000 0 0 2,000,000 X Y Y 0 4,000,000 New

Transport 17 Events directional signage on major road network - 3 0 8,000,000 2,000,000 10,000,000 X Y N 0 10,000,000 New






PLAN ALIGNMENT

PROJECT STATUS

Strategic


applicable)

Dept/Div/Sect

Dep

artm

enta

l Prio

rity

of P

roje

ct

for 2

007/

2008

Fin

anci

al Y

ear


Fund Type CAPEX

Budget 2007/08

(YEAR 1)


(YEAR 2)


(YEAR 3)


(07/08 - 09/10) 1 2 3 4 5

Contract Bound

(Y or N) Ongoing


end 06/07)



New or Renewal

Transport 17 ITS Moveable Signage - event specific drop off, parking, etc.

- 3 5,000,000 5,000,000 X Y N 0 5,000,000 New

Transport 17 Strategic road capacity upgrades (SPTN) - 3 5,000,000 7,000,000 5,000,000 0 X Y Y 0 17,000,000 New

Transport 17 Accessibility improvements – Special Needs Persons - 3 0 4,000,000 1,000,000 5,000,000 X Y Y 0 5,000,000 New

Transport 17 Implementation: Colour coding of Mini-bus and metered taxis within CTMM area

- 3 10,000,000 2,000,000 12,000,000 X Y Y 0 12,000,000 New

Transport Totals 3 91,800,000 254,500,000 79,300,000 425,600,000 UNFUNDED PROJECTS

Transport 17 Hammanskraal Bus & Taxi Facility 710659 1 2,000,000 2,300,000 4,000,000 8,300,000 O X N N 0 8,300,000 New

Transport 19 Irene Station Intermodal Facility 711742 1 0 2,000,000 3,500,000 5,500,000 X O N N 0 5,500,000 New

Transport 23 Babelegi Bus Terminus 712367 1 0 2,500,000 2,500,000 X O N N 0 3,500,000 New

Transport 20 Taxi Facilities, Hatfield, Brooklyn & Sunnyside 712371 1 0 3,000,000 3,000,000 X O N N 0 8,000,000 New

Transport 24 Lotus Gardens/Westview Taxi Rank 712373 1 0 2,000,000 2,000,000 X O N N 0 3,000,000 New

Transport 21 New Eesterust Taxi Rank 712377 1 0 2,000,000 2,000,000 X O N N 0 2,000,000 New Transport 22 Saulsville X'S Bus Terminus 712384 1 1,500,000 1,500,000 X O N N 0 1,500,000 New

Transport 25 Akasiaboom Station Inter-Modal Facility - 1 0 4,000,000 4,000,000 X O N N 0 4,000,000 New

Transport 26 ElardusPark/Wingate Park 712387 1 4,000,000 4,000,000 X O N N 0 4,000,000 New

Transport 27 Acquisition of a minimum of 300 new buses for Tshwane municipal transport service

- 5 70,000,000 100,000,000 50,000,000 220,000,000 X O N N 0 500,000,000 New

Transport 33 WBA Public Transport - 1 500,000 3,000,000 2,000,000 5,500,000 X O N Y 0 5,500,000 New






PLAN ALIGNMENT

PROJECT STATUS

Strategic


applicable)

Dept/Div/Sect

Dep

artm

enta

l Prio

rity

of P

roje

ct

for 2

007/

2008

Fin

anci

al Y

ear


Fund Type CAPEX

Budget 2007/08

(YEAR 1)


(YEAR 2)


(YEAR 3)


(07/08 - 09/10) 1 2 3 4 5

Contract Bound

(Y or N) Ongoing


end 06/07)



New or Renewal

Facility

Transport 35 Proposed Light Rail Transport (LRT) System for Tshwane

- 5 100,000,000 300,000,000 400,000,000 X O N Y 0 2,000,000,000 New

Transport Unfunded Budget Totals 78,000,000 214,300,00 366,000,000 658,300,000

Transport Projects Exclusively in the Top 20 Township


Strategic Objective

Link


served)

Total for 3 years Strategic

Unit/Division

Dep

artm

enta

l Prio

rity

of P

roje

ct

for

2007

/200

8 Fi

nanc

ial Y

ear


Type

SO Ref Nr 1 2 3 4 5 (R ‘000)

Transport Develoment 1 Sausville Pedestrian Bridge 710743 63 1 3.3 O X 7 000

Transport Develoment 1 Eerste Fabrieke Inter-Modal Transport Facility 710664 23 1 3.3 O X 500

Transport Develoment 2 Sausville (Extensions) bus terminus 68/72 1 3.3 O X 3 000




Projects in Other Areas


Strategic Objective

Link


served)

Total for 3 Years


Dep

artm

enta

l Prio

rity

of P

roje

ct

or 2

007/

2008

Fin

anci

al Y

ear


Type

SO Ref Nr 1 2 3 4 5 (R ‘000)

Transport Develoment 1 Irene Inter-Modal Transport Facility 65 1 3.3 O X 5 000

Transport Develoment 2 WierdaPark (upgrade of existing) facility 712386 69 1 3.3 O X 3 000

Transport Develoment 2 ElardusPark/Wingate Park Bus & Taxi Holding Area 712387 46 1 3.3 O X 3 500

Transport Develoment 1 Menlyn Public Transport Facility 712376 46 1 3.3 O X 5 000




4.5.1.7 SECTION 6: RISK MANAGEMENT

Risks Identified

Lack of Funding to Reach the 5 Year City Targets for Infrastructure Provision

and Maintenance

From the last Table in Section 5 above (relating to Capital funding), it is clear that the

financial challenges are huge since there is an underfunding of around 35% on the projects

that were identified to be included in this business plan. In order to ensure that the

amounts allocated to the remaining projects, which are funded from internal funds (66%),

from MIG funding (21%) and from other sources such as the Public Transport

Infrastructure Fund (PTIF), provincial and other grants or contributions (13%), balances

with the affordability levels as determined by the Long Term Financial Strategy (LTFS) of

the Chief Financial Officer, some projects had to be deferred while the scope of others had

to be decreased. The LTFS also determines the affordability level of the Operational

Budget, specifically the capacity to service external loans for Capital Projects.

It is also critical to understand the impact of the inflationary rise in construction costs, due

to factors discussed below. Currently this amounts to around 30% per year, resulting in a

net effect of a further reduction in the scope of work that can be accommodated within the

allocations reflected in last table in Section 5 above.

These factos have the effect that we lost some momentum on a number of projects for

which feasibility studies and environmental impact assessments are currently under way

(funded from the Operational budget of 2006/07).

Operational funds that are available for planned maintenance as well as reactive

maintenance decrease annually in real terms. The cost of materials, machines and labour

have exceeded the rate at which the operational budget could grow as a result of the

growth restriction regulations of National Treasury. Furthermore, the infrastructure

networks have been growing over the last few years due to the provision of roads by

private developers, housing development and others. On top of this, the different levels of

services provided by various service providers (e.g. Housing developments) placed a

greater burden on the operational maintenance budget. As a result of this the available

funds per km of road, in real terms, for road maintenance decreased by more than



12%over the last two financial years. Recently the Division was forced to terminate certain

maintenance tasks during the last quarter of the financial year, resulting in slow reaction

times and accelerated deterioration of our infrastructure.

It is therefore reasonable to accept that the targets determined in the 5YP (the approved

targets for the eradication of backlogs under KPA 1.1.6 and the approved targets for

infrastructure maintenance under KPA 1.3) are at risk of not being achieved. Furthermore,

the longer term target for Departmental KPA 1.1.6, which reads “Reduce the current

backlogs of roads with 14% by 2011, with 25% by 2016 and with 60% by 2020” cannot be

met by either 2011, nor by 2016 and 2020 at the current funding levels. One of the

assumptions allowed for in formulating this strategic target was rather dramatic increases

in the funding levels due to the economic growth of the city, especially in the post 2010

FIFA world cup Finals era. A revision of this strategic target will have to be have to be

considered, taking into account the impact of the newly approved levels of service, the

Municipal Infrastructure Investment Framework (MIIF) and the Infrastructure Maintenance

Framework (IMF), discussed in section 4 above.

Lack of proper budget management tools

Council approved the Fund Transfer Policy on 31 May 2006. In terms of this policy, it is

possible for the head of a department to transfer funds on both the operational and capital

budgets, provided that certain conditions are adhered to. On the operational budget, it is

possible to transfer funds on a specific vote from one GL account to another, within the

same or similar expenditure groups, as defined in the policy. On the Capital budget, it is

possible to transfer funds from one project within a specific programme to another project

within that same programme, provided that the reevant ward councilors are in agreement.

In terms of this policy, funds cannot be transferred from one financial year to the next

The value of this tool is that it allows the head of a department to ensure effective

utilisisation of funds, especially when unforeseen circumstances prevent the executuion of

a project, or occur during the construction phase (e.g. when a contract has to be canelled

for some reason). It also ensure proper utilisation of external funds, since savings on one

project can then be diverted to another project to ensure full utilisation of the external

funds, in accordance with the conditions to the specific grant.



This policy is currently under review. It is strongly recommended that the policy be

retained, possibly with the inclusion of specific conditions to ensure adherence to targets.

This poses a risk in project implementation and may have the effect that the targets for

expenditure on the Operational and Capital budget (see city KPA 5. 3.1: Spend the budget

in line with the restructuring grant conditions) may not be achieved.

Lack of Capacity in the Construction Industry

Capacity in the Engineering and Construction industry relating to engineering and project

management skills, machines, materials and contractors is currently under huge pressure

due to the boom in the industry. Large projects such as Gautrain and preparation for the

2010 FIFA World Cup Finals places a heavy burden on the industry, resulting in rising

construction costs, movement of experienced and qualified Engineers, Technicians and

artisans, and may even reduce the internal workforce of the Department. Furthermore, the

implications of the Construction Industry Development Board (CIDB) process of

categorisation of construction suppliers have a definite impact on the process to procure

contractors for certain large or complicated projects. A recent example is the Lynwood

Road project, where negotiations with tenderers took much longer than anticipated,

resulting in a delay to start with construction.

Limited Internal Capacity to Implement

The large number of projects of Roads, Stormwater and Transport Development causes an

overload on project managers and construction supervisory engineers/technologists. This

places a risk on proper project control to ensure that the projects are completed within

time, within budget and to the acceptable standard.

There is also very limited capacity to implement large and complex projects. This is

indicated by the fact that two positions of Senior Engineer (Large Projects) in the Project

Management Section has recently been advertised for the fourth time, indicating the

difficulty to attract suitably qualified senior engineers in the industry.



Limited Capacity to Develop and Implement Risk Management Plans Internally

There is a lack of internal tactical skills and knowledge to ensure that risk management

plans are properly developed and implemented to limit the impact thereof. Examples are

the challenges that were faced to develop a proper mentorship programme for young

professionals, the development of a dolomite management plan, the development of a

maintenance framework for key infrastructure, the development of a policy to appoint

engineering consultants and contractors as and when they are required, the policy relating

to turnkey projects and the development of a framework for alternative sources of

revenue. Most of development work relating to these plans, policies and frameworks will

have to be outsourced in the near future. This places an additional burden on the general

expenses from the operational budget.

To add to this, there is a skewed profile of our engineers, technologists, technicians,

forement and artisans in terms of age, experience and equity. The recent loss of certain

staff members on the middle management and technically skilled levels also resulted in

additional workload for Managers and Deputy Managers.

Added to the above, there is also a restructuring grant condition that determines that the

Council’s Remuneration account needs to be reduced to 28% of the total operating

expenditure. This places a lid on any opportunity to appoint more employees. The result is

that expenditure relating to addressing the shortage of skills is not reflected under

remuneration, but under consultant fees, which may lead to a misperception of the real

costs of skills to Council.

Budget Implications of Proposed Levels of Services, the MIIF and the

Maintenance Framework for Key Infrastructure

It is clear that the projects listed in section 5 above, as well as the captured budget request

for the operational budget of 2007/08 do not yet reflect the best case scenario in terms of

affordability to the communities and risks to Council. The development and testing of the

various scenarios will take some time, and the business planning and budgeting process

must in the meantime be finalised to ensure proper community consultation. There is a

risk that the budget requests may have to be revised even before Council can approve the

new budget.



Impact of ASD Model, new Organisational Structures and Regions

The Alternative Service Delivery model and organisational structures entails that the new

corporate Public Works and Infrastructure Development Department will be established.

The macro structure approved by Council on 28 February 2007 provides for three Divisions

(REDS; Roads, Stormwater and Transport Development, and Water and Sanitation) as well

as the specialized unit for Tshwane Airport (Wonderboom). Apart from this, the principle of

Service Delivery in the 5 regions was also approved by Council. This implies that the Roads,

Stormwater and Transport Development Business Plan will have to be aligned to the new

model for service delivery.

It is also important to note that the major components of the new Public Works and

Infrastructure Development, namely Energy and Electricity, Transport, Roads and

Stormwater, and Water and Sanitation, will be transformed into a Public Entity (the RED),

the Tshwane Transport Authority (a provincial organ of state on the local sphere of

Government) and the Water Services Business Unit. The rendering of these services will

have to be rendered against Service Level Agreements, which will be based on the relevant

Business Plans. Implementation of this business plan may be at risk due to possible delays

that may occur in finalising the mechanisms of service delivery, as well as the micro

organisational structures/institutional arrangements at the central and regional offices of

the new Public Works and Infrastructure Development Department.

Backlogs Relating to Master Planning Process

The provision of operational funds to develop Roads, Stormwater, Traffic and pedestrian

safety master plans are insufficient to eradicate the backlogs to the master planning

process. The General Accepted Municipal Accounting practices (GAMAP) also determine

that expenditure on master plan development cannot be capitalised, and this places an

additional burden on the operational budget.

The extent of Master Planning backlogs are reflected in the table below.



Backlogs for Flood Management and Stormwater Drainage Master plans

Priority

Type of Master Plans High

R ‘000 Medium R ‘000

Other R ‘000

Total R ‘000

Stormwater Management Plans 12 000 6 400 2 600 21 000 Flood Management Plans 10 000 8 000 27 000 45 000 TOTALS 22 000 14 400 29 600 66 000 Refinement and updating of Road Master Plans for class 4 and class 5 roads in Mamelodi, Atteridgeville and the Northern Areas

4 000 0 0 4 000

Refinement and updating of Road Master Plans for class 3 and class 4 roads in the Zone of Choice and the Southern Areas

6 000 0 0

Pedestrian Safety Master Plans

The backlogs in master plans should be eradicated by 30 June 2007, but the implementation of the elements of the master plans is behind schedule. The plans are being updated to determine the extent of the implementation backlog

To be determined as part of the up-date of the master plans

Traffic Safety Master Plans

The backlogs in master plans should be eradicated by 30 June 2007, but the implementation of the elements of the master plans is behind schedule. The plans are being updated to determine the extent of the implementation backlog

To be determined as part of the up-date of the master plans

Uncontrollable Delays in Project Implementation

A number of matters have been identified that have lead to delays in project

implementation during the last couple of years. Some of these are to a greater or lesser

extent out of the management control of Roads, Stormwater and Transport Development.

• Legal requirements relating to certain acts, such as the Environmental Management

Act (requiring Environmental Impact Assessments and records of Decision to be

issued by the Gauteng Department of Agriculture and Environment (GDACE) and

feasibility studies (required by the MSA and MFMA), etc.

• Legal requirements to comply with requirements from Department of Minerals and

Energy regarding registration of a quarry according to Mineral and Petroleum

Resources Development Act of 2002.(Act 28 of 2002) as well as requirements to

comply with the National Environmental Management Act, may cause the in

temporary close-down of operations to ensure registration and/or compliance. It

also has an increase in operational expenditure to ensure compliance and

registration and to develop environmental impact assessments and future

rehabilitation plans for the Departmental Gravel and Stone quarries.

• Certain internal business processes relating to the frequency of the adjustments

budget, the various steps required in the procurement of goods and services based

on the supply chain management policy and the capacity to utilise additional



external funds within relative short time frames were identified as possible causes

of delay in project implementation, resulting in lower than expected expenditure

levels on the Capital budget.

• Availability of construction materials are reaching low levels, especially of Cement

and Reinforcing Steel, which gives rise to higher cost escalation in the construction

industry. Recently, the availability of a gravel quarry which is situated on land

belonging to a tribal authority also became unavailable for the mining of gravel due

to resistance experienced in the negotiations with the Traditional Leader.

• Instances were recorded in the immediate past where community involvement

relating to specific project outcomes and the utilisation of local labourers caused

delays even after the construction have started on those projects. This happened

notwithstanding the fact that community participation requirements were met

during the initial planning phase.

• The Construction Industry Development Board have categorised the contractors in

an effort to simplify the process to ensure the development of SMME’s and

promotion of BBBEE. The result is that the size of certain of the larger projects may

require extended negotiations with tenderers to ensure that the CIDB requirements

are met. This may lead to delays in the start-up of these projects.

Risk Plans

Identification of Alternative Funding Sources

Twenty five alternative funding options were identified in 2006/07 that needed further

investigation by Departments. Three of these relates to Roads, Stormwater and Transport

Development, namely the reduction of stock levels, the non-filling of vacancies and the

reduction of overtime. These options are included in the 2006/07 quarterly performance

reviews of the acting General Manager, and based on the data collected on the effect of

actions taken, it became clear that these funding options will not realise sufficient

“alternative funding” in the form of savings to address the funding risk identified above.

A process was initiated for an investigation to identify other possible revenue sources such

as the raising of Roads, Stormwater and Transport Development related levies, the revision

of the formulas to calculate bulk services contributions by developers, etc. A report in this

regards serves before the portfolio committee in the near future, and this initiative will

have to be taken further.



Implementation through the Extended Public Works Program, Turnkey Projects

and Consulting Engineers Appointed on an As-and-when Required Basis

To speed up project implementation processes and to shorten the procurement process,

Roads, Stormwater and Transport Development will appoint Consulting Engineering firms

on an as-and-when-required basis. Turnkey projects will enable us to get the design and

construction work of certain projects implemented much quicker than through the

conventional route of separate design and construction tenders, which involve two

procurement processes.

Establishment of the Tshwane Transport Authority

The establishment of the Tshwane Transport Authority has been delayed due to certain

legal processes that were identified to be outstanding by the ASD consultants. The project

plan has been amended to ensure that the new Authority, which will be a provincial organ

of state on the local level, will be operational by no later than 1 July 2007, with a signed

founding agreement and agreed to service level agreements between the authority and the

Provincial and Local spheres of government for which it is established. These agreements

will be the framework to ensure that proper liaison takes place and that the Authority

meets its mandates from these two spheres of Government. The Roads, Stormwater and

Transport Development Organisational unit will be serving the authority as its Technical

Executive, and the Chief Executive Officer (CEO) will be responsible to ensure that the

relations with other organs of state (e.g. the Gauteng Transport Planning Authority) are

properly managed.

Filling of Vacancies and Outsourcing

The Personnel Cost Plan which supports this business plan is based only on the current

levels of funded positions, and this does not address the huge levels of understaffing that

has been experienced in the last few years. Reasons for this are to be found, amongst

others, in the moratorium that was placed on the filling of vacancies (excluding critical

vacancies that met with certain criteria and was approved by the Municipal Manager or the

Executive Mayor) to facilitate the detail design phase of the ASD process and that would

ultimately contribute to a smooth migration of employees into the new organisational

structure. This policy resulted in further under staffing in the Departments that are



clustered in the new Public Works and Infrastructure Development Department. This

situation was properly analysed at the MMC Lekgotla in December 2006, and subsequently

a report was drafted to motivate for the filling of additional vacancies which had been

unfunded in the past.

This exercise is to be supplemented by outsourcing certain specialised functions, such as

detail design and construction supervision, project management, master plan development,

etc to Engineering Consultancy firms. This places an additional burden on the operational

budget, since not all of these expenses can be capitalised according to the generally

accepted accounting practices (GRAP) and GAMAP regulations.

Development of Financial Modelling Tools as Part of the MIIF

As part of the MIIF development to determine the costs of certain service levels to local

communities, a financial modelling tool is being developed to assist the Department in

decision making, especially in the provision of Class 5 roads, as described in section 4

above. This model will be used to analyse a number of scenarios in order that the best

value-for-money option can be determined for inclusion in the budgeting and IDP process.

Improved Intergovernmental Relations (IGR)

The establishment of the Gauteng Transport Authority in the near future may have an

impact on service delivery and project implementation at the local sphere of government.

This may be aggravated by the establishment and operations of the Tshwane Transport

Authority, and it is therefore imperative to ensure proper structure to strengthen these

relations.

There are also quite a few National and Provincial regulations which have resulted in time

consuming processes to be followed when new projects needs to be implemented. The

process to obtain records of decisions based on Environmentally Impact assessments or to

do proper feasibility studies places a further burden on the limited internal capacity.

In accordance with the envisaged regulations in terms of the Engineering Professions Act,

certain work will in the near future be reserved for registered professionals only. There are

already an insufficient number of experienced engineering personnel to ensure that the

most basic work can be done internally.



4.5.1.8 SECTION 7: RESOURCE PLAN

The resource plan focuses on the allocation of people (including Skills), machinery,

materials and funds (i.e. the Capital and Operational budget allocations required) to ensure

the successful implementation of the business plan.

Skills and Personnel

The number of Senior Engineers, Engineers, Project Managers, Engineering Technologists,

Engineering Technicians, Superintendents, Foremen, Artisans, Operators and Workers are

continually reduced due to natural attrition and difficulty to replace certain employees

which require professional registration in terms of the Engineering Professions Act. In the

Roads and Stormwater Division alone, there were 1031 employees in January 2004 and

this reduced with almost 7% to 963 in January 2007 (at the end of March 2007 the number

was further reduced to 956). There are also a number of vacancies that are unfunded at

this stage and which cannot be included in the budget due to the growth limits as

prescribed by National Treasury (on the remuneration expenditure group, the growth limit

needs to be allocated to the annual salary increases which are negotiated at National

Level), the lack of sufficient revenue generating opportunities and the unavailability of

suitably qualified and skilled people in the engineering and construction industry.

Notwithstanding these challenges, the current (end March 2007) workforce of the Roads

and Stormwater Division stands at 956 employees, of which 789 (82.5%) are deployed in

the Operational Services Section, which includes the regional deployment. A total of 617

(or 78%) of the workforce of Operational Services are deployed in the Labour and Quarry

Distribution accounts, impacting heavily on the secondary or internal cost for maintenance

and Capital Construction work.

Machinery and Material

The bulk of the road building plant and equipment required by internal construction and

maintenance teams are hired on an as and when required basis under the Equipment

Distribution account 2504. In 2006/07 the budgeted gross expenditure on this distribution

account contributes 13,6% of the total gross expenditure of Roads and Stormwater.



Despite the allowed growth in the baseline allocation for 2007/08, this ratio reduced to

13,4%.

A large portion of Construction Material required by internal construction and maintenance

teams are produced by the Bon Accord stone Quarry and Asphalt plant, the Concrete

Mixing plant and production of concrete products and various gravel quarries under the

management and control of the Operational Services Section. Some of the gravel quarries

are situated on land in areas belonging to traditional leaders, and requires specific

management and negotiating skills to optimise and safeguard their production. These

materials are managed through various distribution accounts which impacts on secondary

and internal costs and charge-outs to determine the Net expenditure for the Roads and

Stormwater Division.

To supplement the limited capacity to perform maintenance and construction work,

external service providers are being used in the form of Construction Firms, construction

and resident engineers, occupational health and safety inspectors required by the

construction regulations of the OHSA and Annual Tenderers to source workmen, machinery

and material as and when required.

Operational and Capital funds

Operational Budget

The Operational Budget was analysed to determine the contribution to be allocated to each

of the Strategic Objectives that it supports. It includes therefore overhead costs such as

general expenditure, depreciation and salaries. The percentages below, does not represent

direct costs, therefore one should not apply for instance the % for KPA 1.3 (maintenance)

to determine the funds available for maintenance. To determine that amount, one should

look it up in the budget under the expenditure group for maintenance.

The Table below is based on the average s for a 5 year period, and can be used to allocate

the operational budget. It should be noted that the contribution of each of the cost centres

are not equal, and the current structure of the budget can therefore not be used as basis

for this allocation on cost centre level.



Operational Budget Allocation per Departmental KPA and City Strategic

Objective

OPEX (Roads and Stormwater Division)

Departmental Key Performance Area %

Allocation OPEX

City Strategic Objective %

Allocation OPEX

DKPA 1.1: Eradication of infrastructure backlogs 14.5%

DKPA 1.2: Infrastructure for Growth 2.5% DKPA 1.3: Maintain Infrastructure 43.3%

1. Provide Quality Basic Services and infrastructure 60.3%

DKPA 2.1: Provide infrastructure to regenerate local economic nodes 1.7%

DKPA 2.3: Support initiatives that focus on achievement of BBBEE 1.5%

DKPA 2.5: Increase the utilisation of revenue generating assets 1.7%

2. Accelerate higher and shared economic growth and development

4.9%

DKPA 3.6: Provide safety Features that contribute to safe roads 10.5%

3. To fight poverty, build clean, healthy, safe and sustainable communities

10.5%

DKPA 5.1: Manage the Division’s Finances 17.5%

DKPA 5.3: Improve responsiveness to citizens’ complaints and queries 3.3%

DKPA 5.4: Monitor and Evaluate the Division’s delivery of services 1.0%

DKPA 5.5: Perform Risk Management 1.5% DKPA 5.7: Develop the Division’s Human Capital 1.0%

5. To ensure good governance 24.3%

TOTAL 100% TOTAL 100%

OPEX (Transport Development Division)

Departmental Key Performance Area %

Allocation OPEX

City Strategic Objective %

Allocation OPEX

DKPA 1.1: Eradication of infrastructure backlogs 25%

DKPA 1.2: Infrastructure for Growth 29% DKPA 1.3: Maintain Infrastructure 15%

1. Provide Quality Basic Services and infrastructure 69.0%

DKPA 2.1: Provide infrastructure to regenerate local economic nodes 0%

DKPA 2.3: Support initiatives that focus on achievement of BBBEE 1.0%

DKPA 2.5: Increase the utilisation of revenue generating assets 0%


1.0%

DKPA 5.1: Manage the Division’s Finances 24%

DKPA 5.3: Improve responsiveness to citizens’ complaints and queries 2.0%

DKPA 5.4: Monitor and Evaluate the Division’s delivery of services 1.0%

DKPA 5.5: Perform Risk Management 2.0% DKPA 5.7: Develop the Division’s Human Capital 1.0%

5. To ensure good governance 30%

TOTAL 100% TOTAL 100%



Capital Budget

The funded projects (65%) that are listed in Section 5 above are linked to the various City

Strategic Objectives. The summary in section 5 reflects the total allocations for the 3 years

covered by this Business plan, as well the estimated values of the projects that were

identified but cannot be funded yet (35%).

The table below provides this detail, but does not reflect the information for the various

funding sources for each of the 3 years, which can be determined from annexure A.

• Capital Budget per Departmental KPA and City Strategic Objective (Internal and

External Funds)

CAPEX (Roads and Stormwater Division)

CAPEX Total Departmental KPA Year 1 Year 2 Year 3 City Strategic

Objective Year 1 Year 2 Year 3

DKPA 1.1: Eradication of infrastructure backlogs

R 346,848,000 R 240,784,250 R 297,402,000 56% 46% 70%

DKPA 1.2: Infrastructure for Growth

R 75,300,000 R 74,700,000 R 16,200,000 12% 14% 4%

DKPA 1.3: Maintain Infrastructure

R 36,825,000 R 25,425,750 R 49,250,000

1. Provide Quality Basic Services and infrastructure

6% 5% 12%

DKPA 2.1: Provide infrastructure to regenerate local economic nodes

R 109,900,000 R 155,000,000 R 23,920,000 18% 29% 6%

DKPA 2.3: Support initiatives that focus on achievement of BBBEE

R0 R0 R0 0% 0% 0%

DKPA 2.5: Increase the utilisation of revenue generating assets

R0 R0 R0


0% 0% 0%

DKPA 3.6: Provide safety Features that contribute to safe roads

R 49,115,000 R 33,300,000 R 34,450,000

3. To fight poverty, build clean, healthy, safe and sustainable communities

8% 6% 8%

DKPA 5.1: Manage the Division’s Finances

R0 R0 R0 0% 0% 0%

DKPA 5.3: Improve responsiveness R0 R0 R0

5. To ensure good governance

0% 0% 0%





to citizens’ complaints and queries DKPA 5.4: Monitor and Evaluate the Division’s delivery of services

R0 R0 R0 0% 0% 0%

DKPA 5.5: Perform Risk Management

R0 R0 R0 0% 0% 0%

DKPA 5.7: Develop the Division’s Human Capital

R0 R0 R0 0% 0% 0%

TOTAL % 100% 100% 100% TOTAL % 100% 100% 100% TOTAL Amount Requested

R 617,988,000 R 529,210,000 R 421,222,000 R 617,988,000 R 529,210,000 R 421,222,000

CAPEX (Transport Development Division)




R51 300 000 R19 750 000 R19 750 000


76.2% 6.3% 11.1%

DKPA 1.2: Infrastructure for Growth

R16 000 000 R294 000 000 R158 000 000 DKPA 1.2: Infrastructure for Growth

23.8% 93.7% 88.9%

TOTAL % 100% 100% 100% TOTAL % 100% 100% 100% TOTAL Amount Requested

R67,3 million

R313,75 million

R177,75 million

TOTAL Amount Requested

R67,3 million

R313,75 million

R177,75 million

4.5.1.9 SECTION 8: MONITORING FRAMEWORK AND TARGETS

The monitoring framework was developed using the business planning templates

developed by the corporate business planning unit. The populated template (see annexure

A of the Divisional Business Plan) serves as scorecard on the Departmental level and is to

be used for the development of the 2007/08 individual scorecards down to the levels of

Deputy Manager/Managing Engineer/Senior Engineer and Chief positions, i.e. down to level

7 of the current corporate organisational structure.

The components of the Departmental Scorecard that rolls up to the City scorecard for the

5YP (2006-2011) are described in section 2 above.



4.5.1.10 SECTION 9: INSTITUTIONAL ARRANGEMENTS

The institutional arrangements required for the implementation of this business plan are

reflected in the currently approved organisational structures for Roads, Stormwater and

Transport Development, with the exception of some changes that were submitted but that

could not be implemented due to the ASD process. These are the establishment of a sub

section for Dolomite Management and the establishment of a sub-section for construction

supervision and quality control related to infrastructure provided by Developers in

accordance with their Services Agreements with Council.

The establishment of the Tshwane Transport Authority will also ensure that the functions

and responsibilities related to implementing this business plan are embedded within a

focussed organisational unit with the purpose to group all transport related functions

together. The initial delivery mechanism will be a properly ring-fenced internal

organisational unit situated within the Public Works and Infrastructure Development

Department, that will be responsible for management of infrastructure provisioning,

transport development and planning, management of public transport operators and

facilities and related administrative functions. This unit will serve the Transport Authority

(governing body) as its “technical executive” in terms of the requirements of the NLTTA.

The Operational Services Section of the Roads and Stormwater Division renders its services

in four regions and this may have to be aligned with the 5 regions of the ASD approved

Structure. It is also the longer term goal to ring-fence these functions to enable the future

establishment of an implementing agency with the current Operational Services as basis.



4.5.2 WATER AND SANITATION

4.5.2.1 PRIORITY DEVELOPMENT NEEDS

Master Planning

Detail planning and modelling is done on a continuous basis to determine the short,

medium and long term capital requirements. Detail with regard to the process is given

below:

• The modeling is based on various strategies, which includes the 5 year COT

Business Plan, Gauteng Spatial Development Framework, The CoT Spatial

Development Framework and other strategic documents as indicated in detail in this

document.

• Computer models are maintained for both the existing water and sewer systems

(Updated every 3 months)

• The models are linked to the financial systems for accurate loading

• Water model loading is as per the water meter database for all occupied/metered

stands, inclusive of UAW

• Sewer model loading is a percentage (± 65%) of the metered water load

• Fully occupied loading scenarios are created by using theoretical water demands &

sewer flows for unoccupied stands

• The fully occupied loading scenario is used for evaluating the existing systems in

order to identify deficiencies and spare capacities

• For future planning allowance is made for increased densities and loadings in areas

so identified by the RSDF’s as well as the needs with regard to backlog eradication

• Future development areas are identified based mainly on the Housing Strategy,

RSDF’s, and backlog eradication needs with extensions based on aerial photo

surveys of vacant land

• Every development area is prioritized (1 to 6) with 1 = imminent and 6 = 25 years

+, on the basis of city development strategies (e.g. zone of choice) and other

factors (perceptions, market forces, disallowing of leapfrogging, etc.)

• Anticipated land uses, densities, water demands and sewer flows are calculated for

each future development area

• A theoretical water network and sewer reticulation network are modeled for every

identified future development area



• The future networks are linked to the existing fully occupied/densified models to

represent the fully occupied/densified future scenario (25 years +)

• The models are used to determine new water zones and sewer drainage areas,

required bulk infrastructure, network reinforcements, network extensions, etc in

order to accommodate the future scenario

• The current 25 years + master plan for Tshwane consists of; Water – 2560 items @

R 1720 million; Sewer (exc. WWTP’s) 1573 items @ R924 million

• The items are prioritized as follows: Required for elimination of existing deficiencies;

Required for Priority 1 future developments, Required for Priority 2 future

developments, etc.

• The Water & Sanitation capital budget is amongst others based on the prioritized

master plan items list as well as the community needs

Community Needs Register

The community needs register reflects the needs that have been registered by the

community up to October 2006. The community needs for water and sanitation can be

categorised into 5 categories, namely:

• Sanitation maintenance

• Sanitation new connections, planning, provisioning

• Water maintenance

• Water new connections, planning, provisioning

• Water quality of supply, pressure

The table below shows the detail with regard to the community needs and linkages to the

capital projects list.



Needs Register link with Capital Budget

Category Ward No Need description Capital Project link/Comments

18 Upgrading of sewer systems More detail information is needed. Existing full sewer reticulation in this area.

SEWERAGE Daily blockages & poor maintenance. Healthy hazards. Infrastructure old. Unsafe man holes. Informal settlement not reticulated. Toilet system malfunctioned

Operation and maintenance need more detail on exact location.

32

WATER Toilet system wasteful. Toilet system has no spares. Removal of meters to the gate.

Operation and maintenance need more detail on exact location. Toilet system is the responsibility of the owner.

Sewer leakage (UU,WW)


37

Fixing of Sewer pipe (UU.WW) Operation and maintenance need more detail on exact location.

39 Toilet top structures (SS Ext. 1,2,3,11, Block TT)

710753, 710389, 711756 South eastern part is a Housing project

58 Management of newly erected public toilets The provision of public toilets is not the responsibility of the Water and Sanitation Division.

74 Blockages of the existing Sewer System also a serious problem.

Operation and maintenance need more detail on exact location. This is also a Housing project.

Up-grading of sewer pump station which always floods to the nearby primary school and residential area.

Operation and maintenance need more detail in this regard. 710878 will address upgrade (J and R)

Both sewer pumps in Leboneng and Unit D Ext 6 needs upgrading/refurbishment as they regularly over flow to nearby residential areas and schools

Operation and maintenance need more detail in this regards

Sanitation Maintenance

75

Repair of sewerage pipes in Tambo Village Operation and maintenance need more detail on exact location.


2 There is a great need for public toilets. It is recommended that about 4 public toilets be built in the area.

The provision of public toilets is not the responsibility of the Water and Sanitation Division.

4 Toilet top structures Where: Soshanguve south ext. 8,9,10,12

This is an Housing project and therefore not the Water and Sanitation Division’s responsibility

SANITATION VIP for the rest of the rural area 711551 9 Water borne sewerage for the urban edge current pit latrines a risk for cholera

711551

11 Lack of sanitation services


12 Work towards formalising the area so that people can get better sanitation services.


Lack of sanitation service/households; there is a need for sewerage reticulation.

710878 Housing Department will do the formalisation of the area.

13

There is a need of upgrading VIP toilets to water borne sewerage system

710878 Housing Department will do the formalisation of the area.

14 Sewerage infrastructure More detail information is needed. 710878 17 Erect toilets; More detail information is needed. Housing Dept 18 Lack of sanitation services to stands More detail information is needed. Reticulation

in place. Provision of flushing toilets and water yard connections to block EW

710308 19

Nooitgedacht Sewer Plant More detail information is needed 20 Nooitgedacht Sewer Plant More detail information is needed 21 Nooitgedacht Sewer Plant More detail information is needed

LEBANON SEWER BE UPGRADED Proposal: Tshwane Metro Council to allocate funds to upgrade the whole sewer system in this area

711554, 710411 22

Nooitgedacht Sewer Plant More detail information is needed 25 No sewerage system in Blocks T, V & W


Sanitation New Connections, Planning, Provisioning

26 Block KK sewerage Networks welcomed; Block This is an Housing project and therefore not the





P sewerage yard connection omitted. Water and Sanitation Division’s responsibility n Block R and Block S the sewerage installation is complete and we are applying for Toilet Structures in these two areas


Lack of sanitation services to stands; Construction of sewerage.


Sewer network construction Block P


29 Water and Sanitation: Sewerage and toilets (block IA); Toilets (block FF); Sewerage and Toilets (block NN); Toilets (block LL)


30 Flush toilets for informal settlements


31 WATER & SANITATION PROBLEM ISSUES: Upgrading of pit toilets in zone 1 (i.e. 1 000 toilets), Upgrading of sewer systems

711895, More information regarding the upgrading of the sewer system is required,

33 Block AA - Sewerage network system 710308, 711410, This is a housing project 35 BLOCK H EXTENSION Sewage network. 711554, 710308, This is a housing project

Sanitation ‘block M and L ext., H ext. has a shortage of sewerage system


36

Sewerage connections to all stand


Complete sewerage with toilet top structures (EXT 5)


Complete toilet top structure project (Ext. 3b,4)


37

Complete toilet top structure project ext 3b


Soshanguve South previously known to as Marius van Beljoen land need sewer house connections.


Block TT sewer to be upgraded. 711756 Ext. O needs sewer house connections


Ext 1 South and 11 need sewer network reticulation.

710389, The sewer reticulation in Soshanguve South Extension 11 is a housing project

Ext 1 Plot 67 sewer network.


39

Ext 0 toilet top structures


Additional chemical toilets - ITIRELENG INFORMAL SETTLEMENT


Sanitation - OLIEVENHOUTBOSCH CAMP 1 AND 2 TRANSIT AREAS


48

Water and sanitation. Improve living standards of residents in informal settlements. Waiting periods for subsidized housing is excessive and allowance must be made for the people to have basic living conditions. Provide sufficient, serviced chemical ablution


50 Sanitary facilities at bus and taxi congregation points


54 Lack of sanitation services to stands

More detail information is needed.

Construct additional toilet facilities at the Botha street taxi rank


57

Provide additional and accessible toilets facilities at shopping malls, library, post office and parking lots throughout the ward.






Public toilets are a totally insufficient facility


58

There is a great need for public toilets in the business area. It could be run as a business and job creation project.


Lack of public toilet facilities


59

Lack of toilet facilities


60 Toilet facilities in Church Square to be opened 24 hours.


Laudium community centre additional toilets (only one toilet available to accommodate 800 people).


61

SCHOOL DROP OFF/PICKUP POINT – VALHALLA PRIMARY SCHOOL There are no shade or toilet facilities for the drivers of the mini buses and that is why they park at other venues.


Ablution for Masopha Sports Ground


63

Sewerage for Murray and Robert


65 Toilets at taxi rank (Botha/Station)


66 Adequate sanitation must be provided for taxis and informal traders (water, ablution facilities, solid waste removal).


68 Public toilets


69 Developing and installing municipal sewerage for the agricultural holding in the area of jurisdiction of Ward 69.

712147, More information regarding the installation of the sewer system is required

Blockage problems of existing sewage system


Lack of sanitation services to stands 710753, 710878, 711533

73

Upgrading of pit latrines to water borne sewerage

710878, 711533

74 Portion 9: Infrastructure (water sewerage) 710383, 710411, 710878, 711527

76 Sanitation 710390


17 Facility/service be installed Extension 20; Service to be improved erect reservoir extension 22; and To be repaired extension 10 and Mahube.

711328 – Bulk water upgrade

31 Water & Sanitation: Water reticulation infrastructure System worn out, pipes rotten (upgrading needed)

711895

Repair or remove water taps in empty stands (RDP)

711554, 711410 this project is for new waterpipes and water connections in Soshanguve and should not be included here! Funds for 07/08 will be utilized for water pipes in Soshanguve Block DD, X,Y,W Detail information is needed

Maintenance of water hydrants and notification before services are cut.


Water Maintenance, Leakages

37

Remove all taps in empty stands. Detail information is needed





38 Under ground pipe leaking and damage the road on Shabangu Street


50 Improve the water network in the Wonderboom Reservoir Zone (Detail projects identified by CCP)

Detail information is needed

54 100% of water sources being used by Municipality

Detail information is needed, this is not clear?

Replacement of damaged tanks and provision of additional tanks especially at schools and clinics

Detail information is needed. 711533 upgrade to full water reticulation

73

Replacement of damaged tanks and provision of additional tanks especially at schools and clinics.

Detail information is needed, this is not clear?


3 Separate water meters Prepaid Meters Detail information is needed, exact location is needed

4 House connections Soshanguve south ext. 8,9,10


Clean running water with meter connections SEKAMPANENG

710390, 711921 – Provisioning of bulk supply 710878- reticulation

DILOPYE Clean running water, pipelines are ready. 100% only water provision shortage.

710390, 711921 – Provisioning of bulk supply

8

SEKAMPANENG - Sanitation & running water 710390, 711921 – Provisioning of bulk supply 11 Natural Water flow Block JJ and HH; 711410, This is a housing project.

12 To build reservoir for future purposes 711331 – bulk provisioning

Agricultural water supply to the northern areas to serve Majaneng, Sekampaneng, Suurman, Dilopye and Stinkwater.

710878 No water will be provided for agricultural purposes, only potable water supply.

Upgrading of water purification plant in Temba

712140, 711921

14

Yard to yard water connection for ± 8000 houses

710878

16 Phase Informal Settlement Communal water taps damaged due to illegal connections, needs maintenance;

Operation and maintenance – continuous

19 Water and Sanitation 710308 20 Bulk water supply or building water reservoir

in Itsoseng phase 6 and 8 710308, 710391, 710393, 711554

22 WATER SUPPLY IN BOTSABELO Population of 1000 people; This area is not formalized; No water infrastructure; No formal roads. Proposal: Tshwane must formalise this area or move the squatters to another suitable area.

711554

23 Eerstefabrieke Ext 14: Water reticulation, Sewer reticulation

710007 sewer upgrading

Provide water to following informal settlements: Block PP (Apla; Chris Hani; Jabulani); Block T (Ext. 2); Block W extension

711410, this is a Housing Dept project 25

To fill up 2 dams in residential areas.

This is not the Water and Sanitation Division’s responsibility

Water for informal settlement and proper infrastructure.

711554 30

WATER In yard connections

711554

31 WATER AND SANITATION: Need for provision of services, Upgrading of pit latrines to water borne sewage

711895, 710878

35 CENTRAL No water supply and electricity 711410, more detail information is required 37 House connections (Ext. 5) 711410 Water house connections 13,12,10 711410 39 Need water and sewer reticulation in

Extension 1 portion 67 710389, 711332, 711534, 711856

Water New Connections, Planning, Provisioning

48 Extension of water supply stand pipes - 712135 – bulk water upgrade





ITIRELENG INFORMAL SETTLEMENT Housing Dept project scheduled for resettlement Municipal Water as the Pretoria/Diepsloot pipe is going to be laid, it may be possible for them to T-off for us. Reason: Backup for drought and general water shortage due to excessive use of borehole water - TIMSRAND AGRICULTURAL HOLDINGS

This issue is not clear and more information is needed.

Provision of basic services ITIRELENG INFORMAL SETTLEMENT


Supply basic services - CHOBA, MAIMELA AND MOTLOUNG


Water supply layout - ITIRELENG INFORMAL SETTLEMENT


Water - OLIEVENHOUTBOSCH CAMP 1 AND 2 TRANSIT AREAS


Municipal Water/ Sewerage. Area expanding, increased density, without the equivalent increase in basic services. Install where no services exist and upgrade existing services


Water and sanitation. Improve living standards of residents in informal settlements. Waiting periods for subsidized housing is excessive and allowance must be made for the people to have basic living conditions. Install and maintain water supply


Upgrading Water Networks. To ensure that current and future residents have access to water. Provide water to areas that as yet do not have Municipal water.

712135, 710023 – bulk water upgrade and network lengthening

Construction of 2x12 Megaliter reservoirs on top of Halls Hill

Bulk upgrade, Roodeplaat Temba water sceme 50

Upgrade the Montana Reservoir Zone network (Detail projects identified by CCP)

Bulk upgrade, Roodeplaat Temba water sceme

Conduct an audit of the capacity/spare capacity of the water, electricity and sewage infrastructure in the ward for the purposes of determining development possibilities

710054 57

Upgrade water supply infrastructure in Doringkloof to reduce frequent water pressure drops.

711340

69 Upgrading the water reservoir in Eldoraigne 3 for high-lying areas to combat periodic water shortages

Exact location is needed

71 Tanks In Phomolong: Block PP, Block KK, Block JJ, Block H, Block F. In Vergenoeg: Block S, Block YX, Block I, Block V, Block W, Block X, Block ZZ, Block ZZZ, Block ZA. In Jeffsville: Block J, Block O.


Resuscitation of drinking/water wells (didiba) for cultural/spiritual/religious purposes.

Not the water and sanitation Division’s function

Revival of communal taps until the reservoir is upgraded and yard connections installed.

710878

73

WATER AND SANITATION Need for provision of services.

710878

75 WATER AND SANITATION: Provision of clean and clear water.

711921, Operational and maintenance

76 Bulk water supply and sanitation. 710390, 711921


Water supply Davidsonville 710025 will be utilized to complete waternetworks in Swacina park

Water Quality of Supply, Pressure

7

Investigate quality of service to bulk consumers in the Magaliesmoot

Operational and maintenance





(Kameeldrift) area; 11 Water supply problems More detail is needed 13 There is water pressure and supply problems More detail is needed on exact location. 712139

bulk upgrade 14 Water supply problems More detail is needed on exact location. 712535

bulk upgrade 19 Insufficient supply of water and lack of

sanitation in informal settlements, CV, EW Kanana creates health problems

More detail is needed on exact location

Filling of 2 open dams in Block W Not the water and Sanitation Division’s responciblity

25

Water pressure problems in all blocks of W.25.


26 Need for provision of services; Water supply problems


27 Problem with Block MM squatter for water stand pipe. Residents get this service only by water tank; Sewerage ventilation still a problem in Blocks P; X and Y. That this problem be given a high priority.

Housing Dept project

30 Water supply problems. Blockage problems of existing. Sewage system. Lack of sanitation services to stands.

Operation and maintenance detail is needed on exact location

36 Water quality conservation Environmental manegement 37 Monitoring of water hydrants and notification

before service are cut (ext. 3,4,5,UU,WW,XX)

46 Waterkloof Glen water under suspect (water pollution)


50 Water pollution Platinum Toll Road – The effect on lavender Road, Voortrekker Road and Wonderboom Poort


54 Pressure in water pipes fluctuates


56 Renewing the water


Water pressure problems

Operation and maintenance detail is needed on exact location. 712133

Upgrade water reticulation system in Lyttelton Manor East to address considerable fluctuations in water pressure


57

Water pressure problems Give attention to preventing future overflow occurrences due to rainwater ingress


66 Low water pressure in newly developed areas. Operation and maintenance detail is needed on exact location. 711344

Water supply problems. Detail is needed on exact location 72 Need to provide safer clean running water


Water pressure problems


73

Water supply problems Detail is needed on exact location here is a necessity of the extension of the water plant that consists of 40 mega litres and supplying the entire population of Temba, Babelegi Industrial area up to Makapanstad. The quality of the water is not up to the expected standard.

711921, 712142, 710383 74

WATER AND SANITATION The community is experiencing the lowpressure problem


75 Improve quality of running water and electricity.




4.5.2.2 RELEVANT STRATEGIC PRIORITIES

Although the City of Tshwane Five Year Programme (5YP) is the leading strategic

document, the business plan of the Water and Sanitation Division is strategically directed

and informed by amongst others the following overarching visions, goals, strategies,

objectives and initiatives, from National to Local level.

National Government Directives:

a. The National Vision 2014

b. Accelerated Shared Growth Initiative (ASGISA)

c. National Spatial Development Perspective

d. DWAF Strategic Framework for Water Services

Provincial Government Directive:

a. The Gauteng Growth and Development Strategy

b. Gauteng Spatial Development Perspective

City Of Tshwane (Cot) Directives:

a. City of Tshwane Five Year Programme (5YP)

b. Tshwane Integrated Development Plan (TIDP)

c. City of Tshwane Development Strategy

d. Spatial Development Strategy for the City of Tshwane - 2010 and beyond

e. Tshwane Integrated Environmental Policy (TIEP)

f. Tshwane Integrated Environmental Policy – Implementation Plan

g. Registered Community Needs

h. Water Services Development Plan

i. Various Council resolutions, e.g. on Alternative Service Delivery Mechanisms,

establishment or disestablishment of municipal entities, etc.



VISION 2014 DWAF VISION GDS VISION CITY VISION (COT) • Reduce unemployment by half

through new jobs, skills development, assistance to small businesses, opportunities for self-employment and sustainable community livelihoods.

• Reduce poverty by half through economic development, comprehensive social security, land reform and improved household and community assets.

• Provide the skills required by the economy, build capacity and provide resources across society to encourage self-employment with an education system that is geared for productive work, good citizenship and a caring society.

• Ensure that all South Africans, including especially the poor and those at risk – children youth, women, the aged and people with disabilities – are fully able to exercise their constitutional rights and enjoy the full dignity of freedom.

• Compassionate government service to the people: national, provincial and local public representatives who are accessible; and citizens who know their rights and insist on fair treatment and efficient service.

• Massively reduce health risks such as tuberculoses, diabetes, malnutrition and maternal deaths and turn the tide against HIV and AIDS, and, working with the rest of Southern Africa, strive to eliminate malaria, and improve services to achieve a better national health profile and reduction of preventable causes of death, including violent crime and road accidents.

• Significantly reduce the number of serious and priority crimes as well as cases awaiting trial, with a society that actively challenges crime and corruption, and with programmes that also address the social roots of criminality.

• Position South Africa strategically as an effective force in global relations, with vibrant and balanced trade and other relations with countries of the South and the North, and in an Africa that is growing, prospering and benefiting all Africans, especially the poor.

Water is life, sanitation is dignity (a) people to have

access to adequate, safe, appropriate and affordable water and sanitation services, use water wisely and practise safe sanitation

(b) water & sanitation services are provided by effective, efficient and sustainable institutions

(c) Water is used effectively, efficiently and sustainably to reduce poverty, improve human health and promote economic development

UNDERPINNING PRINCIPLES

The right of access to a basic water and sanitation service (the 1st step)

Higher level of service (moving up the ladder)

Consumer responsibility

Ownership of assets User charges

(retail) Operating in

accordance with sound business principles

To ultimately create a better life for all citizens, including the Continent, through: (a) Long term,

sustainable growth of the provincial economy;

(b) Meeting the socio-economic development needs of our people;

(c) Creating jobs, and (d) Reducing

unemployment and poverty.

To be the leading international African Capital City of excellence that empowers the community to prosper in a safe and healthy environment Strategic Objective 1: Provide quality basic services and infrastructure. Strategic Objective 2: Accelerate higher and shared economic growth and development. Strategic Objective 3: To fight poverty, build clean, healthy safe and sustainable communities. Strategic Objective 4: Foster participatory democracy and Batho Pele principles through a caring, accessible and accountable service. Strategic Objective 5: To ensure good governance, financial viability and optimal institutional transformation with capacity to execute its mandate.

The strategic directives of the Water and Sanitation Division support the City Strategic

Objectives of the City of Tshwane Five Year Business Plan, through its mission:

“To improve the quality of life in Tshwane through the provision of sustainable

high quality water and sanitation services.”



The mission of the Water and Sanitation Division is directly in line with the City Strategic

Objective 1: Provide quality basic services and infrastructure. The Water and Sanitation

Division also has an indirect input into various cross cutting issues. These linkages can be

summarised accordingly.

City Strategic Objective City KPA Cross Cutting Issues

Provide Basic Services and Develop Infrastructure

Eradication of infrastructure backlogs

HIV/AIDS: Afford all residents with at least the basic level of service to ensure a hygienic & healthy lifestyle. Batho Pele: Providing water services to the community as per their constitutional rights. Skills Development/Transfer: Project implementation via EPWP to ensure skills transfer. BBBEE: Projects implemented according to the PPPFA and EPWP. Disabled, Youth development, and Women: Projects implemented according to EPWP. Labour relations: Projects implemented in accordance with Councils conditions of tender. Risk management: Development and implementation of a backlog eradication strategy. Processes and procedures to ensure deliverables of the strategy by means of monitoring and evaluation procedure.


Providing quality infrastructure for growth

HIV/AIDS: Afford all residents with at least the basic level of service to ensure a hygienic & healthy lifestyle. Batho Pele: Providing water services to the community as per their constitutional rights. Skills Development/Transfer: Project implementation via EPWP to ensure skills transfer. BBBEE: Projects implemented according to the PPPFA and EPWP. Disabled, Youth development, and Women: Projects implemented according to EPWP. Labour relations: Projects implemented in accordance with Councils conditions of tender. Risk management: Processes and procedures to ensure deliverables of the strategy by means of monitoring and evaluation procedure.


Ensure maintenance of existing infrastructure

HIV/AIDS: Implement Aids awareness programmes and counselling of personnel Governance: Systems and processes to ensure Divisional output. Skills Development/Transfer: Training and development of personnel according to the Divisional skills development programme. BBBEE: Employment of personnel in accordance with the Divisional employment equity policy. Risk management: Processes and procedures to ensure continuous/pro-active maintenance of services by means of monitoring and evaluation procedure.


Ensure optimal resource utilisation

HIV/AIDS: Ensure continuous supply of water services to ensure a healthy lifestile Batho Pele: Providing a continuous water services to the community as per their constitutional rights. Skills Development/Transfer: Project implementation via EPWP to ensure skills transfer. BBBEE: Projects implemented according to the PPPFA and EPWP. Disabled, Youth development, and Women: Projects implemented according to EPWP. Labour relations: Projects implemented in accordance with Councils conditions of tender. Risk management: Processes and procedures to ensure deliverables of the strategy by means of monitoring and evaluation procedure.

Good governance Sound human resource management

HIV/AIDS: Implement Aids awareness programmes and counselling of personnel. Skills Development/Transfer: Training and development of personnel accoring to the Divisional skills development programme.



City Strategic Objective City KPA Cross Cutting Issues

Gender: Divisional targets to be met in accordance with the Divisional Employment Equity Policy. BBBEE: Employment of personel in accordance with the Divisional Employment Equity Policy. Risk management: Processes and procedures to ensure continuous/pro-active maintenance of services by means of monitoring and evaluation procedure. Human Resource Development: Training of staff and career development programmes. Communication (Internal and External): Continuous effective communication practices

4.5.2.3 DEPARTMENTAL OBJECTIVES

The Water and Sanitation Division identified the following Departmental Objectives:

• To ensure a continuous and adequate supply of bulk water in an economic,

effective and efficient manner of an acceptable quality and price to satisfy the

needs of our clients. (BW)

• Providing, operating and maintaining the water infrastructure to distribute in a

sustainable, effective and efficient manner to satisfy our community’s needs (WD)

• To collect and convey waste water in a sustainable and safe way (WWC)

• To treat waste water and dispose of by-products in accordance with legally

prescribed standards to prevent pollution of the environment (WWT)

• To enhance the upliftment of the essential needs of the water consumers of the

City of Tshwane through effective and efficient implementation and execution of

new water and sanitation infrastructure. (IP)

• Provide, co-ordinate, initiate and direct pro-active enablers for implementation of

sustainable water services (WSDR)

• To professionally serve, develop, educate, promote and communicate the provision

of water services to all people in Tshwane and external customers, in ensuring

satisfied customers to prosper in a sustainable safe and healthy environment.

(WCM)

• To provide best practise Human Resource Management, Logistics Management and

General Administration services to the Water and Sanitation Division. (WSR)



Strategic Object 1: Provide quality basic services and infrastructure City KPAs 1.1: Eradicate / reduce infrastructure backlogs City KPIs: The percentage of households with access to basic levels of (water, sanitation, electricity, solid waste removal), roads and stormwater and housing City Strategic target: Eradicate basic services backlogs equal to or earlier than national targets

Annual Targets Departmental targets 2007/08 2008/09 2009/10 2010/11 2011/12


Enabling Environment

Increase households with access to at least a basic level of water service (27044 households from 2007/08-2012) (1430 households by 2006/07))

5623 10760 6731 3930 0 Number of households provided with a basic water service in order to eradicate backlog

Execution of planned Capital Projects according to budget allocated and program schedule

Increase households with access to at least a basic level of sewer service (37400 households from 2007/08-2012) (963 households by 2006/07)

331 7879 14579 11631 0 Number of households provided with a basic sanitation service in order to eradicate backlog


Strategic Object 1: Provide quality basic services and infrastructure City KPAs 1.2: Provide quality infrastructure for growth City KPIs: Provision of infrastructure per type as a proportion to new demand / need (growth) City Strategic target: Provide infrastructure that meets growth demands and prevent the creation of new backlogs




35803 26573 27598 3850 9950 Installation of Bulk Water pipelines (meter)


308987 334012 232413 95000 106060 Installation of Internal Water Network pipelines (meter)


Increase water infrastructure provided per infrastructure type as proportion to new demand/ growth (Bulk pipelines: 10377m by 2012, Networks: 1076472m by 2012, Capacity: 40Ml by 2012) (New, upgrade and replacements included)

0 0 40 0 0 Increase Reservoir capacity (megalitres)


7523 2600 3400 4485 3100 Installation of Bulk Sewer pipelines (meter)


60588 167705 123260 95260 10260 Installation of Internal Sewer Network pipelines(meter)


Increase sewer infrastructure provided per infrastructure type as proportion to new demand/ growth (Bulk pipelines: 21108m by 2012, Networks: 457073m by 2012, Capacity: 15Ml by 2012) (New, upgrade and replacements

0 0 15 0 0 Increase Waste water treatment capacity

Execution of planned Capital Projects according



Strategic Object 1: Provide quality basic services and infrastructure City KPAs 1.2: Provide quality infrastructure for growth City KPIs: Provision of infrastructure per type as a proportion to new demand / need (growth) City Strategic target: Provide infrastructure that meets growth demands and prevent the creation of new backlogs




included)

(megalitres) to budget allocated and program schedule

Strategic Object 1: Provide quality basic services and infrastructure City KPAs 1.4: Ensure optimal resource utilisation City KPIs: % unaccounted for water and electricity City Strategic target: % unaccounted for water and electricity losses to be in line with internal norms and standards by 2011




Reduce unaccounted for water to 26% in 2011

28 27 27 26 26 % unaccounted for water

Continuous investigations of illegal connections, repair to leakages and rectifying of non-metered consumption

Unaccounted for water is calculated presently by the Finance Dept whereby the difference

between total water purchased and water sold is calculated from the figures indicated on SAP.

The Water and Sanitation Division opposes the process since the technical issues (water via stand

taps/tankers) are not taken into account which would reduce the UAW as indicated on SAP. The

Division therefore requested via the former Municipal Manager that UAW would be reported on by

the Water and Sanitation Division (which was approved).

At the end of the 2005/06 financial year the UAW was reported to be at 26%, very recently it was

discovered that the supply of water from the Roodeplaat Water Treatment Works, as from April

2005 was not taken into account. This therefore implies that the UAW for 2005/06 was at 30%.

The reduction in the percentage of UAW by 3% annually is unachievable and impractical and has

severe financial requirements. The UAW percentage as quoted above in the Business Plan is

realistic and achievable.



Strategic Objective 1: Provide quality basic services and infrastructure City KPA 1.7: Optimise labour intensity and community involvement City KPI 5: Nr of service delivery initiatives with local labour content as a proportion of the total City Strategic target 5: By 2011 all labour intensive initiatives of COT should have 90% local labour

Annual Targets Departmental targets 2007/08 2008/09 2009/10 2010/11



1.7.2 Approved 06/07 By 2011 all labour intensive initiatives of COT should have 90% local labour

30%

40% 50% 50%

% of local labour in labour intensive initiatives of COT

Approved Capital Budget Execution of planned Capital Projects according to budget allocated and program schedule Procurement, environmental, etc processes

Strategic Object 2: To accelerate higher and shared economic growth and development City KPA 2.5: Increase participation and broaden the contribution in growing the city’s economy through the development of

SMME’s, co-operatives, the informal sector and the role of black people, women and youth City KPI 9: Nr of SMME’s and/or cooperatives that empower black people, women and youth, supported and developed City Strategic target 9: At least 8000 SMME’s and or cooperatives by 2011, of which 75% are to be black person/women/youth owned.




2.5.1 Approved 06/07 By 2010 80% of total vendors used by the municipality are local.

50% 60%

70% 80%

80% Percentage of local vendors used by the department for non specialised services.

The achievement is based on the result of the procurement process.

Strategic Object 2: To accelerate higher and shared economic growth and development City KPA 2.8: Implement job creation initiatives City KPI 12: The number of jobs created through a municipality’s initiatives, including capital projects City Strategic target 12: Create at least 53000 short term jobs and 5000 permanent jobs

Annual Targets Departmental targets 2007/08 2008/09 2009/1

0 2010/11 2011/1

2



426 396 275 204 139 Number of jobs created through the implementation of water projects


2.8.1 Create 3010 short term jobs by 2012 in the execution of Water and Sanitation projects

228 303 426 418 195 Number of jobs created through the implementation of sewer projects

Approved Capital Budget Execution of planned Capital Projects according to budget allocated and program



schedule Procurement, environmental, etc processes

654 699 701 622 334 3010 jobs created by 2012

Strategic Object 5: To ensure good governance, financial viability and optimal institutional transformation with capacity to execute its mandate City KPA 5.1: Good governance (please refer to the table on the linkages to this KPA in the beginning of this document) City KPI: The % of residents of Tshwane who have indicated that COT governs well City Strategic target: 95% of COT residents surveyed indicated that COT governs well




5.1.1 Approved 06/07 Senior Management performs all key functions necessary to run the COT Proposed 07/08

9 9 9

9

9

Nr or senior managers that directly perform the list of key management functions as determined by the EM (including business planning, performance management, risk management, and financial management)

All 9 senior management positions W&S are filled

5.1.2 Approved 06/07 The COT complies with all relevant legislation, and where it cannot comply obtains permission from the relevant authority.

100%

100% 100% 100% 100% % compliance to all relevant legislation, policies and procedures

W&S must comply to relevant legislations (e.g. Water Services Act, National Water Act, etc)

5.1.3 Approved 06/07 COT achieves unqualified audits Changed 06/07 The overall target was not changed

100% 100% 100% 100% 100% Number of Qualifications to the annual audit report W&S: Percentage adherence to unqualified audit report

The attainment of prudent financial management practices within the environment

Strategic Object 5: To ensure good governance, financial viability and optimal institutional transformation with capacity to execute its mandate City KPA 5.2: Sustainability management City KPI: % of municipal debt over 90 days

Efficiency gains in rand value due to the implementation of alternate service delivery mechanisms City Strategic target: Reduce municipal debt over 90 days from 78% to 68% by 2011. A comparison of expenditure prior to and after implementation of alternate service delivery mechanisms shows savings by 2011.




5.2.8 Approved 06/07 All revenue generation targets are realized by

90% 90% 90% 90% 90% % of planned revenue targets realised Proposal: 07/08

Accurate metering and billing



departments that generate revenue

This target be translated into R amounts by each department

Strategic Object 5: To ensure good governance, financial viability and optimal institutional transformation with capacity to execute its mandate City KPA 5.3 Prudent financial management (linked to KPA 5.2 ) City KPI: Financial viability % of a municipality’s capital budget actually spent on capital projects identified for a particular financial year as per the IDP (NKPI) City Strategic target: The % of budget spent is in line with the restructuring grant conditions with 99% achieved by 2009.The

financial viability is to be achieved in terms of the restructuring grant targets Annual Targets Departmental

targets 2007/08 2008/09 2009/10 2010/11 2011/12 Departmental Indicators


98% 98% 98% 98% 98% % capital budget spent to achieve planned and approved outcomes


5.3.1 Approved 06/07 Spend the budget in line with the restructuring grant conditions

95% 95% 95% 95% 95% % operational budget spent to achieve set outcomes

Sufficient capacity Prudent financial management

5.3.2 Approved 06/07 Reduce remuneration as a % of the total operating budget in line with the restructuring grant conditions Changed 06/07 The overall target was not changed

28% 28% 28% 28% 28% Remuneration as a % of the total operating budget

Sufficient capacity Filling of only funded vacancies Prudent financial management

Strategic Object 5: To ensure good governance, financial viability and optimal institutional transformation with capacity to execute its mandate City KPA 5.4: Local government responsiveness to its residents (linked to KPA 5.5) City KPI: % of residents surveyed who indicated satisfaction with COT responsiveness City Strategic target: 80% of residents surveyed annually indicate they are satisfied with COT responsiveness




5.4.1 Approved 06/07 Address 87.6% of calls on time Proposed 07/08 Water: 75% in 48 hrs Sanitation: 80% in 8 hrs

75%

75% 75% 75% 75% % of telephone calls addressed on time W&S Proposal 07/08: Water: 75% in 48 hrs Sanitation: 80% in 8 hrs

Sufficient capacity Prudent financial management



Strategic Object 5: To ensure good governance, financial viability and optimal institutional transformation with capacity to execute its mandate City KPA 5.7: Perform risk management City KPI: The degree to which COT risk management practices reflect international best practice, norms and standards City Strategic target: COT risk management practices in line with international best practice and norms and standards by end 2007/08




5.7.3 Approved 06/07 Reduce controllable insurance claims by 2% per annum

Approved 06/07 2%

Approved 06/07 2%

Approved 06/07 2%

Approved 06/07 2%

Approved 06/07 2%


Adequate security measures Driver training programmes 100% compliance to alcohol and drug policy

Strategic Object 5: To ensure good governance, financial viability and optimal institutional transformation with capacity to execute its mandate City KPA 5.11: Customer relations management/Batho pele principles (a strategic initiative linked to KPA 5.4) City KPI: % of residents surveyed who indicated satisfaction with COT responsiveness City Strategic target: 80% of customers surveyed annually indicate that they are satisfied with COT responsiveness




5.11.2 Approved 06/07 Reduce customer complaints relating to COT responsiveness by 5% per annum Proposed 07/08

5%

5%

5%

5% 5% % reduction in customer complaints relating to COT responsiveness

Sufficient capacity

Strategic Object 5: To ensure good governance, financial viability and optimal institutional transformation with capacity to execute its mandate City KPA 5.14: Review current performance management system and re-align to new priorities ((a strategic initiative linked to KPA 5.1) KPAs 5.14: Review current performance management system and re-align to new priorities ((a strategic initiative linked to KPA 5.1) City KPI: % alignment and integration between individual, organisational and financial management City Strategic target: Achievement of a 100% integrated and aligned performance management system in COT by 2008




5.14.2 Approved 06/07 Cascade the performance management system to all levels of the organisation by 2010

4 5 6 7 7 Levels to which the individual performance management system is cascaded

Sufficient capacity

Strategic Object 5: To ensure good governance, financial viability and optimal institutional transformation with capacity to execute its mandate City KPA 5.16: Ensure employment equity City KPI: The number of people from employment equity target groups employed per organisational level in compliance with the municipality’s EE plan. (NKPI) City Strategic target: Annually achieve the targets set out in the municipality’s EE plan thereby achieving 100% of the EE plan by 2011






5.16.1 Approved 06/07 Achieve 90% representation of designated groups in the institution Changed 06/07 The overall target was not changed Proposed 07/08 Should the indicator be changed, the target will have to be changed.

80% 82% 85% 90% 90% % representation of the designated groups according to departmental Employment Equity Plans

Appointment of sufficient, qualified EE candidates

4.5.2.4 INSTITUTIONAL REFORM

It is the intention of the city to separate the roles and responsibilities of the service

authority and ring-fencing of the service provider more clearly as provided for in the Water

Services Act (Act 108 of 1997). The City of Tshwane on 27 October 2005 approved in

principle that water services will be provided through a dedicated internal business unit

(IBU) in order to improve the economy, effectiveness and efficiency of service delivery.

The details of this IBU still needs to be worked out and is presently under investigation.

This is done in conjunction with the corporate Alternative Service Delivery (ASD) process

presently in process of implementation.

The City of Tshwane also on 17 February 2006 resolved to terminate the Roodeplaat

Temba Water Services Trust, a municipal entity established to implement and operate the

Roodeplaat and Temba bulk water supply schemes. The loan and operational agreements

entered into by the Trust with Absa Bank and Magalies Water respectively, will be taken

over by the City of Tshwane together with all assets of the Trust.

4.5.2.5 DEPARTMENTAL IMPLEMENTATION STRATEGY

The Water and Sanitation business plan defines specific strategic, tactical and operational

goals for the achievement of the strategic expectations of national and provincial

government relating to water and sanitation provision within the governance domain of the

City of Tshwane. The specific strategic goals for the Water and Sanitation division would

also enable the achievement of the strategic expectations of the senior management (both

political and business management expectations) of the City of Tshwane.



The strategy for implementing the Water and Sanitation division business plan involves a

process of translating the strategic objectives into an action plan and documenting a

summary of this plan in a performance scorecard for the divisional manager for measuring

achievement of this action plan against measurable key performance indicators. In the

same way, performance scorecards developed for section managers will measure

achievement of tactical plans, and performance scorecards developed for sub-section

managers will measure achievement of operational plans.

Performance scorecards are developed and maintained to manage business performance at

strategic, tactical and operational levels over a five year planning horizon. Measurement

criteria (key performance indicators) cover five critical areas of business success, namely

customer satisfaction with service delivery, efficient financial management, effective

business process and project management, sustainable human resources capacity building

and statutory compliance.

Performance as defined in manager scorecards will be monitored and evaluated on a

continuous basis through the application of relevant communication and information

technology (CIT) tools, including a SAP enabled desktop dashboard tool that is currently in

the process of being developed.

4.5.2.6 DEPARTMENTAL PROJECT INVENTORY

Detail with regard to the project inventory is given in the table below.



Strategic Objective/s Alignment Project Name Project

Number Fund Budget 2007/08

Budget 2008/09

Budget 2009/10 Ward New or

Renewal 1 2 3 4 5

Upgrading Of Sewers In Mamelodi 710007 1 20 000 000 4 500 000 2 000 000 6, 15, 18, 23, 28, 38, 40, 67 New 1 3 Upgrading Of Sewers In Mamelodi 710007 3 0 0 0 6, 15, 18, 23, 28, 38, 40, 67 New 1 3 Upgrading Of Sewers In Mamelodi 710007 5 0 0 5 000 000 6, 15, 18, 23, 28, 38, 40, 67 New 1 3 Upgrading Of Sewers In Tshwane Area 710010 1 1 725 000 12 600 000 3 320 000 51, 62, 63, 68, 71, 72 Renewal 1 3

Township Water Services Dev: Tshwane Contributions 710022 1 4 000 000 5 000 000 6 000 000 Tshwane wide 1 to 76 New 1 3

Lengthening Of Network & Supply Pipelines 710023 1 3 500 000 4 000 000 4 500 000 7, 36, 42, 47, 56, 59, 66 New 1 3

Upgrading Of Networks Where Difficulties Exist 710024 1 1 300 000 1 500 000 2 000 000 1, 2, 3, 4, 41, 42, 44, 45, 46, 50, 52, 53, 57, 58, 59, 60, 61, 65, 66, 70 New 1 3

Water Supply To Agricultural Holdings 710025 1 1 500 000 2 000 000 2 500 000 4, 7, 48, 49, 50, 55, 70 New 1 3

Replacement Of Worn Out Network Pipes 710026 1 19 000 000 25 000 000 30 000 000 1, 2, 3, 4, 41, 42, 44, 45, 46, 50, 52, 53, 57, 58, 59, 60, 61, 65, 66, 70 Renewal 1 3

Network Upgrading In Hatfield 710031 1 2 000 000 4 000 000 6 000 000 56, 58 Renewal 1 3 Cathodic Survey Of Main Pipelines 710039 1 1 000 000 1 200 000 1 400 000 3, 38, 40, 43, 60, 65, 67 Renewal 1 3 Installation: Bulk Meters & Loggers At Reservoirs 710054 1 100 000 300 000 0 41, 57, 59, 65, 67, 70 New 1 3

Upgrading Of Pump Stations 710307 1 400 000 500 000 500 000 65, 57 Renewal 1 3 Soshanguve Bulk Pipeline Replacement 710308 1 45 300 000 0 0 19, 20, 26, 29, 33, 35 Renewal 1 3

Soshanguve Bulk Pipeline Replacement 710308 5 700 000 0 0 29, 33, 35, 12, 20, 26 Renewal 1 3

Extension: Sunderland Ridge Waste W/Treat.Plant 710364 1 20 000 000 1 500 000 8 000 000 47, 48, 61, 65, 66, 69, 70 New 1 3

Extension: Sunderland Ridge Waste W/Treat.Plant 710364 5 10 000 000 0 0 47, 48, 61, 65, 66, 69, 70 New 1 3

Hammanskraal West Bulk Water 710383 1 7 300 000 0 0 49, 74 New 1 3 Hammanskraal West Bulk Water 710383 5 6 000 000 0 0 49, 74 New 1 3 Upgrading Water Networks: Greater Temba 710390 1 18 120 000 30 000 000 0 8, 76 New 1 3

Upgrading Water Networks: Greater 710390 5 10 000 000 9 000 000 5 000 000 76 New 1 3





Budget 2008/09


Renewal 1 2 3 4 5

Temba Mabopane/W/Veldt Water Networks Refurbishment 710391 1 1 000 000 3 000 000 3 000 000 20, 21, New 1 3

Mabopane/W/Veldt Water Networks Refurbishment 710391 5 4 000 000 6 000 000 5 000 000 20, 21, New 1 3

Garankuwa Water Networks Refurbishment 710392 1 4 100 000 3 000 000 3 000 000 32 New 1 3

Garankuwa Water Networks Refurbishment 710392 5 1 000 000 6 000 000 5 000 000 32 New 1 3

Kopanong: Bulk Water/Sewer 710393 1 3 180 000 0 0 20 New 1 3 Replacement, Upgrade,Construct Wwtw Facilities 710411 1 6 000 000 6 800 000 6 800 000 tshwane wide 3, 5, 6, 22, 26, 37, 49, 70, 74, 75 Renewal 1 3

Telemetry Of Reservoirs 710555 1 500 000 500 000 500 000 4,6, 37,26,27,33,34,35,36,43,61, 64, 67, 43 Renewal 1 3 Mandela Village Sewer Network 710753 1 8 600 000 5 000 000 0 73 New 1 3 Mandela Village Sewer Network 710753 5 9 000 000 5 400 000 0 73 New 1 3

Refurbishing of Water Networks and Backlog erradication 710878 1 11 350 000 36 235 000 197 367 000 73,75,74,76,8,14,13,25,24,9,12,11,26,27,21,22,20,33,34,35,36,37,39,4,64 New 1 3

Refurbishing of Water Networks and Backlog erradication 710878 3 22 000 000 0 0 73,75,74,76,8,14,13,25,24,9,12,11,26,27,21,22,20,33,34,35,36,37,39,4,64 New 1 3

Refurbishing of Water Networks and Backlog erradication 710878 5 6 500 000 82 400 000 3 093 000 73,75,74,76,8,14,13,25,24,9,12,11,26,27,21,22,20,33,34,35,36,37,39,4,64 New 1 3

Mamelodi R5 Link To Garsfontein 711328 1 15 700 000 0 0 10, 17, 40 New 1 3 Mamelodi R5 Link To Garsfontein 711328 5 7 000 000 0 0 10,17,40 New 1 3 Pipe reinforcement Klipgat/Mabopane/Winterveld 711331 1 5 850 000 7 850 000 0 9, 12, 24 Renewal 1 3

Pipe reinforcement Klipgat/Mabopane/Winterveld 711331 3 3 000 000 1 750 000 0 9, 12, 24 Renewal 1 3

K/Kruisfontein Phase 3 Bulk Water Supply Resev. 711332 1 6 000 000 0 0 37, 39 New 1 3

K/Kruisfontein Phase 3 Bulk Water Supply Resev. 711332 5 10 400 000 9 000 000 0 37, 39 New 1 3

Replacement & Upgrading: Redundant Bulk Pipeline Infrastructure

711335 1 23 620 000 29 700 000 32 840 000 1, 40, 41, 43, 52, 53, 54, 56, 58 Renewal 1 3

Extension Klapperkop Main Outflow 711338 1 16 910 000 0 0 59, 58, 56 New 1 3





Budget 2008/09


Renewal 1 2 3 4 5

Extension Klapperkop Main Outflow 711338 5 3 000 000 0 0 59, 58, 56 New 1 3 Klapperkop Muckleneuck Pipelink 711339 1 6 145 000 0 0 1, 58, 60 New 1 3 Klapperkop Heights Pipe Reinforcements 711340 1 6 950 000 0 0 57, 59 New 1 3

Klapperkop Heights Pipe Reinforcements 711340 5 6 400 000 0 0 57, 59 New 1 3

Interconnection: Laudium/Erasmia Feeder P/Lines 711342 1 3 000 000 6 000 000 0 61 New 1 3

Monument Park Reservoir,Pipes Ext 711343 1 500 000 2 000 000 6 000 000 59 New 1 3 Valhalla Reservoir, Pipes Ext 711344 1 2 000 000 6 000 000 0 66 New 1 3

Garsfontein pipe reinforcement 711345 1 2 500 000 10 000 000 8 000 000 5, 6, 28, 38, 40, 41, 42, 43, 44, 45, 46, 47, 52, 53, 54, 56, 67 New 1 3

Replacement Heights: Hercules Bulk Main.Syst. 711347 1 100 000 1 000 000 2 000 000 3 New 1 3

Temba Water Purification Plant 711348 1 200 000 500 000 10 000 000 47 New 1 3 Replacement Of Sewers 711404 1 8 000 000 8 000 000 8 000 000 48, 57, 61, 64, 65, 66, 69, 70 Renewal 1 3 Water Connections: Soshanguve New Pipes 711410 1 2 000 000 2 500 000 3 000 000 11, 19, 20, 21, 26, 27, 33, 34, 35, 36, 37, 39 New 1 3

Hammanskraal West Bulk Water 711527 5 0 0 0 74 New 1 3 Klerksoord & Heatherdale Main Sewer 711528 1 8 600 000 0 0 2, 4 New 1 3

Water Networks: Ramotse/Morokolong 711533 1 30 400 000 8 900 000 0 73 New 1 3

Water Networks: Ramotse/Morokolong 711533 5 4 400 000 21 100 000 5 000 000 73 New 1 3

Bulk Sewer In Klip/Kruisfontein Phase 3B 711534 1 150 000 0 0 39 New 1 3

Reduction Water Losses: Water Networks 711542 1 2 000 000 2 000 000 3 000 000 Tshwane wide 1 to 76 Renewal 1 3

Sewer Networks: S/Nguve Blocks Tt And Tt Ext. 711756 1 340 000 0 0 39 New 1 3

Relocation: Water Meters and Network Refurbishment Mabopane/Ga-Nkuwa

711895 1 1 100 000 2 000 000 4 000 000 31 Renewal 1 3

"Purification Plant Upgrades" 711921 1 3 450 000 33 750 000 14 000 000 2, 5, 8, 42, 45, 46, 47, 49, 50, 73, 74, 75, 76, 100 Renewal 1 3 Moreletaspruit: Outfall sewer 712121 1 24 500 000 20 000 000 20 500 000 41, 42, 43, 44, 45, 46, 47, 52 New 1 3





Budget 2008/09


Renewal 1 2 3 4 5

Replacement of various outfall sewers 712122 1 0 0 0 48,61,64,65,66,69,70 Renewal 1 3

Re-establishment of wwc ops depots 712123 1 8 000 000 2 000 000 0 4, 11, 12, 19, 20, 21, 22, 25, 26, 27, 29, 30, 31, 32, 33, 34, 35, 36, 37, 39,

49, 73, 74, 75 New 1 3

Construction of new water depots 712124 1 500 000 1 500 000 5 000 000 4,11,12,19,20,21,22,25,26,27,29,30,31,32,33,34,35,36,37,39,49,73,74,75 New 1 3

Extension Of Zeekoegat Wwtw 712125 1 3 000 000 10 000 000 35 000 000 5,43,52,41,40,42,56,44,57,46,45,47 New 1 3 Extension Of Temba Wwtw 712126 1 0 4 000 000 20 000 000 74,49,73,75,76,8 New 1 3 Extension Of Temba Wwtw 712126 5 0 5 000 000 30 000 000 22,30,12,9,29,19,35,20,35,36,33,49,31,32,20 New 1 3 Extension Of Klipgat Wwtw 712127 1 1 000 000 700 000 0 20,12,21,19,29,26, 27, 33, 34,35, New 1 3 Extension Of Klipgat Wwtw 712127 5 0 2 300 000 10 000 000 20,12,21,19,29,26, 27, 33, 34,35, New 1 3

Extension Of Rooiwal Wwtw 712128 1 3 000 000 14 000 000 60 000 000 49,5,50,53,56,52,50,54,1,60,58,59,66,61,7,72,71,68,62,51,63,7,55,2,4 New 1 3

Sekampaneng Reservoir 712129 1 0 5 000 000 0 8, 74 New 1 3 Sekampaneng Reservoir 712129 5 800 000 3 400 000 5 000 000 8, 74 New 1 3 Blk - Bronberg/Mamelodi 712130 1 0 0 0 40 New 1 3 Blk - Heights Hl, Control Valves 712131 1 0 0 0 66 Renewal 1 3 Blk - Feeder & Res - Denel Hl 712132 5 0 0 500 000 7 New 1 3 Blk - Individual Res - Clifton/Dommesse 712133 1 200 000 2 000 000 4 500 000 69 New 1 3

Blk - Individual Res - Doringkloof 712134 1 0 0 0 65 New 1 3 Blk - Individual Res - Heuweloord 712135 1 3 000 000 5 000 000 2 000 000 48, 70 New 1 3 Mnandi/Knoppieslaagte Reservoir/Pipelines 712136 1 0 0 500 000 7 New 1 3

Blk - Individual Res - Pretoriusrand 712137 1 0 500 000 5 500 000 48 New 1 3 Blk - Individual Res - Pretoriusrand (Purchase Capacity) 712137 5 0 0 0 48 New 1 3

Blk - Individual Res - Rooihuiskraal 712138 1 0 0 0 64 New 1 3 Blk - Soshanguve 712139 1 0 0 0 35 New 1 3 Blk - Temba West Bulk Pipeline 712140 1 0 0 0 74 New 1 3 Blk - Individual Res - Waterkloof 712141 1 500 000 300 000 0 42, 59 New 1 3





Budget 2008/09


Renewal 1 2 3 4 5

Ridge X2

Blk + Reservoir - Babelegi 712142 1 0 0 0 73 New 1 3 Blk + Reservoir - Babelegi 712142 5 0 1 200 000 16 000 000 73 New 1 3 Relining/Upgrading of reservoirs 712143 1 0 500 000 2 000 000 4, 48,47, 49, 44 Renewal 1 3 Replacement of telemetry system 712144 1 0 250 000 250 000 73,74,75,75,76,13,60 Renewal 1 3 Rietvlei Dam Repairs/Safety 712145 1 500 000 3 000 000 3 000 000 47 New 1 3 Upgrading of Pump Stations 712147 1 2 455 000 5 500 000 12 500 000 42, 45, 47, 65, 69 New 1 3 Pierre Van Ryneveld Reservoir/Pipes 712150 1 500 000 0 0 47 New 1 3

Replacement Of Reservoir Fencing 712151 1 0 0 0 1 New 1 3 General Equipment 712452 1 0 0 0 Hennops River Waste Water Treatment Works 712525 1 0 1 500 000 1 500 000 48, 7 New 1 3

Extensions of Baviaanspoort Waste Water Treatment Works 712526 1 0 0 5 000 000 10,17,16,18,15,23,28,6,67,38,40 Renewal 1 3

Extensions of Baviaanspoort Waste Water Treatment Works 712526 5 0 0 5 000 000 10,17,16,18,15,23,28,6,67,38,40 Renewal 1 3

Network Upgrading In the Centurion area 712527 1 1 000 000 3 000 000 5 000 000 64,65,69,70, 57,66,61,48 Renewal 1 3

Network Upgrading In the Moot area 712528 1 1 000 000 2 000 000 6 000 000 53,54,52,1,58,55 Renewal 1 3 Extensions of Baviaanspoort Waste Water Treatment Works 712529 5 0 0 0 10,17,16,18,15,23,28,6,67,38,40 Renewal 1 3

Apies River Waste Water Treatment Works 712530 5 0 0 0

Reservoir Extensions 712534 1 900 000 4 000 000 20 000 000 2 New 1 3 Network upgrade in the Rosslyn area 712594 1 1 000 000 2 000 000 2 000 000 4 New 1 3

Network upgrading in Akasia 712595 1 0 1 000 000 2 000 000 4,2 New 1 3 Network upgrade in the CBD and Pta West 712596 1 2 000 000 3 500 000 4 000 000 59, 58, 60, 3, 55, 1, 7, 51, 62, 63, 68, 71 New 1 3

Network upgrade in Rooiwal 712597 1 0 1 200 000 1 300 000 49 New 1 3 Network upgrade in Pta East 712598 1 0 0 5 000 000 47, 45, 44, 46, 42, 56, 40, 41, 43, 38, 28, 67, 6, 23, 18, 15, 16, 17, 10 New 1 3 ODI Bulk Infrastructure 712535 1 0 0 500 000 7 New 1 3 482 745 000 511 835 000 685 370 000



4.5.3 ELECTRICITY

4.5.3.1 BACKGROUND

The local government elections held in March 2006 ushered in a new mandate and political

leadership in the City of Tshwane (CoT). This meant that the municipality had to review its

mission, vision and strategic objectives. Following the Mayoral Lekgotla that was held in April

2006, the city developed a 5 year strategic plan. The mission and vision statements of the City

of Tshwane according to the five year plan are:

Mission

“To enhance the quality of life of all the people in the City of Tshwane through a

developmental system of local government and by rendering efficient, effective and affordable

services.”

Vision

The vision of the City of Tshwane is:

“To establish Tshwane as the leading African capital city of excellence that empowers the

community to prosper in a safe and healthy environment.”

4.5.3.2 PRIORITY DEVELOPMENT CHALLENGES & ISSUES

Issues Raised By Community

The municipality engaged the community during the year to identify their needs in order to

include the community inputs in the IDP process. From the list compiled by the IDP office on

the issues raised by the community, the following summarizes the list of needs related to

Energy and electricity department.

• Electricity connections, planning and provisioning

• Electricity maintenance/ cable theft



• Electricity supply/outages

• High Mast Lighting and Street lighting

It should be mentioned that the issues mentioned above are in line with the City’s 5 year

business plan in terms of strategic objective 1 of Providing quality basic services and

infrastructure.

Challenges

One of the challenges faced by the department is the eradication of infrastructure backlogs by

2012 in line with national government’s target. The main challenge pertaining to this target is

the fact that only limited financial resources are made available each year due to insufficient

funds from the budgeting process to deal with this matter. Furthermore, the department is

normally driven by other departments in order to perform some of its duties. For example, to

electrify houses, the department would need the Housing department to build first before

electrification can be done. So, if there are delays in completing or building houses, there is

nothing that the Energy & Electricity department can do until such houses have been built.

4.5.3.3 CITY’S 5 YEAR STRATEGIC OBJECTIVES

The following Strategic Objectives have been adopted by the city in the City’s 5 year strategic

plan:

• Provision of quality basic services and Infrastructure development

• Acceleration of a higher and shared economic growth and development

• To fight poverty, build clean, healthy, safe and sustainable communities

• Foster participatory democracy and Batho Pele principles through a caring, accessible,

and accountable service; and

• To ensure good governance, financial viability and optimal institutional transformation

The Energy & Electricity is one of the departments of the City of Tshwane Metropolitan

Municipality (CoT). The department works to enhance and improve the quality of life in the

CoT by promoting the availability and usage of electricity by the general public, businesses,



and industry and in so doing assisting the Tshwane population to improve their quality of life

and attract businesses to promote economic growth.

The department consists mainly of two divisions, that is, Energy Business & Development and

Distribution Operations. The management team consists of the the Strategic Executive Officer,

two General Managers, and eight Managers forming the Electricity Top management of the

department. The SEO: Energy & Electricity reports to the Chief Operating Officer who (COO)

reports to the Municipal Manager as the Administrative head and Accounting Officer of the

CoT.

4.5.3.4 DEPARTMENTAL BUSINESS PLAN

Vision

The vision of the Energy & Electricity department is to be the energy supplier of choice, while

supporting government strategies of economic and social development.

Mission

The Energy & Electricity department satisfies the energy needs of clients by the provision of

affordable, reliable and safe energy within its licensed area of supply while recognizing the

importance of the environment, the region, transformation, equity, capacity, energy

conservation, growth and development.

Strategic Objectives

In order to achieve the mission and vision mentioned above, the department has identified the

following strategic objectives as crucial for its success;

• To provide access to electricity to all residing within the CoT boundaries

• Implementation of infrastructure investment programs that address new needs

• To provide integrated maintenance for all infrastructure

• Target procurement programs that supports BBBEE and local economic empowerment

• Provide free basic energy and social support package for the indigent

• Consolidation of consumer base and support maximum revenue collection



• Development of department’s human capital through training, consultation with

employee/representatives, participation and implementing programs that promote

equity and gender representation.

4.5.3.5 KEY PERFORMANCE AREAS PER STRATEGIC OBJECTIVE

The following are the strategies or key performance areas (KPAs) that the department will

follow to attain the above objectives:

Eradication of electricity backlog

• Provide electricity connections to 82% of the current backlog by 2011

• Provide electricity infrastructure to address infrastructure backlog by 2010

Implementation of infrastructure programs that address new needs

• Implement a network overload mitigation and maintenance on distribution network

• Develop and maintain a 5 to 20 year master plan to address expected growth

To provide integrated maintenance for all infrastructure

• Increase infrastructure maintenance to 12 % of the operating budget

• Develop and maintain an infrastructure maintenance program in compliance with

internationally accepted standards and norms

• Implement a network control and operations programme that adheres to internationally

accepted safety, quality and environmental norms

Target Procurement programs that support BBBEE and local economic empowerment

• Develop at least 10 SMMEs per annum through the supply of contracts

• Ensure that 50% of the vendors used by 2010 are local suppliers



Provide free basic energy and social support package for the indigent

• Provide 50KHw free electricity per month to every electrified/connected residential

customer within Tshwane

• Support the indigent through placement of retrofit pre-payment metering

Consolidate electricity consumer base and support revenue collection

• Incorporate Eskom supplied areas within CoT municipal boundaries

• Establish a separate Electricity business entity (Metro RED) in line with national

government restructuring process

• Develop, maintain and operate power stations to optimise Tshwane energy input cost

• Optimise and automate technology and processes for increasing revenue collection

and theft detection

• Implement energy consumption reduction initiatives

Development of departmental human capital

• Introduce learnership programs that address skills shortage and give youth

opportunities for training and employment

• Implement recruitment measures that promote equity, gender and the plight of the

disabled

• Contribute to the reduction of HIV/AIDS infection rate through AIDS awareness

campaigns and arranging voluntary testing sessions

• Improve communication with all our stakeholders such unions, employees, other

departments, suppliers, ESKOM, DME, EDI, NERSA etc

4.5.3.6 CROSS CUTTING KPAs

The following KPAs which are regarded as cross cutting issues across the municipality have

been addressed in the business as indicated below. Most of these KPAs have been addressed

under the departmental strategic objective dealing with the development of human capital and

stakeholder relationships.



HIV/AIDS

HIV/AIDS poses a serious threat to the Energy & Electricity department. The department has

in the past arranged awareness campaigns and voluntary counselling/testing sessions with

employees and this will be intensified in the coming years. Resources have been made

available from the operating budget for such campaigns.

Equity, Gender and Disabled

This issue will be addressed in line with the city KPA dealing with sound human resources. The

department has a KPA dealing with "implementing recruitment measures that promote equity,

gender and the plight of the disabled.” The council has already approved in June 2005, a

report from the department on how to address equity including gender in the department. The

department is expecting to finalise Departmental Equity Plan at the beginning of 2007/08

financial year.

Skills and Youth development

As one of the technical departments, Energy & Electricity is affected by skills shortage in the

engineering field. In this regard, the department, in consultation with the relevant SETA, will

be introducing the learnership program for electricians during the year. Furthermore, other

young people will be given training through the Extended Public works Programme projects

such as electrification projects funded by DME. Furthermore the department issues bursaries

to students and employees studying towards electrical engineering fields.

Children

The department will continue to educate our children especially at schools on the danger of

electricity. This will be done through safety awareness campaigns at various schools. Attention

will be given to schools at the townships and informal settlements where the risk is higher due

to illegal connections. Furthermore, educational campaigns on energy consumptions will also

be held at various schools. The adopt-a-girl child to work initiative will also assist the

department in this regard.



Communication

Communication with both internal and external stakeholders is crucial for the success of the

department. These stakeholders include amongst others, employees, labour movements,

customers, suppliers, DME, EDI, ESKOM, NERSA, other departments etc. The department will

continue to engage these stakeholders through regularly scheduled meetings and other

forums.

Labour relations

Various concerns have been raised in the past regarding the turnaround times of the

grievances more especially those that reach the arbitration stages. The department has set a

target of ensuring that all grievances are finalised within 3 months. However, since cases that

reach arbitration stages are handled by the bargaining council in consultation with the Legal

Services division, the department will engage legal services to ensure that such cases receive

urgent attention.

Batho Pele

The department ascribes to the principles such as transparency, accessibility, courtesy and

others as outlined in Batho Pele. Furthermore we would like to improve our reaction time

during outages and customer enquiry. In this regard we have set a target of responding to all

enquiries received with 14 days from the date of receiving the enquiry.

4.5.3.7 FINANCIAL PLAN

The following table shows the financial resources allocated to the department for medium term

expenditure framework:



Table 1: Total opex and capex for the MTEF period

BUDGET 2007/08 2008/09 2009/10

OPERATING R2 751,5m R2 993,6m R3 143,3m

CAPITAL R 360,8m R 397,1m R 425,1m

TOTAL R3 112,3m R3 390,7m R3 568,4m

It should be mentioned that the above allocated financial resources are below the expected

needs to deal with backlogs. For example, in order to meet the electrification target of 2011,

approximately 22 000 houses have to be electrified every year. However, this is depended on

the number of houses the Housing department has to build. The 12 000 expected to be

electrified in 2007/8 is still below the 22 000 which was in the original City’s 5 year plan. There

are also crucial projects such as automatic metering which were left out which if funded can

improve our revenue collection. This is due to the affordability levels/baselines given by

Finance department.

The following table shows the capital projects to be executed by the Electricity department in

2007/08 financial year.



Table 2: List of capital projects to be implemented in 2007/08

Strategic Objective/s Alignment 2010 Project Name Project

Number Fund Budget 2007/08 Budget 2008/09 Budget

2009/10 Ward

1 2 3 4 5 Upgrading/ Strengthening of Existing Network Schemes 710005 1 6,000,000 7,000,000 7,500,000 Tshwane wide 1 2 3 Payments to Townships for Reticulated Towns 710006 1 5,000,000 7,500,000 9,000,000 Tshwane wide 1 3 Njala Infeed Station Stage II Extension 710156 1 13,500,000 0 0 47 -Tshwane wide 1 2 3 4 Sub Transmission System Equipment Refurbishment 710163 1 6,000,000 8,000,000 11,500,000 Tshwane wide 1 3 11kV Panel Extension In Substations 710164 1 5,500,000 6,000,000 6,500,000 Tshwane wide 1 2 3 Groenkloof: Erect Substation Switch Yard, Cable 710167 1 6,000,000 0 0 59,56,42 1 2 3 Wapadrand Substation Stage II Extension 710168 1 5,700,000 0 0 40,42,44,45,46 1 2 3 Pumulani Substation Stage II Extension 710169 1 17,000,000 7,000,000 0 5,43,49,52 1 2 3 Claudius Substation Stage II Extension 710172 1 18,000,000 8,000,000 0 7,48,66,70,71,72,61 1 2 3 4 Replacement of Obsolete And Dangerous Switchgear 710176 1 6,000,000 8,000,000 14,000,000 Tshwane wide 3 Low Voltage Network Within Towns 710177 1 9,435,000 10,000,000 12,000,000 Tshwane wide 1 2 Electricity for All 710178 1 25,500,000 14,258,000 21,500,000 Tshwane wide 1 2 3 Electricity for All 710178 6 37,400,000 47,618,000 71,710,000 Tshwane wide 1 2 3 Geospatial Information Technology Implementation 710180 1 3,000,000 4,000,000 0 Tshwane wide 5 Communication Upgrade: Optical Fibre Net 710325 1 1,000,000 5,000,000 15,000,000 Tshwane wide 2 Strengthening 11kV Cable Network 710480 1 13,000,000 15,000,000 17,000,000 Tshwane wide 1 Strengthening 11kV Overhead Network 710481 1 9,000,000 12,300,000 4,700,000 Tshwane wide 1 Substations 710484 1 1,200,000 1,800,000 2,100,000 Tshwane wide 1 2 Tshwane Public Lighting Program 710556 1 13,600,000 26,200,000 31,200,000 Tshwane wide 1 2 3 Tshwane Public Lighting Program 710556 5 11,500,000 14,500,000 14,500,000 Tshwane wide 1 2 3 Wingate Substation Extension 711511 1 10,000,000 10,000,000 0 45,46,47,57,65 1 2 3 Centurion CBD Capacity Upgrade 711703 1 7,000,000 10,000,000 0 65,64,66,69,70 1 2 3 Pre-paid Electricity Meters 711862 1 20,000,000 25,000,000 30,000,000 Tshwane wide 1 5 New Connections 712483 1 25,000,000 30,000,000 42,000,000 Tshwane wide 1 2 Energy Consumption reduction Initiatives 712491 1 1,000,000 3,000,000 0 Tshwane wide 1 5 Electrification of Winterveld 712492 1 40,000,000 66,000,000 23,400,000 9,24,12 1 2 3 New depot (Soshanguve) 712493 1 15,000,000 15,000,000 0 11,25,26,27,29,13,14 1 2 4 5 Stand by quarters 712601 1 2,000,000 0 0 Tshwane wide 3 Protection of electrical networks 711645 1 2,000,000 3,000,000 3,000,000 Tshwane wide 1 New Bulk Infrastructure 712279 1 7,000,000 15,000,000 65,000,000 Tshwane wide 1



Strategic Objective/s Alignment 2010 Project Name Project

Number Fund Budget 2007/08 Budget 2008/09 Budget

2009/10 Ward

1 2 3 4 5 Heatherly/Mamelodi Upgrades 710153 1 15,000,000 15,000,000 20,000,000 10,40 1 2 3 Soshanguve Ringfeeders 712602 1 1,500,000 0 0 37,49 1 3 Replacement of Obsolete And non functional Equipment 712006 1 2,000,000 3,000,000 3,500,000 1,52,54,60,34,29,70,69,65 1 2 3 360,835,000 397,176,000 425,110,000



4.5.3.8 HUMAN RESOURCES

Since the department has been separated from Service Delivery in July 2004, there are

crucial vacant positions that are not funded and therefore cannot be filled. This leads to the

high vacancy rate in the department and service delivery/response time to outages has

been greatly affected. Furthermore additional expenditure for acting cannot be reduced. It

is therefore recommended that the issue of unfunded vacancies in the department be

addressed in the 2007/08 budget allocations. The department has exhausted all

alternatives available such as overtime, reduced shifts which also impact on service

delivery.

4.5.3.9 INSTITUTIONAL ARRANGEMENTS

The restructuring of the Electricity Distribution Industry (REDS) in South Africa will have a

major impact on the future of the department. In October 2006, cabinet changed from the

previous decision of REDs being municipal entities to public entities governed by the Public

Finance Management Act under the authority of department of Minerals and Energy.

Although the Energy & Electricity department is currently participating in the processes

leading to the formation of RED 6, council has not yet pronounced itself in this process.

The department has signed service level agreements of providing electricity in Eskom

licensed areas more especially in the northern areas. These agreements are reviewed from

time to time to ensure that residents in those areas receive quality service. It is envisaged

that the formation of RED 6 mentioned above will ensure that all the residents of Tshwane

receive a service from one service provider, that is, RED6.

4.5.2.10 CONCLUSION

The above information highlights the Tshwane Energy & Electricity department’s strategic

and business plan for the following year. It is however, noted that the impending

restructuring of the Electricity industry can affect this plan for years beyond 2007/08

financial year. It is also requested that additional/enough resources, especially funding of

critical vacancies be made available in the next financial year so that the department can

be able to reach its objective.



4.5.4 WONDERBOOM AIRPORT

The vision of the CoT is that WBA should operate as an international airport serving the

South African Development Countries (SADC) region, NEPAD and providing an additional

choice for scheduled domestic flights.

To fulfil this role, the Airport must be upgraded to provide the necessary services and

infrastructure. The runway should be extended to 2 400m, which will allow flights to the

most important destinations in Africa. Programmes must be instituted to obtain scheduled

and charter flights for WBA and certain minimum cargo operations (which go hand in hand

with passenger aircraft) must be provided. The quieter modern chapter 3 and 4 - type

aircraft should be used as far as possible.

An application for international status for WBA has been lodged with the NDoT and the

outcome of the application is still awaited. The economic impact analysis indicated the

following economic benefits to COT and Gauteng if Wonderboom is developed as an

international airport:

i. New business sales of between R0.5 billion and R1.3 billion;

ii. New direct and indirect permanent employment of between 5 000 and 11 000 ;

iii. New salaries and wages of between R0.47 billion and R1.1billion;

iv. An Increase in the GDP of between R0.3 billion and R1.0 billion; and

v. A positive increase in the economic growth rates of Wonderboom, Tshwane and

Gauteng;

To realise the vision that CMM has for WBA, a fully-fledged integrated Airport Development

Plan has been compiled to guide the future development of the airport into a modern

facility which is environmentally sustainable and can be operated as a financial and

economically sustainable and viable entity. The development plan shows that it is possible

to develop WBA as a third international airport for Gauteng and a crucial General Aviation

Hub for the Country

WBA will play an important role in accommodating the 2010 World Cup, but only if the

required infrastructure is provided. This matter is considered/.evaluated by the NDoT as

part of their investigations and modeling to determine aircraft and passenger movement for



2010. Once known, a more exact role will be allocated to Wonderboom Airport. The

Airport’s potential, as determined through the Airport Development Plan, is also considered

as part of the investigations conducted by NDoT.


A comprehensive business plan was compiled for the Airport through the completion of the

Airport Development Plan and the Airport’s Council –approved Infrastructure Investment

and Maintenance Programme. A comprehensive list of unfunded projects exists.

In terms of the COT’s Strategic Business Plan, the projects have effect on the following

Strategic Objectives and KPA’s.

Strategic objective KPA 1. Provide quality basic services and infrastructure

KPA 1.4. Optimal resource utilization

KPA 2.1. Leverage growing and strategic sectors in the City in a way that optimizes investment opportunities and focus on establishing an integrated economy


KPA 2.8. Implement job creation initiatives KPA 5.2. Sustainability management 5. To ensure good governance, financial viability

and optimal institutional transformation with capacity to execute its mandate

KPA 5.18. Enhance Capital City status

The primary focus of the projects is to Promote Local Economic Development

(Strategic Objective 2.1)

Funded Projects

An amount of R15 200 000 was provided in the 2006/07 adjustments budget with an

additional amount of R1 250 000 in 2007/08 and 2008/09. No further capital funding has

been provided in the current budget cycle. The projects will address the following Strategic

Objectives:

1. Provision of infrastructure.

2. Contribution to accelerated and higher shared economic growth and development.



List of projects


FIVE YEAR STRATEGIC BUSINESS PLAN

ALIGNMENT PROJECT STATUS

Strategic Objective/s Served (Indicate"x" where applicable)

Dept/Div/Sect

Dep

artm

enta

l Prio

rity

of

Proj

ect

for

2007

/200

8 Fi

nanc

ial Y

ear


Fund Type CAPEX

Budget 2007/08 (YEAR 1)

CAPEX Budget 2008/09 (YEAR 2)


3 Year Total

CAPITAL BUDGET (07/08 - 09/10) 1 2 3 4 5

Contract Bound (Y

or N) Ongoing

TOTAL PROJECT CAPITAL BUDGET TO END

06/07 (all years to

end 06/07)

TOTAL PROJECT CAPITAL BUDGET

TO COMPLETI

ON (all years from

start to finish)

New or Renewal

Wonderboom Airport 1 Replacement of weather

system 712562 1 1000000 1000000 x Y N 0 1000000 Renewal

Wonderboom Airport 2 Arrivals and departure

halls 712563 1 3000000 3000000 X Y Y 0 3000000 New

Wonderboom Airport 3 Porte-cochere for SMME 712564 1 2000000 2000000 X Y N 0 2000000 New

Wonderboom Airport 4 Drop off facility 712565 1 750000 750000 X Y N 0 750000 New

Wonderboom Airport 5 Upgrade main terminal

building 712566 1 500000 500000 X Y Y 500000 1000000 Renewal

Wonderboom Airport 6 Aircraft parking facility 712567 1 2200000 2200000 X Y Y 0 2200000 New

Wonderboom Airport 7 Construction of clinic

facility 712568 1 750000 750000 X Y N 0 750000 New

Wonderboom Airport 8 Replacement of main

terminal building floor 712569 1 1500000 1500000 X Y N 0 1500000 Renewal

Wonderboom Airport 9 Construction of holding

bays 712570 1 1000000 1000000 X Y N 0 1000000 New

Wonderboom Airport 10 Electrical reticulation

upgrade 712571 1 1500000 500000 500000 2500000 X Y Y 1500000 4000000 Renewal

Wonderboom Airport 11 Water reticulation

upgrade 712572 1 1000000 750000 750000 2500000 X Y Y 1000000 3500000 Renewal

UNFUNDED PROJECTS

Transport Airside/landside separation 711953 5 5,000,000 15,000,000 4,000,000 24,000,000 X 0 24,000,000 Renewal

Transport 15 Extension of runway 712578

- 5 4,500,000 9,500,000 8,000,0000 22,000,000 X N N 0 22,500,000 New

Transport 15 Construction of new Control Tower -

711965 5 9,000,000 9,000,000 10000000 28,000,000 X N N 0 28,000,000 New

Transport 15 Upgrading of Terminal Building 712566

- 5 7,000,000 7,000,000 10,000,000 24,000,000 X N Y 1,000,000 25,000,000 New

Transport 15 Extension of Loading Apron

712577- 5 7,000,000 8,000,000 8,000,000 23,000,000 X N N 0 23,000,000 New





ALIGNMENT PROJECT STATUS


Dept/Div/Sect D

epar

tmen

tal P

riorit

y of

Pr

ojec

t fo

r 20

07/2

008

Fina

ncia

l Yea

r


Fund Type CAPEX

Budget 2007/08 (YEAR 1)



3 Year Total

CAPITAL BUDGET (07/08 - 09/10) 1 2 3 4 5

Contract Bound (Y

or N) Ongoing

TOTAL PROJECT CAPITAL BUDGET TO END

06/07 (all years to

end 06/07)


TO COMPLETI

ON (all years from

start to finish)

New or Renewal

Transport 15 Additional Emergency Vehicles -

712575 5 7,000,000 9,000,000 16000,000 X N N 0 16,000,000 New

Transport 15 Public Transport Facility 712579

- 5 500,000 3,000,000 0 3,500,000 X N N 0 3,000,000 New



4.5.4.1 TSHWANE INTERNATIONAL FREIGHT AIRPORT

Investigations are being done into the feasibility of the establishment of a transport hub to

the north of the N4 that would include an international freight airport

4.5.4.2 RISK MANAGEMENT

Risks Identified

• International status not being granted

• Funding for infrastructure not being provided

• Insufficient operating funds to maintain facilities and provide security

4.5.4.3 INSTITUTIONAL ARRANGEMENTS

The process to establish a Municipal Entity to operate WBA has been completed and a

report for the approval of the entity will be submitted to Council through the ASD process

before June 2007.

4.5.4.4 SUMMARY AND CONCLUSIONS

The lack of capital funding granted to Wonderboom Airport (to realize its development

potential and its developmental role needed to enhance economic growth and job

creation), is inadequate to keep-up with the growth demand of the Countries aviation

industry in the medium to longer term, as well as to stimulate the development of the

aviation industry as a strategic sector as identified as a department target. This situation

can have the effect that the COT will also not fulfil its 2010 responsibilities/obligations as

far as it concerns the readiness of the airport to deal with the expected aircraft and

passenger movements in Gauteng during the 2010 event.



4.6 REGIONS AND CITY PLANNING

4.6.1 INTRODUCTION

In terms of the ASD the Department City Planning, Development and Regional Services will

with effect from 1 July 2007 be an independent department within the organisational

structure of the City of Tshwane Metropolitan Municipality. This new department will for

obvious reasons have to formally define its role within the corporate structure in order to

achieve its targets in delivering services to its client base in the 2007/2008 financial year.

Vision

To contribute to a “City of Quality” by being an effective and efficient Department which

promotes and guides the spatial/physical development of the City of Tshwane through

integrated, strategic, developmental and regulatory frameworks.

Mission

To provide developmental and regulatory frameworks that integrates land use and other

sectoral planning and which guide public and private land uses and investment decisions so

as to ensure an attractive, liveable, cost effective, efficient and sustainable and integrated

urban environment.

4.6.2 DEPARTMENTAL KEY PERFORMANCE AREAS

In terms of the Departmental Macro-structure as approved by Council, the Departmental

KPA’s will be as follows:

• Creating the necessary capacity in the Regions

• Managing and directing spatial planning for the city

• Managing the development and maintenance of land use management and building

control and outdoor advertising

• Managing the development and maintenance of a comprehensive geographic

information system(GIS)

• Supporting and driving a broader focus on urban management and development



• Managing the support function of the regions

• Managing the provision of municipal services to the communities in the regions

• Driving and directing regional strategic planning with inputs from various

stakeholders

• Investigating allegations of infringement of land use and building regulations

• Formulating the metropolitan spatial development framework in terms of the

Municipal Systems Act (MSA)

• Conducting research and development of policies on issues that require strategic

interventions.

• Contributing towards the work of the Infra-structure Cluster

4.6.3 DEPARTMENTAL VALUE STATEMENT

The Department will implement the following value system in delivering services to its

clients:

• Operating within the guidelines of National and Provincial legislation and policies.

• Public accountability and ethical practices with high levels of integrity.

• Community orientation in the determination, provision of services for the entire

community and bringing the services to the people through decentralised service

provision.

• Community participation.

• Transparency and consistency in all management and planning processes.

• Business orientation by subscribing to and complying with “best practices” in both

planning and regulatory frameworks.

• Non-racist and non-sexist practices both internally and in dealing with the public.

4.6.4 DEPARTMENTAL PRIORITY DEVELOPMENT NEEDS

This Department is responsible for a number of activities relating to Spatial Planning and

Land-Use Management for the city.

Among the primary activities are the following:



Metropolitan Planning

The Metropolitan Planning Section is responsible for the broad, over-arching spatial

planning of the city. To do this it must gather planning information, undertake spatial

research and explore strategic directions that the city may take and translate these into

metropolitan plans and spatial policy. The Metropolitan Spatial Development Framework

and Inner City Strategy are examples of strategic plans formulated by this Section. The

Section also focuses on the marketability of the city in terms of its image to attract

development and stimulate growth in a globally competitive environment, and has

formulated an Identity and Legibility Framework to provide guidance for this important

aspect of city building. Strategic opportunities within the city to attract investment and

generate growth are also explored and resulted in plans such as the Pretoria West

Investment Framework.

This Section was instrumental in conceptualizing and finalising the Tsosoloso Programme

focusing on the upgrading of the public spaces in marginalised townships. This programme

has since been accepted as one of the six Strategic Lead Projects of the Council. An

application to national Treasury for funds under the Neighbourhood Development

Partnership Grant (NDPG) was approved and funding of about R 15 million was granted for

planning and design projects. The second phase of the programme will be for capital

funding of between R 300 and R 500 million.

Strategic or catalytic projects such as the Gautrain Stations Development Frameworks, The

Freedom Park/Salvokop Development Framework, the Akasia CBD Redevelopment Plan, the

Metropolitan Urban Cores Development Guidelines and the Eerste Fabrieke Town Centre

are also undertaken to implement the spatial plans and policies. These activities are

supported by a planning information function that not only assembles planning information,

but also expresses it graphically.

Regional Spatial Planning

Spatial Planning and Policy formulation are also undertaken on the regional and local level

by the Regional Spatial Planning Section. While the Metropolitan Planning Section focuses

on the broader and strategic levels, the Regional Planning Section’s focus is more detailed,

often to the level of an individual property. These plans and policies form the basis for



Land Use Management, a function undertaken jointly with the Land-Use Legislation and

Administration Section.

Land Use Management concerns the dynamic relationship between the various land uses.

The use of land throughout most of Tshwane is regulated by the Town Planning Schemes.

Consequently, any change of land use must be preceded by an appropriate application.

These applications are evaluated by the Town Planners on the basis of the spatial plans,

policies and town planning principles and theory.

In terms of spatial planning, a number of Spatial Development Frameworks have been

compiled, which focuses specifically on densifying the city.

In terms of the institutional arrangements the Regional Spatial Planning Function is tasked,

by the HOD: City Planning, Development and Regional Services to manage spatial planning

and development at regional and local level through the compilation and revision of

Regional and Local Spatial Development Frameworks within the context of the applicable

legislation and policy directives from Council, such as the City Development Strategy (CDS)

and Metropolitan Spatial Development Framework (MSDF). The mandate also includes the

compilation and revision of generic, regional specific and procedural policies, such as

guesthouse policy, etc to guide and manage development.

The Gauteng Planning and Development Act of 2003, determines that Municipalities must

formulate Spatial Development Frameworks for its area of jurisdiction, which must, inter

alia, indicate where public and private development and infrastructure investment should

take place, indicate desired development and land-use patterns and indicate where

development of particular land-uses should be discouraged or restricted.

Based on the aforesaid legal requirements, the Department City Planning, Development

and Regional Services compiled eight Spatial Development Frameworks, which coincide

with the current eight Planning Regions for the City of Tshwane. These might have to be

re-visited in line with the new five regions as approved by Council.



Land-Use Legislation and Applications

Various sets of legislation regulate the submission of land use applications. The Land use

Legislation and Applications Section ensures that applications are submitted in terms of the

correct legislation together with the correct documentation and are processed smoothly

and expeditiously. In order to facilitate land use applications specific manuals as well as

the Developer’s Guide have been compiled to assist developers and consultants with the

lodging of a specific application.

The three information counters issue approximately 3500 zoning certificates per month to

internal clients and the public. The information counters also provides information to the

general public, consultants and developers with regard to general town planning matters,

lodging of land use applications and zoning certificates. It is intended to merge these

counters with a similar function in Geomatics to provide a more comprehensive integrated

Spatial Development Information function.

Furthermore, this Section manages and maintains the six Town Planning Schemes and

information pertaining to land use rights which forms a critical component of the valuation

system. One of the major projects for this section is the compilation of a new uniform

Town Planning Scheme for the Municipality.

Another major project is the auditing of the status of un-proclaimed settlements formally

within the North West Province.

It is proposed to develop the Toponymy function as a subsection of this function to ensure

that more integration of the land use management applications are achieved for the task

of approving place and street names for the city. A large part of the city has been

developed without street names and this hinders the provision of emergency services,

waste removal, postal delivery and for a proper billing system to work.

The current Application Processing System (to be known as the Land Use Module) is

revised to be part of the Risk Management and Internal Control System (RMICS). This new

system is developed to ensure greater integration with the different land use management

systems within the Council, to provide for the processing of land use applications within the

context of new legislation whilst still being able to process within the legislative



requirements of the existing legislation i.e. the Town Planning and Townships Ordinance,

1986.

Development Control

One important element of development and building control is enforcing the land use

legislation and National Building Regulations. Development Control is responsible for

investigating, and where necessary, prosecuting illegal land uses, illegal building activities

and contraventions of the outdoor advertising by-laws. Increasing success has been

achieved in both the High Court and the lower courts (Development Control Court and

Municipal courts).

Geomatics

Geomatics is the art, science and technologies related to the integrated approach of

measurement, analysis, management, storage and display of geographically-referenced

information, also referred to as spatial data. Geomatics incorporates the following

disciplines and technologies:

• Geodesy

• Surveying

• Mapping Sciences

• Land Management

• Environmental visualisation

• Navigating

• Cartography

• Remote Sensing

• Photogrammetry

• Geographic Information Systems

• Global Positioning Systems

• Geospatial Analysis

An alternative view is that Geomatics is the measurement and survey component of the

broader field of geographic information systems and has applications in all disciplines which

depend on spatial data.



Geomatics is responsible for the Land Information System – the topo-cadastral database of

the local authority which comprises base information for the valuation roll, the SAP billing

system and all divisions of the service departments. The database is maintained and

managed by the cadastral GIS team. Corporate mapping and topographical data is

managed by Cartography. In addition land and engineering services provide precise

measurement to all departments in order to design and implement development.

Geo-Info services the link between Geomatics and its clients will form the core of the new

Spatial Development Information service.

Building Control

The Building Control Section is responsible for processing and evaluating site development

and building plans. A site development plan is the link between the land-use application,

the town-planning scheme and the building plan. Once the building plans are approved

and building commences, the building inspectors carry out regular inspections to ensure

that construction takes place in accordance with the building plans and the National

Building Regulations.

The Streetscape Design subsection of the present Streetscape Management function will

move to Environmental Planning while an investigation into an alternative structure or MBE

is proposed for the Outdoor Advertising function of Streetscape Management.

Challenges

The Department faces the following challenges in delivering its services in an effective,

efficient and transparent manner:

• The Building Control Section still experiences an unacceptably high level of

vacancies compounded by a high turnover of skilled staff.

• The Building Control Management Structure has not been appointed to date.

• To approve, promulgate and implement the Tshwane Town Planning Scheme, 2007

To ensure that the various high level strategies such as the Tshwane Spatial

Development Strategy, the Metropolitan Spatial Development Framework, the

Compaction and Densification Strategy and the Retail Strategy are understood,

internalised and implemented.



• To finalise and begin implementing the Inner City Strategy as part of the Re

Kgabisa initiative to ensure that the City becomes a showcase for Africa.

• To implement strategic interventions in the existing and use management to

optimise resources and to improve turn-around times of applications to meet the

desired time frame of finalising applications within 3 months.

• Similar interventions are required to ensure that Building Control can offer a faster

and easier to use service to our clients.

• Finalise land-use policies of critical importance

• To roll out the Risk Management and Internal Control System (RMICS) to include

different modules such as Building Control Modules, the Municipal Courts Module

and the new Land Use Module (formally the Applications Processing Module – which

include toponymy and township establishment applications) once the IT systems

are in place.

• To align all land use management systems to be able to process applications lodged

in terms of the Gauteng Planning and Development Act 2003. The promulgation of

the Regulations for the said legislation is still awaited.

• To supply an up-to-date topocadastral base map of the Tshwane Municipal area.

• To provide the COT with integrated spatial information and solutions.

• To obtain new digital aerial photography in 2007 for the total Tshwane geographical

area with an accuracy of 10 cm pixel on ground level.

Needs that were identified by the community and submitted to this Department

The following priority development needs in the above categories were identified by the

community as items that need to be addressed by this Department:

1. Law enforcement with regard to contraventions i.e. illegal land-use, illegal building,

illegal building work and illegal outdoor advertising.

2. Erection of a Wall of Remembrance in Ward 51 (Atteridgeville)

3. Fencing of Solomon Mahlangu Square in Ward 38 (Mamelodi).

4. Upgrading of Denneboom Station Node (Ward 38).

5. Paving of thoroughfare between Jacaranda Primary School and St Joseph Catholic

Church (Ward 43) (Eersterust)

6. Tourism Dinokeng (Blue IQ) Provide walkways around Madiba statue (Ward

49)(Hammanskraal)

7. The Museum Park route be restored (Ward 60) (Inner City )



8. Pave parking areas on sidewalks at Valhalla Laerskool (Ward 61)

9. The drafting of Spatial Development Frameworks for the following areas:

• Waverley (Ward 52)

• Brooklyn Node (Ward 56)

4.6.5 DEPARTMENTAL STRATEGIC PRIORITIES IN TERMS OF THE CITY 5 YEAR

PROGRAMME

The focus of this Department’s five-year plan is to maintain the services rendered to the

Council and the community and to improve the quality of that service. With specific

reference to the City Strategic Objectives, the Department is involved as follows:

Provide quality basic services and infrastructure

• Planning for the (re)development of the urban cores identified in the MSDF (e.g.

Hammanskraal, Mabopane, Eerste Fabrieke, Saulsville and Klip & Kruisfontein)

• Street names for areas where none currently, particularly around the sports

stadiums for the 2010 world cup.

• An investigation into the development potential of Transnet and other State-owned

and para-statal land particularly land near the city centre.

• Implementing the development process to effectively link the building control

process to the valuation roll and billing process and reduce the current risks the

COT.

Accelerate higher and shared economic growth and development

• Regeneration of the inner city together with Department of Public Works and also

through the initiatives identified in the Inner City Development Strategy.

• Finalising the land development process to allow people to take title in currently un-

proclaimed settlements. This process is to be funded from the Restructuring Grant.

• Contributing to other national and provincial initiatives such as the Gautrain and the

2010 Soccer World Cup.

• Consolidation of the diverse town planning schemes into one development friendly

scheme to create greater certainty with regard to land use rights and possible

developments



Fight poverty, build clean, healthy, safe and sustainable communities

• Investigating and dealing with bad buildings within the city

• Development and role out of the Tsošološo programme to give life to our public

spaces in disadvantaged areas.

Foster participatory democracy and Batho Pele principles through a caring,


• Involving the communities in the development of their areas through consultations

in meetings held with them.

• Involving the communities in the development of their areas by obtaining their

inputs via the Ward Committees.

Ensure good governance, financial viability and optimal institutional


• Comply with Council policies pertaining to Employment Equity in the appointment of

staff.

• Efficiently mange risks in the workplace to limit losses to the COT and to comply

with the Occupational Health and Safety Act.

• Efficiently manage financial and human resources to optimise it in the delivery of

services to the community and internal clients.

• Manage and ensure the development of skills in the Department as required by the

Skills Development Plan.

• Promote BBEEE in the appointment of consultants.

• Implement the RMICS


The Departmental objectives for the 2007/2008 financial year are contained in its Business

Plan for the 2007/2008 Financial Year.



We would like to refer to the following principles that underpin the Departmental

Objectives:

• The continuous provision of frameworks that guide the form, placement and

character of physical development so as to ensure greater integration, efficiency,

liveability and sustainability of the Metropolitan area.

• The provision of a professional land use management function that facilitates

development while providing legal protection of existing land use rights.

• Building control in a professional manner that ensures health and safety while

facilitating development.

• Providing and managing the collection, organisation and dissemination of

development information within the organization and to the public.

• The provision of accurate topo-cadastral information and surveying services to the

Council.

• The implementation of the Tsosoloso Projects as approved by Council.

• The implementation of the Tshwane Spatial Development Strategy.

4.6.7 DEPARTMENTAL IMPLEMENTATION STRATEGIES

Transformational Strategies

• Formulate standards, processes, procedures and operational policies to ensure

consistency in dealing with operational tasks to the benefit of both the organisation

and the community.

• Standardise the legislative framework within which the Department operates.

• Consolidate information relating to the city planning function so that it is accessible

and usable.



CDS and IDP Strategies

• Compile spatial development frameworks for those parts of the city where these do

not exist or where development pressure necessitates politically approved spatial

development policies and frameworks.

• Curtailing illegal land uses and development through improved monitoring, more

effective legal action and communicating the successes to the Council and the

public.

• Expediting the process of street and place name approval.

• Implementing effective, efficient, user friendly and consistent processes for land

development applications, outdoor advertising and building control.

• Implementation of capital projects and ensuring full expenditure of funds budgeted

for such capital projects.

• Implementation of all operation projects budgeted for in the 2007/2008 financial

year.

• Development facilitation with Provincial projects such as Gautrain, Automotive

Cluster and Dinokeng.

4.6.8 DEPARTMENTAL DELIVERY TARGETS

Building Control

• Building plans – The National Building Standards Act determines the period allowed

for the scrutiny of building plans. The purpose of the target is to eradicate existing

backlogs and to prevent further backlogs to develop. Additional staff is required to

comply with all the stipulations of the Act.

• Building inspections.

• Site development plans.

• Relaxation of town planning restrictions

Outdoor Advertising

• Evaluation of applications on private land.

• Processing of outdoor advertising applications on Council-owned and privately

owned properties.

• Increase revenue from outdoor advertising contracts on Municipal properties.



Land use Applications

• Township establishment and extension of boundaries.

• Rezoning (land use change).

• Rezoning (density change).

• Consent use (land use change).

• Consent use (relaxation of building restrictions).

• Removal of restrictive conditions.

• Subdivisions.

• Consolidations.

• Divisions

• Land development applications

• Temporary uses, occasional uses and permission to use (in terms of the proposed

Tshwane Town Planning Scheme, 2007)

Surveys

• Surveys for the alienation of land.

• Non-cadastral surveys.

Queries

The successful finalisation within the shortest time possible of all queries received.

4.6.9 CRITICAL FACTORS FOR THE SUCCESSFUL IMPLEMENTATION OF TARGETS SET

BY AND FOR THE DEPARTMENT

• Sufficient and properly capacitated staff. This will require the filling of current

vacancies and an evaluation of further Departmental needs.

• Adequate financial resources.

• Delegations to the lowest capable level.

• Efficient processes e.g. the speedy awarding of tenders.

• Correct and timeous information and communication regarding transformation,

operational procedures, finances, logistics etc.



4.6.10 PROJECTS THE DEPARTMENT WILL ATTEND TO IN THE 2007/2008 FINANCIAL

YEAR

City Wide Projects

• Tsosoloso Programme

• Gauteng Top 20 Programme

• Re Kgabisa

• Spatial Development Frameworks for existing nodes in need of renewal.

• Spatial Development Framework for the Tshwane International Freight Airport area.

• Implementation and further roll-out of Risk Management Internal Control System.

• Analysis and evaluation of development potential of under utilised state owned

land.

• Aerial photography and updating of digital mapping.

• Investigation into the transformation of the Outdoor Advertising function into an

MBE.

• Tshwane Town Planning Scheme, 2007

Projects that will be executed within specific Wards

See attached list of projects that the Department will attend to in the 2007/08 Financial

Year.

4.6.11 CROSS CUTTING ISSUES

Black Economic Empowerment

This Department is committed to maintain the current level of at least 40% utilisation of

local vendors from the designated group for the rendering of Outdoor Advertising services

during the 2007/08 financial year. It further sets a target of 75% for the procurement of

other goods by the Department from BEE companies in the next financial year.

The Tsosoloso projects that will be managed by this Department will present excellent

opportunities to exceed the targets set and all efforts will be made to utilise the additional

opportunities they create.



Skills Development

In addition to the ongoing Skills Development programs that are presented in the

Department, a greater emphasis will be placed on the training of staff to man the

information desks that will be established in the Regions as defined in the Alternative

Service Delivery model. Training will focus on teaching communication and telephone skills.

Employment Equity

The Department is committed to the COT’s corporate target pertaining to the appointment

of persons from the designated groups and all efforts will be made to find and appoint

suitable qualified persons to appoint keeping in mind the service delivery targets set at

corporate level.

Currently approximately 83% of appointments in the Department are of persons from the

designated groups. The target for the 2007/08 Financial Year is set at 90%.

HIV/Aids

The Department is committed to the corporate policy pertaining to HIV/Aids and promotes

it within the Department. The Department further assists in the compilation of statistical

data pertaining to the pandemic in as far as it is available to contribute to the

eradication/management of HIV/Aids in Tshwane.

Insurance Claims

The Department is not as high a risk as some other departments in the COT but has

committed itself to a reduction of 2% in its claims history. All claims are closely monitored

by the Head of the Department assisted by the managers/deputy managers and actively

managed on a continuous basis. Consultation with the Section: Risk Management in the

department of Finance takes place on a regular basis to assist in the identification and

management of potential risks.



Qualified Audit Report

The Department shares the Council’s commitment to attain an unqualified Audit report

from the Auditor General and has set itself a target of less than 3 qualifications in the next

financial year. All efforts will be made to exceed this target and to have no qualifications on

its operations in the next financial year.



Capex: Regions and City Planning


FIVE YEAR STRATEGIC


PROJECT STATUS


Dept/Div/Sect

Departmental Priority of Project for 2007/2008 Financial

Year

Project Name Project Number

Fund Type




3 Year Total


1 2 3 4 5

Contract Bound

(Y or N) Ongoing






finish)

New or Renewal

City Planning 1 Akasia Offices: combined one stop offices for 6 Sections

711914 1 6,000,000 6,000,000 10,000,000 22,000,000 X Y n/a New

City Planning 1 Saulsville Traders 711906 5 2,000,000 0 0 2,000,000 X N New

City Planning 1 Solomon Mahlangu Freedom Square (TP) 712185 5 X N New

City Planning 1 Jewel Street Laudium (TP) 711910 5 0 0 1,500,000 1,500,000 X Y New

City Planning 1 Surveying equipment 1 2,000,000 0 0 2,000,000 N New

City Planning 1 New Offices Region 2 1 0 10,000,000 0 10,000,000 Y New

City Planning 1 Terabite Service 1 0 3,000,000 0 3,000,000 N New

TOTAL 10,000,000 19,000,000 11,500,000 40,500,000



Opex: Regions and City Planning

2007/08 MEDIUM-TERM OPERATIONAL BUDGET SUBMISSION

FIVE YEAR STRATEGIC


PROJECT STATUS


Dept/Div/Sect

Dep

artm

enta

l Prio

rity

of P

roje

ct for

200

7/20

08

Fina

ncia

l Yea

r


Fund Type


2)



3 Year Total


1 2 3 4 5

Contract Bound

(Y or N) Ongoing






finish)

New or Renewal

City Planning 1 Tsosoloso Projects 5 X Y New

City Planning 1 Ramushu Square (TP) 712186 5 0 0 4,000,000 4,000,000 X N New

City Planning 1 Public Open Spaces within the Eerste Fabrieke Station Node (TP) 5 0 0 100,000 100,000 X N New

City Planning 1 Mamelodi Industrial Development Framework (TP) 5 0 0 X N New

City Planning 1 Section T Precinct Plan (Mamelodi) (TP) 5 0 5,000,000 5,000,000 10,000,000 X N New

City Planning 1 Tsamaya Road Urban Design Framework (Mamelodi) (TP) 5 0 0 0 X N New

City Planning 1 Hinterland Spine Development Framework (Mamelodi) (TP) 5 0 0 0 X N New

City Planning 1 Mamelodi Economic Recovery Study (TP) 5 0 0 0 X N New

City Planning 1 Informal Trading Study (Attridgvlle/Saulsville) (TP) 5 0 0 0 X N New

City Planning 1 Intermodal Transport Facility Study with Informal Trading (Attridgvlle/Saulsville) (TP)

5 0 2,000,000 1,000,000 3,000,000 X N New

City Planning 1 Pedestrian movement Study for the Saulsville Precinct (TP) 5 0 0 0 X N New

City Planning 1 Study: Extension of Moroe Street (TP) 5 0 0 10,000,000 10,000,000 X N New

City Planning 1 Retail Study (Soshanguve) (TP) 5 0 0 X N New

City Planning 1 Commercial and Small Business Node (Sohanguve) (TP) 5 0 1,000,000 3,000,000 4,000,000 X N New



Opex: Regions and City Planning

2007/08 MEDIUM-TERM OPERATIONAL BUDGET SUBMISSION

FIVE YEAR STRATEGIC


PROJECT STATUS


Dept/Div/Sect

Dep

artm

enta

l Prio

rity

of P

roje

ct for

200

7/20

08

Fina

ncia

l Yea

r


Fund Type


2)



3 Year Total


1 2 3 4 5

Contract Bound

(Y or N) Ongoing






finish)

New or Renewal

City Planning 1 Urban Design Framework for Collage Road (Soshanguve) (TP) 5 0 3,000,000 0 3,000,000 X N New

City Planning 1 Urban Design Framework for Buitekant Road (Soshanguve) (TP) 5 0 0 3,000,000 3,000,000 X N New

City Planning 3 Mabopane Station: Urban Design Framework (TP) 5 0 0 X N New

City Planning 3 Olievenhoutbosch: Development of Business Node (TP) 5 0 0 10,000,000 10,000,000 X N New

TOTAL 11,000,000 36,100,000 47,100,000



4.7 AGRICULTURE AND ENVIRONMENTAL MANAGEMENT

4.7.1 INTRODUCTION

In terms of the ASD the Agriculture and Environmental Management Department will be an

independent Department within the organizational structure of the City of Tshwane

Metropolitan Municipality. This new Department will for obvious reasons have to formally

define its role within the corporate structure in order to achieve its targets in delivering

services to its client base in the 2007/2008 financial year.

The new Agriculture and Environmental Management Department encompasses all the

functions of the old Environmental Management Division as well as the new Agriculture

Division. The new Division will require the necessary resourcing such as funding and

human resources. Projects and initiatives undertaken by other Departments specifically

Local Economic Development and Integrated Community Development would therefore

need to be migrated to this new Department as well as the relevant personnel, budget

allocation and assets.

Vision

A City of Quality: Creating a sustainable city that promotes ecological integrity and is

socially relevant and economically viable

Mission

To promote ecological integrity through the protection, utilisation and enhancement of

natural and open space resources by integrating environmental considerations into the

sustained management and development of our city.

The Agriculture and Environmental Management Department comprises of the following

Divisions:



Environmental Management:

Environmental Planning and Policy:

Environmental Planning

The Environmental Planning Section is committed to realising a sustainable Open Space

Network which provides the setting for our capital city, is of high international standard yet

based in the African context, empowers the community to prosper in a safe and healthy

environment and protects the integrity of its ecological systems.

A natural environment which is supportive to the present and future generations of the City

of Tshwane and which services the city’s and community’s socio-economic, cultural and

environmental needs equitably through:

• Optimising natural resource and socio-economic relationships towards the

restructuring of our city.

• Promoting and facilitating best practice in the sustainable protection, utilization and

integration of open space resources within development.

• Creating a well planned open space environment that provides an appropriate

setting for a variety of activities and benefits the city as a whole.

Environmental Resource Management

The Environmental Resource Management section’s strategies are based on the realization

that:

• City of Tshwane governance decisions influence community environmental quality

e.g. city development

• City of Tshwane’s own activities and operations can degrade the environment

• City of Tshwane as organ of state must give effect to the Constitutional Rights of

the community to have the environment protected and should therefore hold the

environment in trust for communities



Therefore the section focuses on:

• Corporate environmental compliance and responsibility

• Providing environmental policy directives relating to governance issues and

environmental protection

• Providing information to guide decision making

• Facilitating environmental education

The Tshwane Integrated Environmental Policy (TIEP) and the accompanying

implementation plan, is the main driver of key performance areas of the section.

Air Quality Management

• To ensure clean air for the City and to protect the atmospheric environment.

• To compile an air quality management plan for the City

• To ensure the implementation of the air quality management plan

• To measure and monitor air quality

• To report on the state of air quality

• To enforce air quality standards

• To manage intergovernmental relations with regard to the management of air shed

quality

• To monitor compliance to air quality legislation

• To manage and approve/disapprove of applications for air quality permits under

relevant legislation

• To ensure the integration of air quality measures into policies and strategies of the

City.

• To facilitate environmental education pertaining to air quality

Parks and Cemetery Services

Parks & Cemetery Services is primarily responsible for making the city liveable through the

provision of parks and other recreational facilities and the provision of aesthetically

acceptable burial space for the residents of the City of Tshwane. It also beautifies the city

through the landscaping and maintenance of city entrances, traffic islands, malls,

boulevards and squares. The section is responsible for the horticultural maintenance of



undeveloped open space and road reserves as well as sport facilities and council gardens.

The Urban Forestry sub-section annually plants 10,000 trees on road reserves and

maintains the existing more than 240,000 trees. The Nursery provides all the plants

required for the city and also trains horticultural students from the Tshwane University of

Technology. The Technical Support Services sub-section amongst others provides for a

Park Ranger service. The Cemetery sub-section is also responsible for the rendering of a

crematorium service.

Nature Conservation and Resorts

Ensures the effective, affordable and appropriate services relating to Nature Conservation

and Resorts through:

• The protection, conservation and ulilisation of natural resources in such a way that

current and future residents and visitors to the COT will benefit optimally;

• The supply, promotion and maintenance of outdoor facilities and resorts to meet

the leisure and outdoor needs of the residents and visitors to Tshwane; and

• The supply, development and maintenance of swimming facilities in resorts; to

manage these facilities as one of the main attractions to the resorts; to include

swimming related facilities; and to enhance the diversity of leisure facilities related

to water activities.

Agriculture

Agriculture is the link to sustainable and broad based development and poverty eradication

in the City of Tshwane. It is a source of food and can provide employment opportunities to

all citizens. The overarching goal of the City of Tshwane is poverty eradication. This spells

the need for an Agricultural Development Policy which will promote increased incomes in

this Sector and improved living standards of a large proportion of the population in the

relative near future. This does not preclude the simultaneous creation of the enabling

environment to encourage larger scale activities and investments in agriculture by the

private sector.

The Tshwane Agriculture Development Policy is a City and Stakeholder response to both

the implementation requirements of the TGDS (and a part of the Tshwane 5 year City

Development Strategy) and the ASGISA.



The Agriculture Support Unit aims to facilitate agricultural information dissemination,

resource mobilisation, programmes and projects and the necessary partnerships.

Waste Management

The Waste Management Division will be responsible to collect, transport, treat and dispose

of waste in an environmentally friendly and economical way and to educate present and

future generations of Tshwane about waste management through:

• City Cleansing

• Inner-city cleansing

• Refuse removal (domestic collection service)

• Community based contracts

• Inspectorate services

• Bulk services and fleet management

• Landfill management

• Clearing of vacant stands (illegal dumping)

• Management and maintenance of infrastructure

• Collection, transportation and disposal of garden refuse

• Collection, transportation and disposal of domestic refuse

This plan seeks to generate an increase in service delivery to the community which entails

the following:

• Increase self sustainability of open space resources and promote private sector

opportunities

• Develop quality public open spaces in nodes and targeted areas

• Provide assistance to indigents through the implementation of the indigent burial

policy

• Enforce land use management, environmental management, outdoor advertising

and building legislation

• Enforce all departmental by-laws to minimise transgressions

• Promote environmental services to protect public health and environmental integrity

• Provide support and advice during disaster management incidents to minimise

environmental risks



• Establish and upgrade satellite offices and depots

• Inform residents about their rights and obligations to property

• Sound management of the department

• Implement the development application risk management plan

• Ensure departmental human resource training and skills development

4.7.2 PRIORITY DEVELOPMENT NEEDS

One of the primary roles of this department is the promotion of environmental

sustainability. The Tshwane Integrated Environmental Policy (TIEP) gave direction to the

TIEP Implementation Plan, a five-year strategy to achieve greater environmental

sustainability and ensure enhanced integration of environmental matters into the activities

of the municipality. The implementation plan is based on the achievement of 15

environmental targets as well as the compilation of sector specific strategies for critical

environmental resources.

With reference to the role designated to this Department in the service delivery strategy of

the City the following community needs categories were identified as primary

responsibilities:

The development of cemeteries, parks and recreation facilities to address previous backlogs

were the majority of the requests received from the community. Some of these needs

have however already been addressed in the Business Plans and are of an ongoing nature.

New requests not previously identified have been prioritised and included. See Annexure A

of prioritised needs per Division attached hereto.

4.7.3 RELEVANT STRATEGIC PRIORITIES (5YP) AND POLICY GUIDELINES


CSO2: Accelerate higher and shared economic growth


CSO4: Foster participatory democracy and Batho Pele principles through a caring,








CKPA1.1 Eradication/Reduction of infrastructure backlogs: Plan and promote sustainable

human settlements to address backlogs, growth, maintenance and the need for open space

and environmental planning

• Provide Waste Management services to residents;

• Provide and develop Public Open Space;

• Provide and develop burial space.

CKPA1.2 Provide quality infrastructure for growth: Plan and promote sustainable human

settlements to address backlogs, growth, maintenance and the need for open space and

environmental planning

• Provide and develop burial space to meet demand

• Provide and develop Public Open Space for growth

CKPA1.3 Ensure maintenance of existing infrastructure: Plan sustainable human



• Provide waste services to residents

• Manage the maintenance of all infrastructure and services

CKPA1.4 Ensure optimal resource utilisation: Plan and promote sustainable human





• Provide Environmental Open Space Planning Services

• Reduction of ecological footprint per capita

• Create and maintain a green infrastructure management information system

CKPA1.7 Optimise labour intensity and community involvement: Plan and promote

sustainable human settlements to address backlogs, growth, maintenance and the need for

open space and environmental planning

• Ensure optimal resource utilisation

• Provide Environmental/Open Space planning services

• Provision of horticultural maintenance services through the appointment of

contractors

CSO2: Accelerate higher and shared economic growth

CKPA2.1 Leverage growing and strategic sectors in the City in a way that optimises

investment opportunities and focus on establishing an integrated economy: Facilitate

accelerated economic growth and strategic sectors in the City in a way that optimises

investment opportunities and focus on establishing an integrated economy

• Manage agricultural development and implementation

CKPA 2.3 Regeneration and design of potentially viable economic nodes focussing on the

inner city and targeted areas based on efficient land use.

• Managing Streetscape Design Projects.

CKPA2.5 Increase participation and broaden the contribution in growing the city’s

economy through the development of the development of SMME’s, co-operatives, the

informal sector and the role of black people, women and youth: Facilitate participation and

broaden contribution through the development of SMMEs and co-operatives.

• The establishment of local vendors to be used by the COT.

• The establishment of Agricultural Co-operatives.



CKPA 2.7 Establish strategic partnerships to ensure a focussed common vision and good

economic governance value system: Facilitate strategic partnerships to increase % income

generated

• Private sector opportunities at various parks

• Enable and facilitate private sector opportunities at various open space resources

such as parks, resorts, including swimming pools, nature reserves and conservation

areas


CKPA3.2 Reduce the burden of poverty through an effective indigent policy that enhances

success for all those that qualify and link to targeted poverty alleviation programmes that

will: Provide agricultural and environmental management services to fight poverty, build

clean, healthy, safe and sustainable communities

• The provision of an indigent burial policy.

CKPA3.6 Ensure the safety of our communities, businesses and roads through fostering a

culture of respect for the rights of all, the laws that govern us all and a high moral and

ethical standard: Provide environmental management, city planning and housing services

to fight poverty, build clean, healthy, safe and sustainable communities

• Manage and enforce by-laws and legislation implementation.

• Establishment of a new Air Quality Management, Climate Change and Sustainable

Energy.

CKPA3.7 Decrease the crime levels working with National Criminal Justice System, the

South African Police Services, Businesses and communities, ensuring visible policing and

strengthening the municipal court system: Provide agricultural and environmental

management to fight poverty, build clean, healthy, safe and sustainable communities.

• Rendering of a Park Ranger services to decrease incidents in parks.



CKPA3.8 Ensure that the city has a disaster prevention and management plan as well as

optimal capacity to respond to emergencies: Provide Waste Management, Cemetery

Services and Environmental Resource Management services to ensure a clean, healthy,

safe and sustainable city

• Rendering of Cemetery Services.

• Environmental promotion and awareness that promotes Batho Pele and

participation by women, disabled and the youth.

• Rendering of Waste Management Services by the placing of Swivel Bins and

cleansing illegal dumping.

CKPA 3.9 Ensure that the city has a disaster prevention and management plan as well as

optimal capacity to respond to emergencies: Provide agricultural and environmental

management service to fight poverty, build clean, healthy, safe and sustainable

communities.

• Provide guidelines on Standard Operating Procedures to minimize environmental

risks in emergency incidences

CSO4: Foster participatory democracy and Batho Pele principles through a

caring, accessible and accountable service

CKPA4.4 Decentralise Service Delivery closer to communities that provide one-stop

comprehensive municipal services and integrated government information and

communication: Bring departmental services to the community

• Decentralise service delivery through the establishment and upgrading of satellite

offices/depots

CKPA4.6 Establish effective stakeholder forums that are inclusive and fosters a non-racial,

non-sexist, democratic, caring and prosperous society, focussed on achieving the city’s

socio-economic goals: Bring departmental services to the community

• Provide a community participation and liaison service for housing developments, city

planning and environmental management projects





CKPA5.1 Good governance: Manage the department to ensure good governance,

environmental sustainability and minimise developmental and environmental risks

• Performance of all key management functions by senior management

• COT compliance to all relevant legislation

CKPA5.2 Sustainability management: Manage the department to ensure good

governance, environmental sustainability and minimise developmental and environmental

risks

• Realise revenue generation targets

• Regulate and implement environmental resource management strategies, systems

and projects to promote corporate environmental compliance

CKPA 5.3 Prudent Financial Management: % of capital and operational budget spent to

achieve planned and approved outcomes.

• Budget spent to achieve planned and approved outcomes

• Reduction of remuneration as a % of the total operational budget

CKPA 5.4 Local Government responsiveness to its residents: Timeframe for completion

and implementation of customer care response, norms and standards

• Customer satisfaction

• Correct information to callers on first call

CKPA5.7 Perform Risk Management: Manage the department to ensure good governance,

environmental sustainability and minimise developmental and environmental risks

• Develop Risk Management through implementation of Risk Management and

Information Control System

• Reduction in insurance claims due to controllable events



CKPA5.9 e-Governance (ICT ad Global Digital Hub): Manage the department to ensure

good governance, environmental sustainability and minimise developmental and

environmental risks

• Establishment and maintenance of data systems.

CKPA 5.11 Customer relations management/Batho pele principles: Manage the

department to ensure good governance, environmental sustainability and minimise

developmental and environmental risks

• Reduction of customer complaints

CKPA 5.14 Review current performance management system and re-align new priorities:

Manage the department to ensure good governance, environmental sustainability and

minimise developmental and environmental risks

• Cascading of performance management system

CKPA 5.15 Skills audit, recruitment, retention and succession planning: Manage the

department to ensure good governance, environmental sustainability and minimise

developmental and environmental risks

• Effective use of human resources

CKPA 5.16 Ensure employment equity: Manage the department to ensure good

governance, environmental sustainability and minimise developmental and environmental

risks

• Ensuring employment equity



4.7.5 CROSS CUTTING ISSUES

The following cross cutting issues have however been incorporated in the Environmental

Management business plan:

• HIV/ AIDS

• Gender and employment equity

• BBBEE

• Human Resource Development

• Labour relations

• Risk management

• Skills development

• Internal and external communication

• Governance

• Issues of gender, youth development and the disabled

• Batho Pele

Where relevant, the above-mentioned issues are reflected in the scorecards of the Division.

For example, this Division procures most of its supplies through the stores and thus has

little direct influence on SMMEs and BBBEE through procurement. However, there is an

opportunity through the approval of the appointment of service providers to ensure that

preference is given to BBBEE enterprises.

Batho Pele is critical to the manner in which we deal with our clients, as the Environmental

Management division has intense interaction with the community at its various facilities

(resorts, nature reserves, swimming pools, bird sanctuaries, cemeteries, parks, etc),

information counters (destitute burials applications, park rentals, etc), service rendering

(waste removal services, landfill sites), through the land development processes (EIAs,

planning studies) and in the formulation of plans, policies, frameworks and strategies.

Risk Management is core to the manner in which we work, and one critical component of

the business plan (the Risk Management Information and Control System RMICS) is the

development of processes at a council wide scale to minimize various risks identified.



4.7.6 CRITICAL FACTORS FOR THE SUCCESSFUL IMPLEMENTATION OF TARGETS SET

BY AND FOR THE DEPARTMENT

• Sufficient properly capacitated staff. The Human Resource cost is based on the

approved Macro structure estimated up to Manager level. It is however anticipated

that further refinement will take place once the Micro structure has been finalized.

A Task Team has been tasked to complete the entire Micro structure within three

months.

• Adequate financial resources.

• Delegations to the lowest capable level.

• Efficient processes to wit the speeding of awarding of tenders.

• Correct and timeous information and communication regarding transformation,

operational procedures, finances, logistics, etc.


Transformational Strategies

• Formulating of standards, processes, procedures and operational policies to ensure

consistency in dealing with operational tasks to the benefit of both the

organizational and the community.

• Standardise the legislative frameworks within which the Department operates.

• Consolidate information relating to the agriculture and environmental management

function that is accessible and useable.

CDS and IDP Strategies

• Compiling open space frameworks for the parts of the city where these do not exist.

• Preventing illegal land use and dumping through improved monitoring, more

effective legal action and communicating the successes to the Council and the

public.

• Expediting the approval and appointment of contractors to carry out maintenance

tasks.

• Implementing all capital and operation projects budgeted for in the 2007/08

financial year to ensure full expenditure of funds.



4.7.8 DEPARTMENT PROJECT INVENTORY (CAPITAL PROJECT LIST)

See attached Project List.

Projects to be undertaken during the 2007/2008 Financial Year are indicated on the

Business Planning template, as well as projects responding to the community needs inputs

and projects for the 2008/09 and 2009/2010 financial years.

The very nature of the Agriculture and Environmental Management Department’s work

demands a high level of interaction and interdependencies on other departments. These

include comments on land development applications and site and landscape development

to integrated planning and strategy formulation, providing services to other council

departments (horticultural maintenance, waste services etc) and joint operations regarding

development of public open spaces and clean-up campaigns, particularly in the inner city.

Agreements have been reached with City Planning regarding commenting on applications

(through the APS) although these should still be formalized in service level agreements

(SLAs).

SLAs still need to be concluded with IMD regarding the provision and maintenance of the

IT hardware and networks (at a variety of facilities, offices and depots) on which this

Division is so dependent; the Tshwane Metropolitan Police Service which is critical in terms

of by-law enforcement; and Corporate Fleet Management regarding improved repair and

maintenance work and reduced downtime on vehicles, equipment and machinery to ensure

better service delivery.



Project List: Agriculture and Environmental Management


FIVE YEAR STRATEGIC


PROJECT STATUS


served)

Dept/Div/Sect D

epar

tmen

tal P

riorit

y of

Pro

ject

for

2007

/200

8 Fi

nanc

ial Y

ear


Fund Type CAPEX

Budget 2007/08

(YEAR 1)


(YEAR 2)


(YEAR 3)

3 Year Total CAPITAL BUDGET (07/08 - 09/10)

1 2 3 4 5

Contract Bound (Y

or N) Ongoing


end 06/07)



New or Renewal

Agric & Env. Man 1 Development of Honingneskranz Cemetery

710468 1 4,000,000 50,000 0 4,000,000 N Y 1,000,000 New

Agric & Env. Man 2 Development of Hatherley Cemetery 710467 1 2,500,000 1,500,000 0 3,500,000 X X X N Y 3,500,000 6,435,000 New

Agric & Env. Man 3 Development of Klipkruisfontein Cemetery

712498 1 5,000,000 5,000,000 6,000,000 10,000,000 X X X X N Y 1,600,000 New

Agric & Env. Man 4 Eersterust Cemetery Upgrading: Office Block 711386 1 1,000,000 1,000,000 2,000,000 X X X N Y 1,000,000 3,950,000 Renewal

Agric & Env. Man 5

Upgrading existing cemeteries (Dilopye, Suurman, Soshanguve, Ga-Rankuwa, Winterveldt, Atteridgeville)

712499 1 10,500,000 10,500,000 X N Y 10,500,000 10,500,000

Agric & Env. Man 6 Upgrading of Olievenhoutbosch Cemetery: New Ablution Facility

712014 5 1,200,000 X N Y 750,000 1,950,000 Renewal

Agric & Env. Man 7 Development of Tshwane North Cemetery

1 10,000,000 15,000,000 15,000,000 40,000,000 X X X X X N Y 0 55,000,000 New

Agric & Env. Man 8 Extension of Temba Cemetery 711383 1 1,000,000 1,000,000 X N Y 2,000,000 Renewal





FIVE YEAR STRATEGIC


PROJECT STATUS


served)

Dept/Div/Sect D

epar

tmen

tal P

riorit

y of

Pro

ject

for

2007

/200

8 Fi

nanc

ial Y

ear


Fund Type CAPEX

Budget 2007/08

(YEAR 1)


(YEAR 2)


(YEAR 3)


1 2 3 4 5

Contract Bound (Y

or N) Ongoing


end 06/07)



New or Renewal

Agric & Env. Man 9 Internal Roads Laudium Cemetery 1 1,200,000 1,200,000 X N Y 1,200,000 Renewal

Agric & Env. Man 10 Extend Pretoria East Cemetery 1 2,000,000 2,000,000 X N Y 2,000,000 Renewal

Agric & Env. Man 11 Upgrading of Mamelodi Cemeteries 712532 5 2,000,000 200,000 X N Y 2,000,000 Renewal

Agric & Env. Man 1 Upgrade Ga-Mothakga

Recreation Resort 710435 1 1,000,000 4,000,000 2,000,000 7,000,000 x N y 1,500,000 10,000,000 New

Agric & Env. Man 1 Upgrade Kwaggaspruit

Recreation Resort 710436 1 1,500,000 600,000 4,000,000 6,100,000 x x N y 1,500,000 14,500,000 New

Agric & Env. Man 1 Upgrade Derde Poort

Recreation Resort 710437 1 2,000,000 2,000,000 0 4,000,000 x x N y 500,000 4,500,000 Renewal

Agric & Env. Man 1 Upgrade Rietvlei

Angling Area 710440 1 1,500,000 1,000,000 0 2,500,000 x x N y 500,000 2,500,000 New

Agric & Env. Man 1

Upgrade Fountains Valley Recreational Resort

710441 1 1,950,000 8,000,000 4,000,000 13,950,000 x x x x x N y 1,920,000 17,950,000 Renewal

Agric & Env. Man 1 Self catering Chalets at

Rietvlei Nature Reserve 710445 External 5,780,000 0 0 5,780,000 x N y 750,000 6,530,000 New

Agric & Env. Man 1

Upgrade facilities Groenkloof Nature Reserve

710446 1 750,000 0 0 750,000 x N y 0 750,000 Renewal

Agric & Env. Man 1

Upgrade of depot Nature Conservation North

710449 1 500,000 0 0 500,000 x N y 1,300,000 1,300,000 New

Agric & Env. Man 1 Upgrade Moretele Park

Resort 711581 1 2,000,000 2,000,000 0 4,000,000 x x x x x N y 1,160,000 5,160,000 New





FIVE YEAR STRATEGIC


PROJECT STATUS


served)

Dept/Div/Sect D

epar

tmen

tal P

riorit

y of

Pro

ject

for

2007

/200

8 Fi

nanc

ial Y

ear


Fund Type CAPEX

Budget 2007/08

(YEAR 1)


(YEAR 2)


(YEAR 3)


1 2 3 4 5

Contract Bound (Y

or N) Ongoing


end 06/07)



New or Renewal

Agric & Env. Man

1 New Soshanguve Recreational Resort (Klip Kruis fontein Resort)

711582 1 2,000,000 7,000,000 4,000,000 13,000,000 x x x x x N y 2,000,000 19,000,000 New

Agric & Env. Man 1

New Eersterust Recreational Resort (Stinkwater)

711583 1 3,100,000 6,000,000 9,700,000 18,800,000 x N y 500,000 29,000,000 New

Agric & Env. Man 1 New Swimming Pool

Temba/Hammanskraal 711578 1 3,000,000 4,000,000 1,000,000 8,000,000 x x x N y 2,000,000 10,500,000 New

Agric & Env. Man 1

New Swimming Pool at SAB park (Ga Rankuwa)

712035 1 0 5,000,000 6,000,000 11,000,000 x 0 14,500,000 New

Agric & Env. Man 1 240 Litre Containers 712092 1 8,000,000 9,200,000 5,000,000 22,200,000 x x x x x N y 22,200,000 Renewal

Agric & Env. Man 2 22m3 Containers 712090 1 2,000,000 2,000,000 3,000,000 7,000,000 x x x x x N y 7,000,000 Renewal

Agric & Env. Man 3 6m3 Skip Containers 711690 1 3,000,000 3,000,000 4,000,000 10,000,000 x x x x x N y 10,000,000 Renewal

Agric & Env. Man 4 5.5m3 Skip Containers 711691 1 1,000,000 1,000,000 0 2,000,000 x x x x x N y 2,000,000 Renewal

Agric & Env. Man 5 Swivel Bins 712094 1 2,000,000 3,000,000 3,000,000 8,000,000 x x x x x N y 8,000,000 Renewal

Agric & Env. Man 6 1000 Litre Containers 712093 1 1,000,000 1,000,000 3,000,000 5,000,000 x x x x x N y 5,000,000 Renewal

Agric & Env. Man 7 Garden Refuse Site Winterveldt 711685 1 1,015,000 0 1,015,000 x x x x x N y 1,015,000 1,015,000 Renewal

Agric & Env. Man 1 Development of Parks (Backlog & New) 710348 1 4,500,000 5,000,000 5,500,000 15,000,000 x N Yes 3,500,000 18,000,000 New





FIVE YEAR STRATEGIC


PROJECT STATUS


served)

Dept/Div/Sect D

epar

tmen

tal P

riorit

y of

Pro

ject

for

2007

/200

8 Fi

nanc

ial Y

ear


Fund Type CAPEX

Budget 2007/08

(YEAR 1)


(YEAR 2)


(YEAR 3)


1 2 3 4 5

Contract Bound (Y

or N) Ongoing


end 06/07)



New or Renewal

Agric & Env. Man 2 Purchase of Mechanical Stump Cutter 710352 1 500,000 600,000 700,000 1,800,000 x N Yes 500,000 2,300,000 New

Agric & Env. Man 3 Landscaping of Traffic Islands and entrances 712471 1 2,000,000 2,000,000 2,500,000 6,500,000 x N Yes 1,000,000 7,500,000 New

Agric & Env. Man 4 Upgrading of Silverton Depot 710351 1 0 0 0 0 x N No 340,000 340,000 New

Agric & Env. Man 5 Upgrade Radium Street Park 711393 5 0 0 0 0 x N No 250,000 250,000 New

Agric & Env. Man 6 Apies River Park Development Near PPC 711400 5 0 0 0 0 x N No 270,000 270,000 New

Agric & Env. Man

Atmospheric Pollution Monitoring Network (includes Dispersion Modelling and VOC and BTX and PM1 Monitioring Netword)

711562 1 1,800,000 0 2,000,000 3,800,000 x Y No 4,000,000 8,000,000 New

Agric & Env. Man 1 Winterveldt Agricultural 1 3,000,000 5,000,000 X N 1,800,000 11,800,000 New 200,708 200,000

Agric & Env. Man 2 Rooiwal Agricultural 1 5,000,000 7,000,000 X N 0 15,000,000 New 200,708 200,000

Agric & Env. Man 3 Sustainable villages 1 2,000,000 1,000,000 X N 0 4,000,000 New 200,708 200,000

Agric & Env. Man 4 Atteridgeville Agricultural 1 1,000,000 1,000,000 X N 0 3,000,000 New 200,708 200,000

Agric & Env. Man 5 Mamelodi Agricultural 1 1,000,000 1,000,000 X N 0 3,000,000 New 200,708 200,000

Agric & Env. Man 6 Olievenhoutbosch Agricultural 1 3,000,000 2,000,000 X N 0 7,000,000 New 200,708 200,000

Agric & Env. Man 7 Majaneng Agricultural 1 3,000,000 5,000,000 X N 0 10,000,000 New 200,708 200,000 Agric & Env. Man 8 Stinkwater Agricultural 1 2,000,000 1,000,000 X N 0 4,000,000 New 200,708 200,000 Agric & Env. Man 9 Pyramid Agricultural 1 3,000,000 5,000,000 X N 0 9,000,000 New 200,708 200,000





FIVE YEAR STRATEGIC


PROJECT STATUS


served)

Dept/Div/Sect D

epar

tmen

tal P

riorit

y of

Pro

ject

for

2007

/200

8 Fi

nanc

ial Y

ear


Fund Type CAPEX

Budget 2007/08

(YEAR 1)


(YEAR 2)


(YEAR 3)


1 2 3 4 5

Contract Bound (Y

or N) Ongoing


end 06/07)



New or Renewal

Agric & Env. Man Refuse Removal Services - Operational Lease

1

Agric & Env. Man Replacement of Landfill Sites (Kwaggasrand/Valhalla)

1

Agric & Env. Man Establishment of Transfer areas 1

Agric & Env. Man Landfill Gas Control System (Pretoria North) 1

Agric & Env. Man Upgrading of Tjaart van Vuuren Swimming Pool 1

Agric & Env. Man Upgrading of Laudium Swimming Pool Squash Courts

1

106,880,000 124,165,000 80,400,000 253,295,000 41,255,000 316,506,372



4.8 HEALTH AND SOCIAL DEVELOPMENT


The purpose of this document is to provide the reader with a narrative version of the

Business Plan adopted by Health and Social Development Department. The Business Plan

is aligned to the City of Tshwane’s Five Year Strategic Plan and the CDS. The aim of the

Business Plan is to give effect to some of the imperatives contained in Strategic Plan and

other strategic sources such as National and Provincial directives; African National congress

election manifesto etc.

The business plan is also aligned and has incorporated inputs made by the Executive Mayor

and the Mayoral committee as well as other forums. It also makes provision for structural

changes brought about by ASD model as approved by Council. In particular, it exclude

what is currently known as Educational Services Division ( which is called Sports, Arts and

Culture Department in the Council approved Macro Structure within the ASD model), Air

Quality Management section in the Health Care Division) and Special Project Unit (SPU).

Added to the Department is Emergency Medical and Ambulance Services from EMS. It

(Business Plan) also makes provision for the elevation of two (2) other functions/units to

the level of a ‘Division’ namely, Interdepartmental HIV/Aids Unit and Municipal Health

Service (formerly known as Environmental Health. Effectively this means that the

Department has the following five (5) ‘Divisions’/ Units:

• HIV/Aids Unit

• Integrated Community Development

• Primary Health Care Services

• Emergency Medical and Ambulance Services

• Municipal Health Service

Departmental Vision

To deliver a healthy and empowered community who prosper through Holistic

Development.



Departmental Mission

To facilitate and provide an integrated and comprehensive system of Health and Social

Services, facilities and programmes to promote a poverty free, healthy, safe and

sustainable community in the City of Tshwane.

4.8.2 KEY ENVIRONMENTAL CONSIDERATIONS

• CoT (City of Tshwane) vision and mission

• All Policy imperatives applicable to the Health and Social Development function:

• e.g. National Health Act etc.

• Key imperatives contained in the CoT Five Year Plan applicable to the Department.

• City Business plan

Assumptions

• Capital Projects remains the responsibility of the Department –albeit temporary(p11

of ASD PROGRAMME: MICRO DESIGN REPORT)

• Special Programmes Unit (SPU) has been catered for in the Office of the EM and

MM (p16 of the report referred to above).

• ‘Divisions’ or ‘Units’ will be headed by persons at the level of GMs

• Department will be headed by a person at the level of Head.

• There are only THREE (3) GMs for the FIVE(5) ‘Divisions’/’Units’

• Support Structure in the Office of the current Head, ICD, HC and EA is retained

4.8.3 THE CITY OF TSHWANE FIVE YEAR PROGRAMME

This strategic document was adopted by Council to ensure that Council’s resources are

effectively harnessed toward the achievement of a common goal.

The programme provide for Five (%) Strategic Priorities viz:-

(i) To provide quality basic services and infrastructure throughout the City;

(ii) To ensure an accelerated shared and higher local economic growth;

*(iii) To fight poverty and build clean, healthy, safe and sustainable communities;



(iv) To foster participatory democracy and Batho Pele principles through a caring,

accessible and accountable service; and

*(v) To ensure financial viability, build institutional capacity and optimise transformation.

Although our Department. Social Development contribute to all Five (5) Strategic Priorities

and contained in the Five Year Programme, the nature of our activities are such that only

two Strategic Priorities were identified as more relevant to our Department, i.e. No. (iii),

and (v) (See the asterisk).

4.8.4 DEPARTMENTAL STRATEGIC OBJECTIVES AND KEY PROGRAMME AREAS

The following objectives are addressed by this plan:

Strategic Objective 1

To fight poverty and build, clean, healthy, safe and sustainable communities.

KPA 1: 3.1 Intercept the cycle of poverty by investing in a Human Resource

development programme that optimise the wellness and potential of our

people from birth throughout life.

KPI 1: 3.1.2 Implement one(1) essential skills development (action) initiatives in

communities per annum in partnership with key roleplayers such as SETA’s

and in line with sector skills plans (X2)

KPA 2: 3.2 Reduce burden of poverty through an effective indigent policy that

enhances access for all those who qualify and link indigent families to

targeted poverty alleviation programmes that would improve household

income.

KPI 1: 3.2.1 Number of application forms received from Finance Verified.

KPI 2: 3.2.3(a) Evaluate 1500 Indigent Households

3.2.3(b) Link 150 Indigent Households to exit programmes



KPI 3: 3.4.1 Decrease the vulnerability of targeted groups at risk through

mainstreamed programmes for children, youth, women, disabled and

elderly.

KPI 1: Implement a minimum of 20 initiatives that benefit vulnerable groups.

KPA 4: 3.8 Promote a clean, healthy and sustainable environment and reduce the

burden of preventable diseases on our people and our economy including

chronic illness, TB, HIV and AIDS

KPI 1: 3.8.1 Ensure that 98% households in Tshwane have access to health

services within 5km radius (of their stay)

KPI 2: 3.8.2 Maintain the number of clinic users per annum to 1 033 861.

KPI 3: 3.8.3 Ensure that 90% of EDL medicine is made available to PHC at all times

KPI 5: 3.8.5 Increase number of NGO’s funded to render HIV/AIDS services in the

community.

KPI 6: 3.8.6 Deliver at least 10 HIV campaigns at health district level.

KPI 7: 3.8.7 Implement at least 5 Health awareness campaigns per annum.

KPI 8: 3.8.8 Implement 50% of identified Environmental Health functions as per

the NHA for Municipal Health Services at 2011.

KPI 9: 3.8.9 Ensure that there is 0.5 Environmental Health Practitioners per 15 000

population in 2011.

KPA 5 3.9 Ensure that the city has a disaster prevention and management plan as

well as optimal capacity to respond to emergencies.

KPI 1: 3.9.7 Ensure that 42 000 patients are attended to per year, on request in

accordance provincial norms and standard.



KPI 2: 3.9.8 Ensure that there is 12 selective, special standby services attended to,

on request , per year.

Strategic Objective 3:

To ensure good governance, financial viability and optimal institutional


KPA: Good Governance

KPA 2: Financial Management

KPI: 95% Capital expenditure achieved as per set targets (See ANNEXURE) 95%

operational expenditure achieved as per set targets.

90% realization of planned Revenue

Develop and implement risk management plan in the Department

KPA 3: Human Resource Development

KPI: Develop and implement skills development plan for the Department

KPA 4: Employment Equity

KPI: Implementation and compliance to targets set in approved Departmental EE

plan.



Project List: Health and Social Development



PLAN ALIGNMENT

PROJECT STATUS


Dept/Div/Sect

Depa

rtmen

tal P

riority

of P

rojec

t for

2007

/2008

Fina

ncial

Yea

r Project Name Project

Number Fund Type CAPEX

Budget 2007/08

(YEAR 1)


(YEAR 2)


(YEAR 3)


1 2 3 4 5

Contract Bound

(Y or N) Ongoing


end 06/07)



New or Renewal

Health Care Building Of Klip/Kruisfontein Clinic 710207 1 0 0 0 0 X n n.a 18,636,206 18,636,206 New

Health Care Extension At Hercules Clinic 710313 1 0 0 0 0 X y n.a 5,945,400 5,945,400 Renewal

Health Care Garankuwa View: New Clinic 710900 1 0 0 0 0 X y n.a 5,620,000 5,620,000 Renewal

Health Care Soshanguve: Extension Of Block X Clinic 711326 1 0 0 0 0 X y n.a 1,320,000 1,320,000 New

Health Care Mobile X-Ray Unit 712059 1 0 0 X n n.a 0 0 New

Health Care (to June 07) and Environmental management (from Jul 07)

Atmospheric Pollution Monitoring Network (include Dispersion modeling and VOC and BTX and PM 1 Monitoring network

711562 1 1,800,000 0 2,000,000 3,800,000 X y n.a 4,000,000 8,000,000 New

Health Care Replacement Pretorius Park Clinic 710067 1 0 4,320,000 11,900,000 16,220,000 X n n.a 0 16,220,000 New

Health Care Extension Of Stanza Bopape Clinic 710201 1 1,320,000 10,000,000 0 13,320,000 X n n.a 0 11,320,000 Renewal

Health Care Extensions Lotus Gardens Clinic 710203 1 1,500,000 9,500,000 0 11,000,000 X n n.a 0 11,000,000 New

Health Care Upgrade Workflow System For Health-Erp 712028 1 0 15,000,000 11,000,000 26,000,000 X n n.a 0 26,000,000 Renewal

Health Care Replacement Of Tlamelong Clinic 712117 1 0 3,060,000 16,020,000 19,080,000 X n n.a 0 31,380,000 Renewal

Health Care Upgrading Of Clinic Dispensaries 712278 1 2,000,000 2,000,000 4,000,000 8,000,000 X n n.a 0 22,000,000 Renewal






PLAN ALIGNMENT

PROJECT STATUS


Dept/Div/Sect

Depa

rtmen

tal P

riority

of P

rojec

t for

2007

/2008

Fina

ncial

Yea



Budget 2007/08

(YEAR 1)


(YEAR 2)


(YEAR 3)


1 2 3 4 5

Contract Bound

(Y or N) Ongoing


end 06/07)



New or Renewal

Health Care Extension Majaneng clinic 712189 1 0 0 2,000,000 2,000,000 X n n.a 0 12,000,000 Renewal

Health Care Extension Nelmaphius clinic 712055 1 0 0 2,000,000 2,000,000 X n n.a 0 7,500,000 Renewal

Health Care Extension Oliewnhoutbosch 712057 1 0 0 5,777,000 5,777,000 X n n.a 0 5,777,000 Renewal

Health Care Extension Phagameng 712066 1 0 0 4,000,000 4,000,000 X n n.a 0 11,000,000 Renewal

Health Care Extension Saulsville clinic 712074 1 0 0 3,000,000 3,000,000 X n n.a 0 3,000,000 Renewal

Health Care Extension Danville clinic 712266 1 0 0 5,700,000 5,700,000 X n n.a 0 10,700,000 Renewal

Health Care New Sunnyside Arcadia clinic 712409 1 0 0 7,000,000 7,000,000 X n n.a 0 27,000,000 New

Health Care Replacement Temba community health centre 712190 1 0 0 3,000,000 3,000,000 X n n.a 0 11,590,000 New

Health Care Extension Gazankulu clinic 710204 1 0 0 5,000,000 5,000,000 X n n.a 0 11,100,000 New

Health Care New Doornpoort clinic 710075 1 0 0 6,000,000 6,000,000 X n n.a 0 160,000 New

Health Care Extension Silverton clinic 712555 1 0 0 5,940,000 5,940,000 X n n.a 0 10,940,000 Extension

Health Care New East Lynn clinic 712556 1 0 0 5,000,000 5,000,000 X n n.a 0 30,000,000 New

Health Care Health Risk Waste facilities/Equipment 712557 1 0 0 3,000,000 3,000,000 X n n.a 0 6,000,000 New

Health Care Guardhouses at all clinics 712558 1 0 0 1,000,000 1,000,000 X n n.a 0 4,000,000 New






PLAN ALIGNMENT

PROJECT STATUS


Dept/Div/Sect

Depa

rtmen

tal P

riority

of P

rojec

t for

2007

/2008

Fina

ncial

Yea



Budget 2007/08

(YEAR 1)


(YEAR 2)


(YEAR 3)


1 2 3 4 5

Contract Bound

(Y or N) Ongoing


end 06/07)



New or Renewal

Health Care New clinic Block P 712559 1 0 0 3,000,000 3,000,000 X n n.a 0 16,000,000 New

Health Care Offices for EHPs ( 60 new post are needed) 712560 1 0 0 3,000,000 3,000,000 X n n.a 0 6,000,000 New

Economic Development Total 6,620,000 34,880,000 132,337,000 173,837,000 35,521,606 330,208,606



4.9 ECONOMIC DEVELOPMENT

4.9.1 INTRODUCTION AND PRIORITY DEVELOPMENT NEEDS

The purpose of this document is to provide a short description of what the business plan of

the Economic Development Department contains.

The Economic Development Department consists of the following Divisions:

• Office of the Strategic Executive Officer;

• Local Economic Development

• Tshwane Bus Services

• Agricultural Trading Development; and

• Tourism.

4.9.2 KEY ENVIRONMENTAL ISSUES

Environmental Scan

An environmental scan was conducted by using the PESTEL and SWOT analysis.

CoT Mission

“To enhance the quality of life of all the people in the City of Tshwane through a

developmental system of local government and by rendering efficient, effective and

affordable services. “

CoT Vision

“To establish Tshwane as the leading African capital city of excellence that empowers the

community to prosper in a safe and healthy environment”



Linkages with the 5YP

Key City strategic objectives

• Provide quality basic services and Infrastructure,

• Accelerate higher and shared economic growth and development;

• To fight poverty, building clean, healthy, safe and sustainable communities;

• Foster participatory democracy and Batho Pele principles through a caring,

accessible, and accountable service; and

• To ensure good governance, financial viability and optimal institutional

transformation with the capacity to execute its mandate.

Stakeholders

The stakeholders consist mainly of the National and Provincial Government Institutions,

Educational and Research Institutions, Organised Business and the Tshwane residents.

They will be engaged through Road shows, Business Week, Economic Development

Summit and formal and informal meetings and workshops as well as through our Business

Information Centres.

Priority Development Needs

A summary of the community needs identified through the IDP Process are the following:

Identified Fresh Produce Market related community

needs (IDP Process) Wards

Agriculture Development, Land and Trading - Fresh Produce Markets

9, 20, 73, 74

Informal trading - Identify appropriate areas for informal business

50

Job creation - Entrepreneurship training programmes of SMME’s for job creation

20



Identified Tourism related community needs (IDP

Process) Wards

Tourism Destination Development & Management (strategic plans & feasibility studies for areas)

21,26,29,31,39,47,49,52,54,55 73

Tourism facility & Infrastructure Development ( e.g. Attractions, resorts, Cultural village etc.

13,17,20,29,31,32,50,57,59,65,69,73,74,75

Skills Development (Tourism skills Development Centres & Programmes) (-link to job creation)

5,12,20,25,26,27,29,32,39,49,51,53,54,68,74,75,37,75

Tourism Information Offices 49,60,75

Tourism promotion creating awareness and facilitating participation by all communities

4,7,11

Business/Enterprise development and promotion (e.g. B & B & formulation of co-operations)

5,49,69

Tourism Events promotion & Facilitating/Coordinating 49,60

Identified Public Transport related community needs

(IDP Process) Wards

Promote public transport usage 50,74 Introduce municipal bus services 52,5454,58,75 Improve public transport service delivery 74 Provide learner transport 17,50,52,65 Public transport master planning 5,21,32,48,50,52

Identified Local Economic Development related

community needs (IDP Process) Wards

Farming projects 4, 9, 13, 19, 20, 22, 23, 24, 26, 27,30, 31, 35, 36, 39, 49,73, 74, 75

Enterprise Development 3, 4, 13, 14, 17, 21, 23, 24, 27, 34, 35, 49, 50, 51, 55, 58, 69, 74

Cooperatives 24 Informal trade regulation 20, 47, 55, 57, 58, 59, Informal Trade development 20, 32, 50, 60 Using procurement to develop local enterprises 21, 34, 49, 50 Infrastructure for informal traders 3, 9, 12, 25, 49, 60, 62, 66, 75 Poverty alleviation through job creation 74, 2, 3, 4, 9, 10, 12, 13, 14, 19, 20, 21,

22, 25, 26, 27, 29, 30, 31, 34, 35, 36, 37, 39, 40, 42, 47, 49, 51, 52, 53, 55, 57, 59, 68, 72, 73, 74, 75

Urban port 55 Incentives 60 Skills development centre 27, 29, 49, 51, 53, 68, 74, 75 BBBEE 47

4.9.3 DEPARTMENTAL MISSION AND VISION

Mission

To create an enabling environment to reach the objective to contribute to the acceleration

of a higher and shared economic growth and development of the Tshwane economy by –

• enhancing economic activities based on sound economic intelligence, thus enabling

the expansion of globally competitive enterprises, the development of small,



medium and micro enterprises (SMMEs) (accommodation of the second economy),

the attraction of new investors, the promotion of equity (broad-based black

economic empowerment), and a high demand for technology and semi-skilled and

skilled labour;

• developing and maintaining an accessible transport system of a high standard, thus

enabling the community to share in the prosperity of an orderly, growing, globally

competitive city;

• establishing unique trade centres where price forming in and trading of agricultural

products take place to the mutual benefit of suppliers (including second economy

suppliers), buyers and consumers; and

• develop a unique tourist destination that attracts all segments of the tourism

market (including our residents) with the aim to create more employment

opportunities, both direct and indirect to enlarge the impact on the second economy

communities.

Vision

A globally competitive metropolitan economy that empowers all communities to prosper.


BSC City Strategic

Objective Departmental target Departmental Indicators (KPI)



Provision of infrastructure

Number of facilities upgra newly provided per annum at the Tshwane Market.

10


Utilise maintenance budgfor all cost centres

% expenditure on infrastructure maintenance (R) at the Tshwane Market.

95%


Facilitate the developmenof the aviation industry.

Number of initiatives facilitated

2


Expansion of office accommodation and branding of the building

Building and branding plans to be developed at Bus Services

30% of the tasks to be completed


Installation of electronic ticketing system in all buses

Improve fare collection, including introduction of fleet management system with a view of increasing financial viability of bus services

System to be installed in all buses including 100 newly acquired buses


Growth in market income Market share

% Growth in market income % market share of National fresh produce

7% 16.9%



BSC City Strategic Objective Departmental target Departmental

Indicators (KPI) 2007/08 annual

targets markets


2.1.2 Achieve 4,5% growth per annum in the tourism market of overnight visitors

% Growth in the COT tourism market of overnight visitors in the Gauteng region

4.5%


2.1.3 Invest in at least 1 strategic sector per annum

Nr of strategic sectors invested in as a result of COT initiatives

1


2.2.1 Purchase 300 new buses for public transport system by 2011

Nr of new buses provided for the Public Transport system

100


2.2.3 Reduce time to travel between home and work in line with Gauteng Province targets and in partnership with key role-players.

Policy guidelines to reduce time travelled to be reviewed annually

Review policy


2.3.2 Four stagnant nodes with potential revived by 2011

Number of stagnant economic nodes with potential revived in existing townships.

1 Babelegi/ GaRankuwa


2.5.1 By 2010 80% of total vendors used by the municipality are local.


80%


2.5.2 Develop and support at least 8000 SMME’s and/or cooperatives by 2011

Nr of SMME's developed and supported (that empower black people, women and youth)

1600


2.6.1 Achieve 90% alignment between availability of skills and the city economy per sector

% decrease in skills deficit ratio vis-à-vis city economy per sector

To be determined when results became available


2.6.2 Minimum of 250 jobs per annum after finalisation of feasibility study on the ICT sector

Nr of jobs created as a result of implementation of SMART city initiatives

250


2.7.2 Achieve direct rand value investment from 90% of strategic partnerships

Rand value investment in Tshwane

R150 M


2.8.1 Facilitate the creation of at least 53000 short term jobs and 5000 permanent jobs with strategic partners per annum from local economic development initiatives, including capital projects. Specific contributions per departments include:

Nr of permanent jobs created per annum

5000

3064 short term jobs in the execution of roads and Stormwater projects

Number of short term jobs created in the execution of projects (COT Standard is 1 Job = 240 man days

820 (Roads and Stormwater)





targets 5202 short term jobs in

the execution of w&s projects


509 (Water and Sanitation)

90 short term jobs in the execution of transport projects


10 (Transport Development)

To fight poverty, build clean, healthy, safe and sustainable communities

3.3.2 At least 1 expanded opportunity per economically deprived settlements, per annum.

Nr of economic opportunities that have been expanded and developed for the benefit of the local community in existing settlements.

1 economic opportunity expanded per identified deprived settlement


5.1.1 Senior Management performs all key functions necessary to run the COT

Nr or senior managers that directly perform the list of key management functions as determined by the EM (including business planning, performance management, risk management, and financial management)

All snr management




100%




None


5.2.1 Establish all municipal entities to ensure smooth service delivery - Establish the

Tshwane Economic Development Agency (TEDA).

- Establish Municipal Entity for Bus Services

- Establish Tshwane Regional Tourism Organisation (RTO)

- Establish Agricultural Trading Development Entity

Type of municipal entities established Implement MSA 2000, Sec 78, MFMA Sec 84, 90

Establish TEDA Facilitate the establishment of Bus Services Entity Facilitate the establishment of the RTO Complete Section 78 (1) Investigation

To ensure good governance, financial viability and optimal institutional transformation with

5.2.8 All revenue generation targets are realised by departments that generate revenue


95%





targets capacity to execute its mandate

% capital budget spent to achieve planned and approved outcomes

95% To ensure good governance, financial viability and optimal institutional transformation with capacity to execute its mandate

5.3.1 Spend the budget in line with the restructuring grant conditions – % operational budget

spent to achieve set outcomes

95%


5.3.2 Reduce remuneration as a % of the total operating budget in line with the restructuring grant conditions


47%


5.4.1 Address 87.6% of calls on time


75%


5.4.2 Provide the right information to callers on their first call.

% of callers that receive the right information with the first call

85%


5.7.3 Reduce controllable insurance claims by 2% per annum


2%




4


5.16.1 Achieve 90% representation of designated groups in the institution

% representation of the designated groups according to departmental Employment Equity Plans % of newly appointed employees from EE target groups

75% of newly appointed employees from EE target groups


5.19.1 Complete the review of the BBBEE policy by 31 Dec 2006, with annual reviews by Dec each year.

Timeframe for completion of review of BBBEE policy

Assist with policy review




Departmental Objectives and Strategies (KPA’s)

Agricultural Trading Development

Departmental Objective Departmental Strategies Provide agricultural trading facilities through: Improve the Tshwane Market infrastructure

Operational Market infrastructure Maintain Market infrastructure

Maintain and expand the agricultural trading services Improve the Market efficiency/ trading of agro-processing sector

Tourism

Departmental Objective Departmental Strategies Contribute to the development of the economic environment of the City of Tshwane (COT area) through the management and enhancement of tourism by executing the functions of Development, Information, Promotion and Linkages.

Ensure the implementation of the 5 Tourism Development Programmes of the Tshwane Tourism Master Plan

Public Transport Services

Departmental Objective Departmental Strategies

Provide a sound operational public transport service Support initiatives which will improve the public transport service

Upgrading of the buses

Local Economic Development


Generally Managing the Local Economic Development Division and strategically leading the Local Economic Development Division in order to attain the set economic development and growth targets by the City by creating enabling strategies and policies

Tshwane Growth and Development Strategy (TG&DS)SMME Strategy Co-operatives Strategy Agricultural Development Strategy

Promote skills and human resource development strategies to enhance the current and future needs of our economy

Investigate alternative initiatives to enhance skills and human resource development

Contribute to the Support the Expanded Public Works Programme (EPWP) Policy by allocating a % of the total budget to it.

Enhance initiatives to support EPWP

Optimise investment opportunities by leveraging growing and strategic sectors in the city

Investment Promotion Strategy

Invest in economic infrastructure that promotes greater efficiency regarding logistics, and optimise productivity of human capital.

Determine feasibility of Logistical Hub Initiative

Facilitate and support the development of SMME's co-operatives, the informal sector and the role of black people, women and youth

Alignment of TG&DS, SMME and Co-operatives strategies

Implementation of the Investment Promotion strategy by establishing strategic partnerships to ensure targeted investment attraction and retention in the City

Investment Promotion Strategy

Provide new infrastructure for growth Implementation of Incubator Programme




Facilitate the development of the aviation industry Facilitate opportunities to accelerate higher and shared economic development as a result of the improvement of Wonderboom Airport (the intent in terms of National Policy is to use the aviation sector to enhance Tourism development, enhance trade development, promote job creation and BBBEE, enhance the development of a strong aviation cluster, enhance the use and incorporation of general aviation to promote economic development)

Office of the Strategic Executive Officer

4.9.6 CROSS CUTTING ISSUES LINKED TO KPAS

Cross-Cutting

Issue Business Plan Addressing the Issue Kpas Relating to Issues

HIV/Aids Nr of peer educators trained in HIV/AIDS % of employees voluntarily counselled or attending awareness/ information sessions on HIV/AIDS

5.2

Governance % implementation of restructuring grant conditions Development of Departmental Business Plan 2007/08 Nr of strategic planning sessions held in the Department Nr of management meeting held in the Department

3.1; 5.1; 5.2

Batho Pele % positive perception of the departments in the CoT

1.1; 2.2; 3.4; 4.1; 5.1; 5.2

Skills development/ transfer

Hawker training (predominantly woman) Business training Tourism Guide training

1.1; 2.2; 2.3; 3.4; 4.1; 5.2

Gender % of prioritised vacancies filled in terms of approved organisational structure % compliance with departmental employment equity plan

2.2; 3.6; 4.1; 5.1

Employment Equity % compliance with departmental employment equity plan

5.1

BBBEE/ procurement Timeframe for the completion of the review Approval of policy and systems to comply with BBBEE strategy and legislation % Capital budget spent in accordance with existing BBBEE and procurement policies % Operating budget spent in accordance with existing BBBEE (50%) and procurement policies

1.1; 2.3; 3.6; 3.8; 4.1; 5.1; 6.1

Disabled % of prioritised vacancies filled in terms of approved organisational structure % compliance with departmental employment equity plan

1.1; 2.3; 4.1

Youth Development Tourism youth tours Experiential training Introduction of Tourism as a subject (pilot project)

1.1; 2.1; 2.2; 2.3; 4.1

Departmental Objective Departmental Strategies Strategic management and governance Ensure good governance, financial viability and

optimal institutional transformation Provide a strategic and administrative support service to the Economic Development department



Cross-Cutting Issue Business Plan Addressing the Issue Kpas Relating to Issues

Allocation of contract to clean public transport facilities (preference to youth and woman)

Communication – Internal

Nr of internal circulars published on staff matters in the Department Nr of monthly staff meetings and information held in the department

1.1; 2.1; 2.2; 2.3; 3.1; 4.1; 5.1; 5.2; 6.1; 6.2

Communication – external

Business Information Centres Business Week Taxi forums Printed Agricultural Media (ATD) Web Publications (ATD) Informal Trades of South Africa – Tshwane Branch (ATD) Sales System Information Distribution (ATD) Customer Care Centre (ATD)

1.1; 2.1; 2.2; 2.3; 3.4; 4.1; 5.1; 5.2; 6.1; 6.2

Human resource development

Implementation and compliance to targets set in the approved Departmental Skills Development Plan Nr of Managers and Deputy Managers trained through leadership development programme Monitoring of elected staff attending the Executive Leadership Programme (ELDP)

1.1; 2.1; 2.2; 2.3; 3.1; 4.1; 5.1; 5.2; 6.1; 6.2

Labour relations % of registered grievances attended to 1.1; 2.1; 2.2; 2.3; 3.1; 4.1; 5.1; 5.2; 6.1; 6.2

Risk Management % implementation of Auditor General and Internal Auditors findings and recommendations % implementation of an adopted service delivery model as per approved implementation plan % reduction in insurance claims

1.1; 2.1; 2.2; 2.3; 3.1; 4.1; 5.1; 5.2; 6.1; 6.2

4.9.7 RESOURCE PLAN

Human Resources

Although the approved organisational structure indicated a personnel component of 1 011

only 704 staff members were allocated to Economic Development.

Critical staff shortages which will help to improve service delivery are:

• Tourism: 10

• LED: 10

Finances

The following external sources will be utilised to add to the Council funding:

• National Department of Transport 2010 World Cup Soccer (R13,15 million)

• Gauteng Province Urban Transport Fund (R6,1 million)



• Department of Environmental Affairs, Agriculture and Tourism (DEAT)

• Gauteng Tourism Authority (GTA)

• Development Bank of Southern Africa (DBSA)

• Industrial Development Co-operation (IDC)


The Economic Development Department mainly interacts with the following departments in

the execution of its functions:

• Public Works and Infrastructure Development

• City Planning and Development

• Agriculture and Environmental Management

• Tshwane Metropolitan Police

• Legal Services

• Finance

The Department are also in various stages in the process of implementing the following

institutions:

• Implementation of the Tshwane Economic Development Agency (TEDA)

• Corporitisation of Tshwane Bus Service

• Establish a municipal entity for Tshwane Market

• Establish Tshwane Regional Tourism Organisation (RTO)

Service Level Agreements will be entered into with the relevant departments to enhance

the creation of job opportunities and to promote the Public Works Programme.

4.9.9 ALIGNMENT WITH NATIONAL AND PROVINCIAL POLICY

Most of the projects will adhere to the development principals/ guidelines as stipulated in

the Provincial Growth and Development Strategy, the Accelerated and Shared Growth

Initiative of South Africa (ASGISA), the Gauteng Global City Region, Gauteng Growth and

Development Strategy and the National Spatial Development Perspective (NSDP).

It is also of similar importance to address the needs of the Tshwane communities through

the execution of the CoT Five Year Strategic and Business Plan.



Project List: Economic Development


FIVE YEAR STRATEGIC


PROJECT STATUS

Strategic Objective/s Served (Indicate"x" where

applicable)

Dept/Div/Sect D

epar

tmen

tal P

riorit

y of

Pro

ject

for

2007

/200

8 Fi

nanc

ial Y

ear


Fund Type CAPEX

Budget 2007/08

(YEAR 1)


(YEAR 2)


3)


(07/08 - 09/10)

1 2 3 4 5

Contract Bound

(Y or N) Ongoing

TOTAL PROJECT CAPITAL BUDGET TO END 06/07 (all

years to end 06/07)



New or Renewal

Agricultural Trading 1 Upgrading Of Existing Processing Facilities: AFR 710277 1 6,990,000

350,000 500,000 7,840,000 X N n/a 3,502,750 11,342,750 New

Agricultural Trading 2 Upgrading And Extension Of Stores: AFR 710276 1 500,000 600,000 560,000 1,660,000 X N n/a 1,200,000 2,860,000 New

Agricultural Trading 3 Late Delivery Canopy 712459 1 1,000,000 0 0 1,000,000 X N n/a 2,980,000 3,980,000 New

Agricultural Trading 4 Upgrading & Extension of office blocks New 1 4,000,000 1,000,000 500,000 5,500,000 X N n/a 4,000,000 9,500,000 New

Agricultural Trading 5 Upgrading Of Cold rooms: AFR 711561 1 500,000 350,000 600,000 1,450,000 X N n/a 820,000 2,270,000 New

Agricultural Trading 6 Reparation To & Resurfacing Of Roads: AFR 710420 1 300,000 450,000 350,000 1,100,000 X N n/a 800,000 1,900,000 New

Agricultural Trading 7 Upgrading of Platforms 711570 1 350,000 400,000 450,000 1,200,000 X N n/a 300,000 1,500,000 Renewal

Agricultural Trading 8 Fencing Of Agent Barriers: Hall A: AFR 710274 1 50,000 120,000 30,000 200,000 X N n/a 250,000 450,000 New

Agricultural Trading 9 Decentralised Distribution Points: Communities (Disadvantaged): AFR

710279 1 0 57,471,000 63,073,934 120,544,934 X N n/a 0 120,544,934 Renewal

Agricultural Trading 10 New wholesale flower market: AFR 712031 1 0 4,600,000 0 4,600,000 X N n/a 0 4,600,000 New

Agricultural Trading 11 Relocation: Watermelon sheds: AFR 712029 1 0 5,000,000 2,000,000 7,000,000 X N n/a 0 7,000,000 Renewal

Agricultural Trading 12 Relocation of Palet Banks: AFR 712030 1 0 0 0 0 X N n/a 0 0 New

Tourism 1 Tourism Signage 710579 1 3,000,000 1,500,000 1,500,000 6,000,000 X N Y 500,000 6,500,000 Renewal

Tourism 2 Mamelodi Rondawels 710582 1 1,000,000 1,000,000 1,000,000 3,000,000 X N Y 3,000,000 6,000,000 Renewal

Tourism 3 Solomon Mahlangu Museum new 1 1,000,000 1,000,000 1,000,000 3,000,000 X N Y 0 3,000,000 New



Project List: Economic Development


FIVE YEAR STRATEGIC


PROJECT STATUS

Strategic Objective/s Served (Indicate"x" where

applicable)

Dept/Div/Sect D

epar

tmen

tal P

riorit

y of

Pro

ject

for

2007

/200

8 Fi

nanc

ial Y

ear


Fund Type CAPEX

Budget 2007/08

(YEAR 1)


(YEAR 2)


3)


(07/08 - 09/10)

1 2 3 4 5

Contract Bound

(Y or N) Ongoing


years to end 06/07)



New or Renewal

Tourism 4 Hop on Hop off Bus 710580 1 3,075,000 1,653,750 2,000,000 6,728,750 X N Y 1,500,000 8,228,750 New

Tourism 5 Arts & Craft Exhibition Stalls 710587 1 6,150,000 9,457,500 5,000,000 20,607,500 X N Y 3,000,000 23,607,500 New

Tourism 6 Information Offices 710586 1 1,000,000 500,000 2,500,000 4,000,000 X N Y 0 4,000,000 New

Tourism 7 Majaneng Cultural Village 712229 1 500,000 500,000 500,000 1,500,000 X N Y 0 1,500,000 New

LED 1 Establish Inf. Trade Markets: Inner City, Mabopane 710488 5 1,500,000 0 0 1,500,000 X N 1,500,000 3,000,000 New

LED 2 Baralak Building 712531 1 3,500,000 0 0 3,500,000 X N 5,700,000 9,200,000 New

LED 3 Marketing & Trading Stalls - Ga-Rankuwa 712298 1 0 0 2,000,000 2,000,000 X N 0 2,000,000 New

LED 4 Hammanskraal Skills Training Centre 710339 5 4,000,000 0 0 4,000,000 X N 4,000,000 8,000,000 New

Bus Service 1 Acquisition of a minimum of 300 new buses for Tshwane municipal transport service - 5 0 0 0 0 X Y N 0 0 New

Bus Service 1 PT05 Operational Plan: Buses

- 5 0 0 0 0 X Y N 0 0 New

Bus Service 1 An Integrated Ticketing System for the COT - 5 1,000,000 12,000,000 0 13,000,000 X 0 Y N 1,000,000 14,000,000 New

Bus Service 2 Electronic Ticketing System 711741 1 25,000,000 0 0 25,000,000 X O N 25,000,000 50,000,000

Economic Development Total 102,915,000 151,452,250 134,063,934 388,431,184 74,252,750 462,683,934



4.10 SPORTS AND RECREATION


The purpose of this document is to provide the reader with a narrative version of the

Business Plan adopted by Sport and Recreation, Arts and Culture Department. This

Business Plan is aligned to the Five Year Strategic Objectives of the city as well as the CDS.

The aim of the Business Plan is to give effect to some of the imperatives contained in

Strategic Plan and other strategic sources such as National and Provincial directives;

African National congress election manifesto etc.

• The business plan is also aligned and has incorporated inputs made by the

Executive Mayor and the Mayoral committee as well as other forums. This plan also

makes provision for structural Changes brought about by ASD model as approved

by Council.

Key Environmental Consideration

• CoT (City of Tshwane) vision and mission

• All Policy imperatives applicable to the Sports and Recreation, Arts and Culture

Department.

• Key imperatives contained in the CoT Five Year Strategic Plan applicable to the

Department.

• City Business plan

Assumptions

• Capital Projects remains the responsibility of the New Department –albeit

temporary(p11 of ASD PROGRAMME: MICRO DESIGN REPORT)

• ‘Divisions’ or ‘Units’ will be headed by persons at the level of Managers

• Department will be headed by the Head.

• Support Structure is provided for the New Department.



Departmental Vision

To provide services that support Education and development of the community in a holistic

manner in order to contribute meaningfully to the improvement of the quality of life of the

citizens of Tshwane.

Departmental Mission

To optimise the use of resources and facilities towards the sustainable development of the

people of Tshwane as well as the functioning of the City through:

• acting as an agent for development, transformation and community education;

• by providing services to all people in Tshwane in their need for long life learning,

cultural expression, recreation and physical well-being, positively promoting to the

image of Tshwane.

4.10.2 THE CITY OF TSHWANE FIVE YEAR PROGRAMME

This strategic document was recently adopted by Council to ensure that Council’s resources

are effectively harnessed toward the achievement of a common goal.

The programme provide for Five (%) Strategic Priorities viz:-

(i) To provide quality basic services and infrastructure throughout the City;

(ii) To ensure an accelerated shared and higher local economic growth;

*(iii) To fight poverty and build clean, healthy, safe and sustainable communities;

(iv) To foster participatory democracy and Batho Pele principles through a caring,

accessible and accountable service; and

*(v) To ensure financial viability, build institutional capacity and optimise transformation.

Although the new Department. Sport and Recreation, Arts and Culture contribute to all Five

(5) Strategic Priorities and contained in the Five Year Programme, the nature of its

activities are such that only two Strategic Priorities were identified as more relevant to this

Department, i.e. No. (iii), and (v) (See the asterisk)



4.10.3 DEPARTMENTAL STRATEGIC OBJECTIVES AND KEY PROGRAMME AREAS

Strategic Objective 1

To fight poverty and build, clean, healthy, safe and sustainable communities.

KPA 1: 3.1 Intercept the cycle of poverty by investing in a Human Resource

development programme that optimise the wellness and potential of our

people from birth throughout life.

KPI 1: 3.1.2 Department will ensure that there is 1 library per 48000 people in

2007/2008 fin year as per City Business plan.

KPA 2: 3.3 Provide viable communities by establishing mixed human settlements

closer to economic opportunities with social, cultural and economic

development programmes that enable celebration of diversity and foster

social inclusion

KPI 1: 3.3.3 Ensure that 8 cultural facilities are upgraded, constructed or extended

KPI 2: 3.3.4 Ensure that 9 arts, heritage and cultural facilities are maintained in all

regions.

KPI 3: 3.3.4 Ensure that at least 5 arts, culture and heritage programmes are

implemented per annum in Tshwane.

KPA 3: 3.5 Promote a culture of competitive and professional sports activities and

prepare the city to host the Africa and World soccer cups in 2009 and 2010

respectively

KPI 1: 3.5.1 Provide at least 1 sport facility per 7250 population

KPI 2: Ensure that 301 sport and recreation facilities and maintained within

2007/2008 fin year.

KPA 3: Ensure that 12 sport development programmes are presented



KPI 4: Hold at least 2 world class events per annum

Strategic Objective 3:

To ensure good governance, financial viability and optimal institutional


KPA: Good Governance

KPI 1: Comply to delivery standards signed in the SLA with key stakeholders in the

field of Sport and Recreation, Arts and Culture

KPA 2: Financial Management

KPI: 95% Capital expenditure achieved as per set targets (see Annexure)

95% Operational expenditure achieved as per set targets.

90% realization of planned Revenue

Develop and implement risk management plan in the Department

KPA 3: Human Resource Development

KPI: Develop and implement skills development plan for the Department

KPA 4: Employment Equity

KPI: Implementation and compliance to targets set in approved Departmental EE

plan

4.10.4 RESOURCE PLAN

• Approved 2006/07 budget

• Public/Private partnership

• Available skill in the Department



4.10.5 INSTITUTIONAL ARRANGEMENT

• Approved organisational structure

• Public/Private Partnership

• Relying on the support of other departments to address common objectives

(interdependencies)



Project List: Sports and Recreation


FIVE YEAR STRATEGIC


PROJECT STATUS


Dept/Div/Sect D

epar

tmen

tal P

riorit

y of

Pro

ject

for

2007

/200

8 Fi

nanc

ial Y

ear


Fund Type CAPEX

Budget 2007/08

(YEAR 1)


(YEAR 2)


(YEAR 3)

1 2 3 4 5

Contract Bound

(Y or N) Ongoing


years to end 06/07)



New or Renewal

Existing projects:

Educational Services 2 Klip/Kruisfontein Community Library 710100 1 1,000,000 0 0 X N Y 8900000 9900000 Renewal

Educational Services Upgrading Temba Community Library 710103 1 0 2,000,000 0 X N Y 663000 2663000 Renewal

Educational Services 1 Nellmapius Community Centre 710700 5 3,000,000 0 0 X Y Y 11576000 14576000 New

Educational Services 1 Atteridgeville Superstadium 710713 1 6,000,000 0 3,000,000 X Y Y 65295000 74295000 Renewal

Educational Services 1 Atteridgeville Superstadium 710713 5 14,000,000 14,000,000 0 X Y Y 30000000 58000000 Renewal

Educational Services 1 H/Skraal Multip. Sport & Recreation Centre 711433 1 2,000,000 0 2,000,000 X Y Y 6100000 14700000 Renewal

Educational Services 1 H/Skraal Multip. Sport & Recreation Centre 711433 5 0 2,000,000 2,000,000 X Y Y 2000000 8000000 Renewal

Educational Services Soshanguve Block K Sport Complex 711436 1 0 0 0 X N N 1300000 1300000 Renewal

Educational Services 1 Upgrading Of Museums 711442 3 300,000 0 0 X

Y N 600000 900000 Renewal

Educational Services 1 Ga-Rankuwa Library 712265 1 6,000,000 0 0 X

Y Y 2700000 8700000 New

Educational Services 1 Upgrading Of The Soshanguve Giant Stadium 710690 1 23,848,000 25,000,000 17,000,000 X Y Y 35120000 100,968,000 Renewal

Educational Services 1 Upgrading Of The Soshanguve Giant Stadium 710690 5 7,000,000 8,000,000 20,000,000 X Y Y 28020000 63,020,000 Renewal

Educational Services 1 Completion Of Temba Stadium 710691 1 0 2,000,000 2,000,000 X Y Y 5700000 9700000 Renewal

Educational Services 1 Completion Of Temba Stadium 710691 3 1,500,000 0 0 X Y Y 2500000 4000000 Renewal

Educational Services 1 Suurman Multipupose Community Hall 712440 3 0 0 0 X Y Y 5,156,885 5,156,885 New Educational Services 1 Upgrading of H.M. Pitje Stadium 710692 1 0 0 0 X Y Y 700000 700000 Renewal



Educational Services 1 West End Disabled Facility 712549 3 X Y N 350000 350000 Renewal Total Total 64648000 53000000 46000000 201524000 371772000

New projects

Sport & Recreation:

Educational Services Olievenhoutbosch Multi-Purpose Sport 711432 1 0 4,000,000 X N Y 0 10000000 New

Educational Services Extension of Klip Kruisfontein Community Centre 712275 1 0 0 2,500,000 X N Y 5000000 New

Educational Services Lotus Gardens Multi-Purpose Sport Facility 712260 1 0 0 3,000,000 X N Y 0 4500000 New

Educational Services Upgrading of Masupa MPP Sport Grounds 712270 1 0 0 1,250,000 X N Y 0 1250000 New

Educational Services Upgrading of Makhaza MPP Sport Grounds 712271 1 0 0 1,500,000 X N Y 0 3000000 New

Educational Services Upgrading of Ga-Rankuwa MPP Sport Facility 712274 1 0 0 1,500,000 X N N 0 1500000 New

Educational Services Mamelodi X17 MPP Sport Facility N/A 1 0 0 2,000,000 X N Y 0 4000000 New

Educational Services Atteridgeville X7 MPP Sport Facility N/A 1 0 0 2,000,000 X N Y 0 4000000 New

Educational Services Upgrading of Pilditch Athletics Stadium N/A 5 0 0 2,800,000 X N N 0 2800000 New

Educational Services Upgrading of Rethabile Sport Grounds N/A 1 0 0 1,250,000 X N Y 0 3250000 New

Culture Development:

Educational Services Solomon Mahlangu Freedom Square - Cultural centre 711439 1 0 0 4,000,000 X N Y 2200000 17200000 Renewal

Educational Services Hammnaskraal Cultural centre 712397 1 0 0 3,000,000 X N N 0 10000000 New

Educational Services Saulsville Arena 710389 1 0 0 5000000 X N Y 5666070 10666070 Renewal

Educational Services Inner City Precinct 710882 1 0 0 2000000 X N N 0 5000000 New

Educational Services Fort Klapperkop (upgrading) N/A 1 0 0 1000000 X N Y 0 1000000 Renewal

Educational Services City Hall (upgrading) 711442 1 0 0 5000000 X N Y 750000 5750000 Renewal

Libraries:

Educational Services Mabopane Library (Odi) 710104 1 0 0 4000000 X N N 890000 10890000 New

Educational Services Stanza Bopape Library 710102 1 0 0 4000000 X N N 0 10000000 New

Educational Services Soshanguve Section X Library 710107 1 0 0 4000000 X N N 300000 10300000 New

Educational Services Suurman Library 710101 1 0 0 4000000 X N N 0 10000000 New

Total Total 57,800,000 9806070 130106070



4.11 COMMUNITY SAFETY

4.11.1 INTRODUCTION

A. Tshwane Metropolitan Police Service

The Tshwane Metropolitan Police Service (TMPS), as part of the CoT, conducted a

comprehensive strategic and business planning process in preparation for the five-year

strategic plan of 2006/2011. During this process, the focus continuously was on service

delivery and addressing the needs of the Tshwane community regarding safety and

security. The purpose of this document is therefore to demonstrate how the TMPS is

planning to address these needs aligned to the City Development Strategy through setting

targets of performance for the Service.

Therefore, the TMPS developed a strategy focussed on integrated, holistic and a

combination of centralised and decentralised policing services delivered in eight regions

throughout the city in order to address the needs of the people served by the TMPS. The

departmental strategic plan is also aligned to:

The Constitution of the Republic of South Africa 1996

The Constitution of South Africa prescribes the mandate and obligations in terms of

community safety as follows:

• “Promote a safe and healthy environment;”

Vision 2014

The most important targets and objectives outlined in vision 2014 referring to safety and

security issues include the following:

• “…and improve services to achieve a better national health profile and reduction

of preventable causes of death, including violent crimes and road

accidents.”



• Significantly reduce the number of serious and priority crimes as well as cases

awaiting trial, with a society that actively challenges crime and corruption, and with

programmes that also address the social roots of criminality.

In practical terms Vision 2014 has the following specific implications in for the

City of Tshwane in terms of community safety:

o Prevent and reduce crime and corruption through enhanced and visible policing.

Gauteng Development Strategy (GDS)

• Provision of an accessible, affordable, reliable, integrated and environmentally

sustainable public transport system;

• Gautrain;

• Public safety and urban information system;

• 2010 Football World Cup;

• Social Development (as partner in Social Crime Prevention); and

• Government institutional efficiencies

Priority Areas for the South African Police Service

• Improved Service Delivery

• Organised crime

• Crimes against woman and children

• Serious crimes

The National Indicators for 2005-2014

Justice, crime prevention and security indicators:

o Public safety (internal safety and security and covers broad based policy indicators

such as reducing the levels of crime, reducing public fear of crime and increased

access to justice)

o National security



B. Emergency Management Services

The purpose of this document is to give clarity on how community needs are and will be

addressed; to incorporate identified IDP projects (according to community needs) in the

business plan for the 5 year cycle starting 07/08 and to ensure the departmental business

plan is in line with the following:

• National Vision 2014;

• Accelerated and Shared Growth Initiative (ASGISA);

• National Spatial Development Perspective (NDSP);

• Gauteng Growth and Development Strategy (GDS);

• Five Year Strategic and Business Plan (5SBP); and

• Gauteng Spatial Development Perspective (GSDP).

The report will refer to the Departmental Strategy, with specific reference to the

Departmental Objectives.

4.11.2 COMMUNITY NEEDS


Analysing the IDP community needs assessment it was evident that the different

communities throughout Tshwane have the same needs regarding their safety and security

resulting in a citywide analysis rather than a regional one. The following needs have been

identified as the main issues of importance for the community in their expectation of the

CoT’s responsibility and identified strategic priority of fighting poverty and building clean,

healthy, safe and sustainable communities.

Crime Prevention

• Accessibility

• Availability

• Visibility

• Use of advanced technology e.g. CCTV, Morpho Touch, etceteras

• Improved response times



• Joint operations

• Community activation

• Problem oriented policing

• Improved intergovernmental cooperation and participation

By-Law Policing

• Illegal trading

• Enforcement of By–laws in conjunction with other role-players to identify and

address contraventions in regard to promulgated by-laws

Road Policing

• Traffic control, Fines, Law Enforcement

• Law enforcement

• Free flow of traffic

• Speed law enforcement

• Vehicle and driver fitness

• Overload control

• Freeway patrol

• Use of advanced technology e.g. CCTV, electronic road information system

The TMPS endeavoured to address these community needs when revising the strategy and

through the identification of projects and programs that will enable the department to

deliver on the strategy and fulfil the department’s obligations.


Requests received from the community, as captured in the community needs list, refers to

general services, as provided by this Department. In most instances services requested are

already provided, at a minimum level. The majority of requests are from the northern

areas, which is in line with the CDS.

The Emergency Management Services Department provides a city-wide service and is not

included in the regionalization of the approved ASD model.



In a Master Plan, approved by Council in 2001, all community needs in terms of Fire

Brigade Services (taking risks and response times into consideration) have been addressed

and service delivery is executed accordingly.

The community’s perception regarding disaster management versus actual line function

activities, differ vastly. Floods, etc. are not deemed as disasters in terms of legislation, but

could be deemed as a disaster to the community. In case of such a “disaster” the disaster

management line function will only be coordinating interventions whilst specific line

functions will attend to the related problems (eg roads and storm water, housing, water

and sanitation, electricity, etc).

The request for a 107 emergency number is dealt with by customer care in conjunction

with; inter alia, Emergency Management Services.

In view of the above, and the list of new capital projects identified for the IDP, the EMS

Department want to reiterate that community needs, as listed in the community needs list,

will be addressed, taking into consideration financial and resource constraints.

4.11.3 FIVE YEAR PROGRAMME


The Tshwane Metropolitan Police Service developed its 5YP aligned to CDS and the City

Scorecard specific to the following for the 2006 – 2011 financial cycle and refined it even

more for the 2007-2012 financial cycle:

CDS Strategic Objectives:

Strategic Objective 3: To fight poverty, build clean, healthy, safe and sustainable

communities

• CKPA 3.6: To ensure the safety of our communities, businesses and roads through

fostering a culture of respect for the rights of all, the laws that govern us all and a

high moral and ethical standard.



• CKPA 3.7: Decrease the crime levels working with the National Criminal Justice

System, the South African Police Services, Business and communities, ensuring

visible policing and strengthening the municipal court system

Strategic Objective 5: To ensure good governance, financial viability and optimal

institutional transformation with capacity to execute its mandate

• KPA 5.1 Good governance

• KPA 5.2 Sustainability management

• KPA 5.3 Prudent financial management

• KPA 5.7 Perform risk management

Departmental targets included in City Business Plans:



CDS: Strategic priority area

CDS: Strategic Objectives CKPA CKPI Strategic Target CDS: Departmental

targets Departmental

Indicators Departmental KPA

CKPA 3.6: To ensure the safety of our communities, businesses and roads through fostering a culture of respect for the rights of all, the laws that govern us all and a high moral and ethical standard.

% of residents in Tshwane that indicated that the municipality’s efforts to promote a safe environment by enforcing laws have improved over the past year.

95% of residents surveyed by 2009 indicated that the municipality’s efforts to promote a safe environment by enforcing laws have improved over the past year.

2% reduction in fatalities per 10000 vehicles per annum

80% reduction in by law transgressions by 2011

% reduction in fatalities per 10000 registered vehicles per annum

Number of

operations to result in a reduction of by-law transgressions

Building safer, viable and sustainable communities

Strategic Objective 3: To fight poverty, build clean, healthy, safe and sustainable communities

CKPA: 3.7 Decrease the crime levels working with the National Criminal Justice System, the South African Police Services, Business and communities, ensuring visible policing and strengthening the municipal court system

% decrease in reported crime levels in relation to the nr of crime fighting initiatives embarked upon in partnership with key strategic partners such as SAPS and the business communities

Decrease in reported crime levels to be 1% below the Gauteng crime levels per type of crime

At least 1% per annum

Number of joint operations embarked upon in partnership with key strategic partners such as SAPS and the business communities to fight crime

Number of internal policing operations executed to contribute to the 1% decrease in reported crime levels per type of crime

Number of social crime prevention interventions (e.g. projects/ programs) performed/ executed to contribute to the 1% decrease in reported crime levels per type of crime

Number of environmental design and re-

Decreased Contraventions and Crime (Sub KPA: Decreased Contraventions and Crime Area East)

Decreased Contraventions and Crime (Sub KPA: Decreased Contraventions and Crime Area West)







design interventions performed to contribute to the 1% decrease in reported crime levels per type of crime







Internal auditing



Policy Compliance

CKPA 5.1 Good governance

The % of residents of Tshwane who have indicated that COT governs well

95% of COT residents surveyed indicated that COT governs well

5.1.1 Senior Management 55 performs all key functions necessary to run the COT

Nr of senior managers that directly perform the list of key management functions as determined by the EM (including business planning, performance management, risk management, and financial management)

Performance management

Caring and effective government

Strategic Objective 5: To ensure good governance, financial viability and optimal institutional transformation with capacity to execute its mandate

CKPA 5.2 Sustainability management

% of municipal debt over 90 days. Efficiency gains in rand value due to the implementation of alternate service

Reduce municipal debt over 90 days from 78% to 68% by 2011.

A comparison of expenditure prior to

All revenue generation targets are realized by departments that generate revenue


To establish fully integrated metro policing by the end of FY 2008/09







delivery mechanisms

and after implementation of alternate service delivery mechanisms shows savings by 2011.

Spend the budget in line with the restructuring grant conditions

% of capital budget spent to achieve planned and approved outcomes

% of operational budget spent to achieve set outcomes

% of the TMPS budget actually spent on operations as well as capital projects identified for a particular financial year as per the IDP (NKPI)

Additional funding required to fund and implement the Safer City Policy and Business plan as approved by Council on 2 November 2006

KPA 5.3 Prudent financial management (linked to KPA 5.2 )

KPI : (NKPI) 3 Financial viability as expressed by the following ratios: i. A=(B-C)/D4 ii. A=B/C5 iii. A=(B+C)/D6

% of a municipality’s capital budget actually spent on capital projects identified for a particular financial year as per the IDP (NKPI) 3

5.3.2 Reduce remuneration as a % of the total adjusted operating revenue in line with the restructuring grant conditions

Remuneration as a % of the total adjusted operating budget

Due to the fact that the TMPS is mainly operations driven this target and indicator is not applicable to the service as there will never be a decrease

5.4 Local government responsiveness to its residents

% of residents surveyed who indicated satisfaction with COT responsiveness

80% of residents surveyed annually indicate they are satisfied with COT responsiveness

5.4.1 Address 87.6% of calls on time


Customer care

4 A= Debt coverage, B= total operating revenue received, C= operating grants, D= debt service payments due within the financial year 5 A= outstanding service debtors to revenue , B= total outstanding service debtors, C= annual revenue actually received for services 6 A= cost coverage, B= all available cash at a particular time, C=investments, D= monthly fixed operating expenditure







5.4.2 Provide the right information to callers on their first call

% off calls resolved

KPA 5.7 Perform risk management

KPI The degree to which COT risk management practices reflect international best practice, norms and standards

All COT risk management practices in line with international best practice and norms and standards by end 2007/08

Reduce controllable insurance claims by 2% per annum


Risk Management

KPA 5.14 Review current performance management system and re-align to new priorities

% alignment and integration between individual, organisational and financial management


Achievement of a 100% integrated and aligned performance management system in COT by 2008


Performance Management

Caring and effective government

Strategic Objective 5: To ensure good governance, financial viability and optimal institutional transformation with capacity to execute its mandate

KPA 5.15 Skills audit: recruitment, retention and succession planning

The number of people from employment equity target groups employed per organisational level in compliance with the municipality’s EE plan. (NKPI)

Annually achieve the targets set out in the municipality’s EE plan thereby achieving 100% of the EE plan by 2011

Achieve 90% representation of designated groups in the institution

% of newly appointed employees from EE target groups

To ensure that the departmental Equity profile is aligned to the annual Employment Equity Plan



B. Emergency Management Services The first Departmental five year business plan, produced under the political leadership of

the newly elected Council, was submitted in July of 2006. This plan was aligned to the City

Development Strategy and the City Scorecard and took into consideration relevant National

and Provincial initiatives and other legislative prescriptions. A first quarterly performance

report was since submitted and the Department had the opportunity to identify challenges

arising.

Creating a second business plan, for the 2007 – 2012 cycle, including TIDP input and

output, gives the Department the opportunity to align even further and ensure that new

projects addresses community needs identified and outcomes of all relevant local,

provincial and national initiatives.

In terms of refinement and further alignment of the departmental business plan for

2007/2008 for Emergency Management Services Department, the table below will address

the following:

Aligning existing KPIs to the City Scorecard

Because various generic KPIs on the City Scorecard were linked to a champion department,

those KPIs were not added to the EMS departmental scorecard as departmental KPIs.

After the first quarter reporting session, where it became apparent that feedback on

quarterly basis is needed on these KPIs, the request is forwarded to add those on the

departmental scorecard for 06/07. These KPIs will be also be added to the business plan

of 07/08 (see comments column).

Refining targets

Targets for the newyear 5 of the business plan were added, conscious of the fact that

generic and corporate targets might be further dictated and is therefore subject to change

(see comments column for motivations).



CITY STRATEGIC OBJECTIVE CITY KPA DEPT KPI COMMENT/ CHANGE ON BUSINESS PLAN

KPI added to 06/08 and 07/08 business plan

Added KPI: “1.1 % of local vendors used by the department by 2010”

SO 2: Accelerate higher and shared economic growth and development

CKPA 2.5 Increase participation and broaden the contribution in growing the city’s economy through the development of SMME’s, cooperatives, the informal sector and the role of black people, women and youth

1.1 % of local vendors used by the department

Due to the specialised nature of machinery and equipment used, this dept cannot be limited to vendors within the Tshwane Regions (including maintenance)

Request to change the KPI to read: “% of local vendors used by the department by 2010, for non-specialised items/ services only”

It is very difficult to predict that the COT will be 95% prepared for any disaster or emergency at the end of the five years, due to the role and function of each individual department on local, provincial and national level.

Disaster Management plays a coordinating role, but each line function has specific responsibilities in terms of preparedness according to the Disaster Management Framework.

It is proposed that the KPI be changed, with immediate effect, to read: “The % preparedness of COT to prevent and management a disaster or emergency caused by the known priority threats as reflected in …..”. The overall percentages for the five years should also be changed to 85% throughout.

% preparedness of COT to prevent and manage a disaster or emergency as reflected in inter departmental cooperation structures, availability of people, procedures, equipment and information, per type of emergency and disaster by submitting 3 reports on disaster risk management plan (level 1 – FY 1; level 2 – FY2; level 3 – FY 3) to (a) Council and (b) National DM Centre, in accordance with Legislation

In the 06/07 year, the percentages per quarter are indicated as 75%, 80%, 85% and 90%. This is not a true reflection of the process that needs to be followed in order to deliver the report. In quarter one, specifications need to be drawn up and finalised, in quarter two, the tender process will be followed and the consultant appointed and in quarter three, the plan should be developed and submitted in quarter four.

It is proposed that the following % be adopted for the quarters, with immediate effect: 20%, 25%, 25% and 30%. The same quarterly percentages will apply for the reports that need to be submitted in year 4 and year 5. These reports will deal with the maintenance of the plan.

N of multi-disciplinary activities attended to according to identified groups (NGOs, special events, emergency planning in Council buildings)

The current yearly target is 110. It is proposed that it be increased to 150 in FY 2011/2012 due to increased public demand

New FY 5 target to be increase to become 150

SO 3: To fight poverty, build clean, healthy, safe and sustainable communities

CKPA 3.9: Ensure that the city has a disaster prevention and management plan as well as optimal capacity to respond to emergencies

% compliance with the Disaster Management Master Plan i.t.o. (a) 3 reports (FY 1, 3, 5) on disaster risk assessment submitted for cognizance to Council in accordance with DM legislation

From year 07/08, the Master Plan for Disaster Management will be replaced by a Disaster Management Framework for the COT that will direct all functions and civilities of the Disaster Management Division. The development and implementation of a Municipal Disaster Management Framework is required by the Disaster Management Act no 57 of 2002,

Request to alter wording of the KPI to read: “% compliance with the Disaster Management Framework (from date of approval) i.t.o. …”



CITY STRATEGIC OBJECTIVE CITY KPA DEPT KPI COMMENT/ CHANGE ON BUSINESS PLAN

section 42 (1) N of training sessions for use of guide pack arranged, aimed at information to the youth

The request to alter this KPI to read: “Training sessions for use of guide pack, arranged in N primary schools where DRM curriculum will be implemented”

The request to alter this KPI, with immediate effect, to read: “Training sessions for use of guide pack, arranged in N primary schools where DRM curriculum will be implemented”

% implementation of the Customer Care Service Level agreement of the SEO to comply with Batho Pele principles

The performance in this regard is dependent on the SLA provided by Customer Care Division as lead division for the implementation thereof

Request to change the wording of the KPI, with immediate effect, to read: “% implementation of the Service Level Agreement of the SEO (coordinated by Customer Care Division) to comply with Batho Pele principles”

CKPA 5.2 Sustainability management

% of planned revenue targets realized


Added KPI: “% of planned revenue targets realized”

CKPA 5.3 Prudent financial management



Added KPI: “Remuneration as a % of the total operating budget”

Minimum average number of fire fighting vehicles available per shift in terms of master plan (with a target of 22 throughout the 5 year cycle)

According to the master plan reporting is done on grass units (10), engine companies (10) and truck companies (4). The previous target of target must be elevated to a minimum of 24 vehicles

To, with immediate effect, alter the target of 22 to 24


The current remuneration expenditure of the EMSD is 76% of Dept budget, due to the labour intensive nature of the Dept. This must be increased to 82%.

To exclude the EMS Department from adherence to this KPI and to remove, with immediate effect, this KPI from the Dept scorecard and our response to the City scorecards

% of prioritised vacancies filled in terms of approved organisational structure

Depending on funding

% budget spent

Registration for a learner ship is in an advanced stage and this budget will sustain learner ship programs

SO 5: To ensure good governance, financial viability and optimal institutional transformation with capacity to execute its mandate

% Reported disciplinary cases finalised within 60 days

Excluding cases referred for tribunals

To alter this KPI, with immediate effect, to read: “% Reported disciplinary cases finalized within 60 days (excluding cases referred for tribunals)



How the EMSD business plan link to National and Provincial strategies and initiatives

National/Provincial

initiative EMS departmental business plan link

Vision 2014 -Sustainable communities -Enjoy full dignity of freedom -Accessible services

ASGISA - 50% budget to be spent on infrastructure by 3 spheres of government National KPIs -Employment equity

-Workplace skills plan implementation -Social cohesion

National Spatial development perspective

-Addressing pas inequalities, focusing on people, not places -Focus bulk of investment on areas with potential for sustainable economic development

Gauteng Growth and development Strategy

-Enhanced governmental efficiency and cooperative governance -Provide social and economic infrastructure -Skills development and capacity building of BBBEE

Disaster Risk Management Plan

The City of Tshwane has a legal obligation to develop and establish a municipal disaster

risk management plan (DRMP) as per section 53 of the Disaster Management Act 57 of

2002, section 3.1.1.2 of the National Disaster Management Framework (NDMF), the

Municipal Systems Act 32 of 2000, as well as the CoT Disaster Risk Management

Framework. In terms of these legal requirements, the Disaster Management Plan is also a

core component of the IDP.

Each department has a responsibility in terms of the disaster management plan. It is vital

that disaster management principles of risk reduction, prevention and mitigation are part of

every programme and project.

Three levels of disaster risk management planning are prescribed in the National Disaster

Management Framework. The first two levels deal with establishing mechanisms to ensure

that the legislative and policy requirements are implemented whereas the third level

focuses on maintaining relevance and applying ongoing disaster risk management best

practice.

The City followed a phased approach to develop the Disaster Risk Management Plan to

ensure compliance with legislation as indicated in the business plan.

Preliminary research found the following risks to be of greatest priority in the CoT. This

priority was determined by taking into consideration the frequency and magnitude of the

event as well as the associated vulnerabilities and the mandate of the Metropolitan Disaster



Management Centre (MDMC) to manage such risks (as an example, the risk of terrorist

attack was taken into consideration but due to the sensitive nature of this hazard and the

mandate of other government departments – e.g. SAPS, NIA, and SANDF - this was not

placed on the prioritised list).

Risk priority Risk type 1 Fires (shack) 2 Fires (veld) 3 Flooding 4 Sever weather conditions 5 Hazardous materials (storage, transportation and usage) 6 Sinkholes 7 Special events (Special consideration to 2010) 8 Mission Critical Systems Failure (MCFS) 9 Transportation accidents 10 Building collapse

The macro disaster risk assessment indicated the areas most at risk to a variety of

hazardous impacts in the COT are those located to the northwest, east and central.

Particularly the following areas were identified as the most at-risk areas:

• Ga-Rankuwa,

• Mamelodi,

• Pretoria CBD, and

• Soshanguve.

Risk Reduction Projects:

The attached list of projects as reflected in the IDP, have a direct impact on the disaster

management plan as they contribute to risk reduction.

The Disaster Management Plan (level 1 to 3 targets as set out in the business plan) will be

accessible as it becomes available through the Disaster Management Centre, situated at

133 Beckett St, Arcadia.

Municipal Disaster Risk Management Policy Framework (MDRMF)

The City of Tshwane Metropolitan Municipality also has a legal obligation to develop and

establish a municipal disaster risk management framework (MDRMF) as per section 42 of

the Disaster Management Act 57 of 2002. As is the case with the national and provincial

disaster risk management frameworks, the MDRMF aims to ensure an integrated,

coordinated and uniform approach to disaster risk management in the municipality by all



municipal departments; statutory functionaries of municipalities; all municipal entities

operating in its area; non governmental organisations involved in disaster risk

management; and by the private sector. Provincial and municipal policy frameworks must

be consistent with the Disaster Management Act and with the National Disaster

Management Framework.

The City of Tshwane has compiled a draft MDRMF for the municipality which is the policy

document for the CoT that will drive the activities of the municipal disaster management

centre. It also identifies the roles of departments in terms of disaster management

responsibilities.

Although the MDRMF is operational in nature, it still remains a strategic policy document

for the City of Tshwane. The Framework spells out clear objectives and provides the

impetus towards the development of specific disaster risk management plans (and

contingency plans) by all municipality entities and municipal departments. These plans will

address the realities within the CoT and will be guided by the MDRMF.

A public participation process will be followed in 2007/2008 financial year to finalise and

approve the Policy Framework for the Municipality.

Disaster Management fulfils an important facilitating and coordinating role in terms of the

Municipal Disaster Management Plan and implementing disaster management policy and

legislation. However, commitment of all role-players is vital for the successful integration

and implementation of disaster management principles and the disaster management plan.

Each department must accept responsibility for contingency planning for their respective

functions. There also needs to be a common understanding of the role and function of the

Municipal Disaster Management Centre before, during and after disasters and large-scale

emergencies.

Note should be taken that the current human resource capacity of the Disaster

Management Centre is limited, as only 36% of the positions on the current (2006)

approved structure is filled. This situation needs to be addressed to ensure that the

Disaster Management Act can be implemented in the City of Tshwane.



Tshwane Disaster Risk Reduction Projects

Project Number Division Social assets Financial assets Acquisition Fire fighting vehicles 710564 Fire & Rescue services Refurbishment of fire fighting vehicles 711454 “ “ Natural assets Landfill gas control system: Pretoria North Rehabilitation project

711369 Environmental management

Various Garden Refuse and Landfill sites 711590 “ “ Garden Refuse Site Babelegi 711683 “ “ Upgrading Pumping Stations 710307 Water & sanitation Garden Refuse Site Winterveldt 711685 “ “ Soshanguve Bulk Pipeline Replacement 710308 (fund 1) “ “ Soshanguve Bulk Pipeline Replacement 710308 (fund 5) “ “ Extension: Sunderland Ridge Waste W/Treat Plant 710364 (Fund5) “ “ Extension: Sunderland Ridge Waste W/Treat Plant 710364 (Fund 1) “ “ Hammanskraal West Bulk Water 710383 (Fund1) “ “ Hammanskraal West Bulk Water 710383 (Fund5) “ “ Upgrading Water Networks Greater Temba 710390 (Fund 1) “ “ Upgrading Water Networks Greater Temba 710390 (Fund 5) “ “ Mabopane W/Veldt Water Networks Extension 710392 (Fund 1) “ “ Mabopane W/Veldt Water Networks Extension 710392 (Fund 5) “ “ Garankuwa Water Networks Extension 710392 “ “ Garankuwa Water Networks Extension 710392 “ “ Telemetry of Reservoirs 710555 “ “ Mamelodi R5 Link to Garsforntein 711328 (Fund 1) “ “ Mamelodi R5 Link to Garsforntein 711328 (Fund 5) “ “ Pipe Reinforcement Klipgat/Mabopane/ Winterveld 711331 “ “ K/Kruisfontein Phase 3 Bulk Water Supply Resev. 711332 (Fund 1) “ “ K/Kruisfontein Phase 3 Bulk Water Supply Resev. 711332 (Fund 5) “ “ Replacement & Upgrading: Redundant Bulk Pipeline Infrastructure

711335 “ “

Extension Klapperkom Main Outflow 711338 (Fund 1) “ “ Extension Klapperkom Main Outflow 711338 (Fund 5) “ “ Klapperkop Muckleneuck Pipelink 711339 Klapperkop Heights Pipe Reinforcements 711340 (Fund 1) “ “ Klapperkop Heights Pipe Reinforcements 711340 (Fund 5) “ “ Interconnection: Laudium/Erasmia Feeder P/Lines 711342 “ “ Monument Park Reservoir, Pipes Ext 711343 “ “ Valhalla Reservoir, Pipes Ext 711344 “ “ Garsfontein Pipe Reinforcement 711345 “ “ Replacement Heights:Hercules Bulk Main. Syst. 711347 “ “ Temba Water Purification Plant 711348 “ “ Upgrading Water Supply: Ninapark &Theresa Park 711405 “ “ Main feeder Moreleta/Woodlands 711409 “ “ Water Connections: Soshanguve New Pipes 711410 “ “ Hammanskraal West Bulk Water Bulk Water 711527 “ “ Water Networks: Majaneng/Morokolong 711533 (Fund 1) “ “ Water Networks: Majaneng/Morokolong 711533 (fund5) “ “ Mnandi/Knoppieslaagte Reservoir/Pipelines 712136 “ “ Water Supply: Informal Areas Mabopane/W/Veldt 711554 “ “ Rietvlei Purification Plant Updates 71191 “ “ Re-establishment of wwc ops depots 712123 “ “ Construction of new water depots 712124 “ “ Extension of Zeekoegat Wwtw 712125 “ “ Extension of Temba Wwtw 712126 (Fund 1) “ “ Extension of Temba Wwtw 712126 (Fund 5) “ “ Extension of Klipgat Wwtw 712127 “ “



Project Number Division Extension of Rooiwal Wwtw 712128 “ “ Sekampaneng reservoir 712129 (Fund 1) “ “ Sekampaneng reservoir 712129 (Fund 5) “ “ Relining/upgrading of reservoirs 712143 “ “ Rietvlei Dam Repairs/Safety 712145 “ “ Upgrading of Pump Stations 712147 “ “ Pierre van Ryneveld Reservoirs/ Pipes 712150 “ “ Reservoir extensions 712534 “ “ ODI Bulk Infrastructure 712535 “ “ Project Linked Housing – Water Provision 710863 “ “ Project Linked Housing – Water Provision 710898 “ “ Blk - Bronberg/Mamelodi 712130 “ “ Blk – Heights Hi, Control Valves “ “ Blk- Individual Res – Clifton/Dommesse 712133 “ “ Blk- Individual Res – Doringkloof 712134 “ “ Blk- Individual Res – Heuweloord 712135 “ “ Blk- Individual Res – Pretoriusrand 712137 (Fund 1) “ “ Blk- Individual Res – Pretoriusrand (Purchase Capacity) 712137 (Fund 5) “ “ Blk - Soshanguve 712139 “ “ Blk - Temba West Bulk Pipeline 712140 “ “ Blk – Individual Res - Waterkloof х 2 712141 “ “ Blk+ Reservoir –Babelegi 712142 “ “ Replacement of telemetry systems 712144 “ “ Human assets Upgrading Sewers in Mamelodi 710007 (Fund 1) “ “ Upgrading Sewers in Mamelodi 710007 (Fund 3) “ “ Upgrading Sewers in Mamelodi 710007 (Fund 5) “ “ Upgrading Sewers in Tshwane Area 710010 “ “ Township Water Services Dev: Tshwane Contributions 710022 “ “ Lengthening of Network and Supply Pipelines 710023 “ “ Upgrading of Networks Difficulties Exist 710024 “ “ Water Supply to Agricultural Holdings 710025 “ “ Replacement of Worn Out Network Pipes 710026 “ “ Network Upgrading in Hatfield 710031 “ “ Cathodic Survey of Main Pipelines 710039 “ “ Water & Sanitation Kopanong: Bulk Water/Sewer 71093 W&S Replacement, Upgrade, Construct Wwtw Facilities 710411 W&s Mandela Village Toilet Top Structures 710753 (Fund 1) W&s Mandela Village Toilet Top Structures 710753 (Fund 5) W&s Backlogs water and Sanitation 710878 (Fund 1) W&s Backlogs water and Sanitation 710878 (Fund 5) W&s Tunnels Equip: Community Empowerment Project 710315 W&s Community Empowerment Centres: Tunnels/Equip. 710316 W&s Replacement of Sewers 711404 W&s Klerksoord & Heatherdale Main Sewer 711528 W&s Bulk Sewer in Klip/Kruisfontein Phase 3B 711534 W&s Basic Sanitation Services: Ga-Rankuwa Ext 711551 (Fund 1) W&s Basic Sanitation Services: Ga-Rankuwa Ext 711551 (Fund 5) W&s Sewer Networks:S/Nguve BlocksTt AndTt Ext. 711756 (Fund 1) W&s Sewer Networks:S/Nguve BlocksTt AndTt Ext 711756 (Fund5) W&s Moreletaspruit: Outfall Sewer 712121 W&s Replacement of various outfall sewers 712122 W&s Project Linked Housing – Sewer Provision 710785 W&s Project Linked Housing – Sanitation provision 710864 W&s Pretorius Park Clinic 710067 Health care Extension of Bopape Clinic 710201 “ “ Lotus Gardens Clinic 710203 “ “ Building of Klip/Kruisfontein Clinic 710207 “ “ Extension of Hercules Clinic 710313 “ “ Barankuwa View: New Clinic 710900 “ “



Project Number Division Soshanguve: Extension of Block X Clinic 711326 “ “ Atmospheric Pollution Monitoring Network 711562 “ “ Workflow Systems for Health –Erp 712028 “ “ Mobile X-Ray Unit 712059 “ “ Building of Tlamelong Clinic 712117 “ “ Upgrading of Clinic Dispensaries 712278 “ “ Blk – Feeder & Res –Denel Hi 712132 “ “ Physical assets Essential/Unforeseen Storm water Drainage Systems 710116 Roads & Stormwater Apies River Canal Upgrading, Pretoria Central 710117 “ “ Concrete Canal: Sam Malema Road, Winterveldt “ “ Major Stormwater System, Mamelodi х8 710129 “ “ Stormwater System in Eersterust х 2 710139 “ “ Major Storm Water Systems: Klip/Kruisfontein 710143 “ “ Rehabilitation of Stormwater Systems & Sidewalks 710220 (fund 1) “ “ Rehabilitation of Stormwater Systems & Sidewalks 710220 (fund 5) “ “ Block W- Stormwater Drainage 711164 (fund 1) “ “ Block W – Stormwater Drainage 711164 (fund 5) “ “ Stormwater Drainage Mahube Valley 711213 (fund 1) “ “ Stormwater Drainage Mahube Valley 711213 (fund 5) “ “ Stormwater upgrading: Unit A and X 7112259 (Fund

1) “ “

Stormwater upgrading: Unit A and X 7112259 (Fund 5)

“ “

Magriet Monamodi Stormwater System 711262 (Fund 1) “ “ Magriet Monamodi Stormwater System 711262 (Fund 5) “ “ Major S/Water Drainage System: Cambridge Road 711236 “ “ Major S/Water Drainage System: Matenteng 711264 “ “ Hartebeest Spruit: Canal Upgrading 711265 “ “ Moreleta Spruit: Flood Structure 711267 “ “ Montana Spruit: Channel Improvements 711268 “ “ Stormwater Box Culvert: Meadow Avenue 711269 “ “ Stormwater Culvert Underneath N1 Freeway 711270 “ “ Major S/Water Drainage System: Majaneng 711273 “ “ Major Stormwater Canal:Henopspark 711275 “ “ Stormwater Drainage Systems: Lyttelton A.H 711276 “ “ Replacement S/Water Box Culvert: 15th Ave 711278 “ “ Major S/Water Drainage Channels: Ga-Rankuwa View 711284 “ “ Stormwater Drainage Systems in Ga-Rankuwa View 711285 “ “ Potgieter Street Safety Measures 712026 “ “ Flooding Backlogs: Stinkwater & New Eersterust Area 712219 “ “ Flooding Backlogs: Sosh &Winterveldt Area 712220 “ “ Flooding Backlogs: Mabopane Area 712221 “ “ Flooding Backlogs: Mamelodi, Eersterust & Pta Eastern Area

712223 “ “

Flooding Backlogs: Network 3, Kudube Unit 11 712503 “ “ Flooding Backlogs: Network 2F, Kudube Unit 6 712504 “ “ Flooding Backlogs: Network 2A &2D, Marokolong 712505 “ “ Flooding Backlogs: Network 5A, Matenateng 712506 “ “ Flooding Backlogs: Network 2H, Kudube Unit 7 712507 “ “ Flooding Backlogs: Network 1B, Suurman 712508 “ “ Flooding Backlogs: Network 1D, Suurman 712509 “ “ Flooding Backlogs: Network 1E, Suurman 712510 “ “ Flooding Backlogs: Network C5, C6, C11 & C13, Atteridgeville

712511 “ “

Flooding Backlogs: Network 5D, Mandela Village Unit 12 712512 “ “ Flooding Backlogs: Soshanguve South & Akasia Area 712512 “ “ Flooding Backlogs: Olivenhoutbosch & Centurion Area 712514 “ “ Flooding Backlogs: Network 2B Ramotse 712515 “ “ Flooding Backlogs: Network 2D, New Eersterust х 2 712516 “ “ Flooding Backlogs: Network 94/B58 to 79/24, Soshanguve South Ext2, 4 and 5

712517 “ “



Project Number Division Flooding Backlogs: Drainage Canals along Hans Strydom Dr

712518

“ “

Flooding Backlogs: Network 2B, New Eersterust 712519 “ “ Flooding Backlogs: Network 1A, C & F, Ramotse 712520 “ “ Collector Road Backlogs: Mamelodi 712521 “ “ Collector Road Backlogs: Atteridgeville 712522 “ “ Flooding Backlog: Network 3A, Kudube Unit 9 712523 “ “ Waterkloof Airforce base SW Canal 712524 “ “



• Sustained Focus on core business to ensure the safety of Communities, Roads and

Businesses

• Transformed, viable, capacitated governance/administration

• Establish and cultivate a culture of innovation, learning and growth

• Ensure customer care through service excellence


Departmental strategic objectives are directly related to its core business and these are:

• To provide a fire brigade service;

• To render a disaster management service;

• To provide an integrated & inclusive support service.

4.11.5 DEPARTMENTAL STRATEGIES


• Decentralization of Policing in eight regions throughout Tshwane to ensure

accessibility, availability and visibility combined with integrated policing methods

ensuring equitable services

• Resourcing of the eight TMPS Regions to improve on service delivery, response

times, law enforcement and visibility and to ensure the implementation of the Safer

City Policy



• Use of advanced technology e.g. CCTV, Morpho Touch, camera speed law

enforcement, a new parking meter system, hand held transgression law

enforcement equipment etcetera

• Community participation focusing on Social Crime Prevention including community

upliftment, youth programs, education and awareness campaigns, social

responsibility by-laws e.g. Prevention of Drug and Substance Abuse By-law,

etcetera


The Emergency Service Master Plan, approved in 2001, is included in the departmental

business plan of the 06/07 FY, as a priority, to be revised for better alignment to the City’s

5-year plan as well as other related legislation and directives.

In line with Disaster Management legislation, the Disaster Management Framework will be

implemented, once approved (06/07). The Framework will be in sync with all relevant

legislation and directives.

Emergency Service’s purpose is directly linked to the Tshwane Metropolitan Municipality

mission to stimulate and nurture a safe environment in which growth and development

flourish and everybody experiences quality of life.

Notwithstanding the priority that Emergency Management Services enjoys in the

Municipality, the current financial position of the Tshwane Metropolitan Municipality forces

Emergency Management Services to consider alternative ways of service delivery. This

demands a better service with fewer resources. For this Service to survive it has to look at

various ways to render a more affordable service without lowering standards.

Community orientation and education are emphasized as a high priority as a support

structure.

The “ultimate dream” of the Emergency Management Services Department is aimed at the

promotion and ensuring of a safe, confident and stable community with the community

involved in its own safety and to be in a state of readiness regarding any emergency or

disaster.



In doing so, this Department will contribute towards achieving of the 5 year City Plan as

well as the 2020 vision

4.11.6 PRIORITISED DEPARTMENTAL PROJECTS

A: Tshwane Metropolitan Police Service

The following is the approved Capital Budget for the TMPS:

• Tshwane Overload Control Programme

• Camera Speed Law Enforcement

• Upgrading Of Metro Police Control Room

• Mobile Support Centres 2010

• Establishment Of Network Infrastructure

• Establishment of Metro Police Office Region 1

• Establishment Of Metro Police Office Region 5

• Establishment Of Metro Police Office: Region 3

• 2010 World Cup Soccer Policing Equipment

All of the above projects are aligned to the TMPS strategies as set out in paragraph 5 of

this document as well as in preparation of the 2010 World Cup Soccer.

The Following project received funds during the Amendment Budget:

• Upgrading Of Security Systems at Licensing


A. The following three ongoing capital projects, already approved in the previous financial

year, linked to the 5 year corporate business plan and part of the current three year capital

program of the COT, remain as part of the EMS prioritized projects:

• Acquisition of fire fighting vehicles;

• Refurbishment of Fire Fighting Vehicles;

• Renovation and upgrading of facilities.



The abovementioned projects are all part of a departmental, ongoing, strategic plan to

comply with the Emergency Services Master Plan. This will, in the end, contribute to the

realization of the City Strategic Objective 3: To fight poverty, build clean, healthy, safe and

sustainable communities.

B. The following projects, that were previously captured in the IDP but, however, due to

financial constraints, could not be implemented, to address community needs, have again

been included in the list of prioritised projects:

• Establishment of 3 new fire stations – South Wets (Heuweloord); North

West (Winterveld) and North East (Mamelodi):

Motivation from FBS (unaltered):

“Taking cognizance of the data captured in the community needs register, it is obvious that

infrastructure should be erected in the South West (Heuweloord), North West (Winterveld)

and North East (Mamelodi) of the city to provide a basis for providing emergency services.

The establishment of fire houses in these areas was at a commencement stage when they

had to be abandoned due to the incapability of Council to guarantee funding to staff and

cover operating expenditure.

Thus it is proposed that the projects as captured previously be initiated again as from

2011/2012 and beyond, with the station in Heuweloord first at R3 000 000.00 and

R5 000 000.00 over 2 years as no EIA is required and most of the planning in this regard

has been concluded. The appointment of consultants and EIA studies for the other 2 sites

should also commence in 2011/2012 at approximately R1 000 000.00.”

• Emergency Services Training Academy:

Motivation from General Manager: Operations Support and Support Services (unaltered):

“The projects impacts directly on operations as there are currently no training facilities for

the department. A feasibility study was concluded. The project was initially earmark to be a

PPP and qualified for restructuring grant, but it was removed at the last minute. We will



need to secure funding for the pre-project phase (including architectural design, zoning

and EIA). “

The amounts requested are R10 000 000.00 (FY 2009/2010), R15 000 000.00 (FY

2010/2011) and R15 000 000.00 (FY 2011/2012).

• Establishment of Disaster Operations Centre

Motivation from Disaster Management (unaltered):

“This project was requested in the previous business plan. However, funds have not been

allocated to implement the project.

Disaster Management is playing a leading role in joint operational planning for major

events in Tshwane. The 2010 World Cup Event has significant importance for Tshwane and

disaster management aligns its planning in terms of special events towards this major

event.

The acquisition of equipment, satellite links and microwave applications to support and give

effect to the disaster management information system is necessary to augment this effort.

This is vital to ensure implementation of an effective and coordinated approach to this

event.

The Disaster Operation Centre needs to be functional in terms of legislation,

even beyond 2010.

The Provincial Disaster Management Centre is currently in the process of setting up their

Disaster Operation Centre at significant cost. The Disaster Management Act requires that

the Municipal activities are aligned with Provincial and National Disaster Management-it

also applies for the Disaster Operation Centre. The Province has also indicated that they

want to use the Tshwane facilities as a back-up facility to their centre. This project is

therefore also dependent on the provincial process.

In terms of the National Disaster Management Framework, the minimum

infrastructural requirements for necessary to enable the municipal disaster

management centre to operate optimally are:



• a disaster operations centre for the facilitation of disaster risk management

planning and operations and multidisciplinary strategic management of disaster

operations

• an integrated information management and communication system

• a central communications centre, including the establishment and maintenance of a

central 24-hour communications facility for reporting purposes as well as for

managing the dissemination of early warnings and coordinating activation and

response to significant events and disasters

• a media and public information service that makes provision for two-way

communication within communities and among individuals by providing information

on disaster risk reduction strategies, preparedness, response, recovery and all other

aspects of disaster risk management, as well as providing communities with the

mechanisms for obtaining access to assistance in the event of an emergency and

for reporting important local information to the relevant disaster management

centre

• an education, training and research facility

The funds will be allocated for

• Hardware in the DOC and at identified 2010 venues (eg All Computers must be at

least dual processors, 1 Gig network card in each pc, 1 Gig network switch, 1 Gig

Wireless network in centre, fast printers and plotters, more efficient server)

• Software and data acquisition, including the use of consultants. (e.g specific and

detailed data in areas where events will take place, high density arial photographs,

software licences, etc.

• Addressing Communication needs (e.g adequate equipment to support the trunking

system)

• The acquisition of equipment, satellite links and microwave applications

• Other miscellaneous needs”

C. New projects, that will assist in satisfying community needs and are essential to ensure

that communities are served, as per our 5 year plan, are:



• Disaster Risk Management Information tools and equipment

Motivation from DM (unaltered):

“Development of Programme for cyber simulation exercises to test the state of readiness of

various DRM activities. Important to test procedures necessary for readiness ito 2010.

Alignment with National Disaster Management Centre”

Funds needed: FY 1 R400 000; FY 2 R250 000

• Acquisition of equipped mobile joint incident coordination Unit

Motivation from DM (unaltered):

“During disasters or incidents of a large scale, response activities are of a multi-disciplinary

nature and need to be coordinated from an area close to the disaster scene. The mobile

unit will allow for all the line function role players to coordinate their actions from the scene

with the needed information and communication equipment at hand to allow for a

comprehensive and integrated approach.”

Funds needed: FY 2 R5 m; FY 3 R2 m.



Project List: Community Safety: Tshwane Metropolitan Police Service



ALIGNMENT

PROJECT STATUS

Strategic Objective/s Served (Indicate"x" where applicable) Dept/Div/Sect

Dep

artm

enta

l Prio

rity

of

Pro

ject

for 2

007/

2008

Fi

nanc

ial Y

ear


Fund Type CAPEX

Budget 2007/08

(YEAR 1)


(YEAR 2)


(YEAR 3)


1 2 3 4 5

Contract

Bound (Y or N)

Ongoing

TOTAL PROJEC

T CAPITAL BUDGET TO END 06/07 (all years to

end 06/07)


TO COMPLETI

ON (all years from

start to finish)

New or Renewal

Tshwane Metropolitan Police Department 1 Purchasing of policing equipment for the

2010 world soccer cup 712500 1 0 8,000,000 0 8,000,000 x N N 0 8,000,000 New

Tshwane Metropolitan Police Department 2 Upgrading of the Metro Police Control

Room/Ops Room/CCTV Control Room 712348 1 4,000,000 7,000,000 3,500,000 14,500,000 x Y Y 3,000,000 17,500,000 Renewal

Tshwane Metropolitan Police Department 3 Establishment of metro police offices for

Region 1 712022 1 7,000,000 4,000,000 0 11,000,000 x N Y 5,000,000 16,000,000 Renewal

Tshwane Metropolitan Police Department 4 The establishment of network infrastructure

(IT and CCTV) 712345 1 4,000,000 4,000,000 4,000,000 12,000,000 x N Y 5,000,000 17,000,000 Renewal

Tshwane Metropolitan Police Department 5 Upgrading Drivers Licensing Testing

Centres (DLTC) in Centurion 712552 1 1,000,000 0 0 1,000,000 x N N 0 1,000,000 New

Tshwane Metropolitan Police Department 6 Establishment of metro police offices for

Region 5 711519 1 0 0 7,000,000 7,000,000 x N N 0 7,000,000 New

Tshwane Metropolitan Police Department 7 Upgrading of Metro Police offices for

Region 3 711517 1 0 0 8,000,000 8,000,000 x N N 0 8,000,000 New

Tshwane Metropolitan Police Department 8 Purchasing of cameras and other relevant

equipment for speed law enforcement 711524 1 3,000,000 2,000,000 0 5,000,000 x Y Y 3,000,000 8,000,000 Renewal

Tshwane Metropolitan Police Department 9 Development/construction of Tshwane

Overload Control Program infrastructure 712347 1 6,000,000 0 0 6,000,000 x Y Y 4,000,000 10,000,000 Renewal

Tshwane Metropolitan Police Department Total 25,000,000 25,000,000 22,500,000 72,500,000 20,000,000 92,500,000

** Detailed description of certain projects

Priority no 2: Upgrading of the Metro Police Control Room/Ops Room/CCTV Control Room, Priority 2: No funds allocated for the 07/08 financial year although it is a current project due to a misunderstanding between the TMPS Control Room and the EMS Disaster Management Operations room planned for the future. No final decision feedback received yet.

Priority no 3: Establishment of metro police offices for Region 1: R4,000,000 was transferred to priority no 4 during the Adjustment Budget

Priority no 4: The establishment of network infrastructure (IT and CCTV): R4,000,000 was transferred from priority no 3 during the Adjustment Budget



Project List: Community Safety: Emergency Management Services



ALIGNMENT

PROJECT STATUS


Dept/Div/Sect D

epar

tmen

tal P

riorit

y of

Pro

ject

for

2007

/200

8 Fi

nanc

ial

Yea


Fund Type CAPEX

Budget 2007/08

(YEAR 1)


(YEAR 2)


(YEAR 3)

3 Year Total CAPITAL BUDGET (07/08 - 09/10) 1 2 3 4 5

Contract

Bound (Y or N)

Ongoing


end 06/07)


TO COMPLETION (all

years from start to finish)

New or Renewal

Fire & Rescue Services 1 Acquisition: Fire Fighting Vehicles 710564 1 10,000,000 10,000,000 5,000,000 25,000,000 x N Y 86,900,000 111,900,000 New

Fire & Rescue Services 2 Refurbishment Of Fire Fighting Vehicles 711454 1 1,000,000 1,000,000 2,500,000 4,500,000 x N Y 4,000,000 8,500,000 New

Support Services 3 Renovation & Upgrading Of Facilities 711455 1 1,000,000 0 0 1,000,000 x n/a n/a 6,700,000 7,700,000 New

Support Services 4 Emergency Services Training Academy 711468 1 0 10,000,000 20,000,000 31,500,000 x N n/a 0 80,000,000 New

Disaster Management 5 Disaster risk management tools and equipment New 1 400,000 250,000 150,000 1,460,000 x N n/a 0 950,000 New

Disaster Management 6 Acquisition of fully equipped mobile joint incident coordination unit New 1 0 5,000,000 2,000,000 7,000,000 x N n/a 0 7,000,000 New

Disaster Management 7 Establishment of a disaster operations centre 712193 1 2,500,000 4,000,000 2,500,000 9,000,000 x N n/a 0 10,000,000 New

Emergency Medical & Ambulance ** 8 Acquisition of vehicles for EMAS New 1 11,000,000 13,000,000 0 24,000,000 x N n/a 0 24,000,000 New

Emergency Medical & Ambulance ** 9 Acquisition of equipment New 1 2,000,000 2,000,000 0 4,000,000 x N n/a 0 4,000,000 New

Emergency Management Services Total 27,900,000 45,250,000 32,150,000 107,460,000 97,600,000 254,050,000

** Comments – SEO: Emergency Management Services (unaltered): The provision of an Ambulance Service (Emergency Medical Service) is an exclusive function of Provinces. Eight of the nine provinces have already Provincialised their Ambulance Service. A decision has been taken by the Gauteng Provincial Government (GPG) to Provincialise the Ambulance Services in Gauteng before 2010. The COT (Emergency Management Services Department) is currently rendering an Ambulance service as an agent on behalf of the GPG. This service is rendered in terms of a Memorandum of Agreement and specific norms and standards. All movable assets (ambulance and response vehicles/equipment) are currently purchased and supplied to the COT by the GPG. All current movable assets are the property/ assets of the GPG. Council will have to take a decision to obtain/acquire its own assets and the implications if the service is to be provincialised in the near future. Although the acquisition of vehicles/ equipment are included in the TIDP as part of the Emergency Services Department submission sheet, the function (Ambulance Service) will be transferred to the Health and Social Development Department as part of the approved macro structure of Council. The SEO: Emergency Services Department does not support the acquisition of movable assets (vehicles and equipment) against the background of the current Memorandum of Agreement and the proposed Provincialisation of the Ambulance Service



4.12 FINANCIAL ALLOCATIONS FOR WARD-BASED PROJECTS

4.12.1 BACKGROUND

The Executive Mayor, Dr Gwen Ramokgopa, in her Inaugural Budget Speech on 31 May

2006, said: “Allocations in terms of ward based projects for the 2006/07 Financial Year

equates to R38 million (Allocations will range between R1,5m and R3m equitably in wards

with no major capital projects)”.

The Office of the Speaker was tasked with the responsibility of identifying 19 wards where

there are no major capital projects that could benefit from the Executive Mayor’s R38

million allocation. In consultation with the Member of the Mayoral Committee for Finance

and the Strategic Executive Officer for Strategic Planning, Policy, Research and Monitoring,

a set of guiding principles for the identification of the 19 wards was developed.

4.12.2 GUIDING PRINCIPLES

Three guiding principles informed the identification of the 19 wards, namely:

The Top 20 Townships Projects

The Gauteng Provincial Government has committed massive resources towards the

rejuvenation of 20 identified townships in the province.

The City of Tshwane identified three townships, ie Atteridgeville, Mamelodi and

Soshanguve as beneficiaries of this project. Since these townships are already benefiting

from the provincial project, none of their wards would qualify to be identified for the R38

million municipal allocations.

New Eersterust Roads and Stormwater Project

New Eersterust, which is Ward 13, has received an injection of R30 million for the

development of roads and stormwater drainage, which will also extend to the tarring or

paving of internal roads. This ward would therefore also be excluded from being identified

for the allocations for ward-based projects.



Developed Areas

All developed areas in the City of Tshwane, which are mainly the suburbs, would be

excluded from identification as beneficiaries of the ward-based projects since they already

have all the basic services. However, these areas would be eligible to benefit from the

maintenance budget allocated for maintaining and improving the existing infrastructure.

4.12.3 IDENTIFIED WARDS

The guiding principles explained above assisted with the identification of the 19 wards

listed below. Within the broader context of the guiding principles, wards that have capital

projects and wards that do not have huge backlogs in terms of service delivery, were

automatically excluded.

The wards, with their respective allocations, were identified as follows:

Identification of Wards No Ward Allocation 1 8 R2,5 m 2 9 R1,5 m 3 12 R1,5 m 4 14 R2,5 m 5 19 R2,0 m 6 20 R2,0 m 7 21 R2,0 m 8 22 R2,0 m 9 24 R1,5 m 10 30 R2,0 m 11 31 R2,0 m 12 32 R2,0 m 13 40 (Nellmapius part) R1,5 m 14 43 R1,5 m 15 48 R1,5 m 16 73 R2,5 m 17 74 R2,5 m 18 75 R2,5 m 19 76 R2,5 m TOTAL R38 million



4.12.4 PROPOSED PROCESS

All 19 wards are expected to identify viable and sustainable projects that would be funded

by the proposed allocations and submit the information to the IDP office. Upon receiving

the proposals from the Ward Committees, the IDP office will initiate a technical process to

quantify these proposals in order to inform the business and project plans for

implementation purposes.

Documents

CHAPTER 4: IMPLEMENTATION OF CoT FIVE YEAR ......Cleaning up Municipal Properties in Hatfield, i.e. Blue Gum Forest in Richard Street, used by vagrants and criminals. 3 66 IDP20040411135127