service delivery performance (mid-year …...6 rental: garages, sales of time-table, and ins urance...

2

• service delivery performance (mid-year performance assessment);

• annual performance assessment of the previous financial year; and

• performance of municipal entities.

4. DISCUSSION 4.1 The process followed in the development of the 2017/18 Service Delivery and Budget

Implementation Plan (SDBIP) adjustment The process towards the development of the adjustment of the 2017/18 Service Delivery and Budget Implementation Plan (SDBIP) took into consideration the legislative requirement as per the Municipal Finance Management Act (MFMA). Furthermore, to ensure the credibility of the information, the following was undertaken:

• No amendments to targets unless the budget adjustment require it

• Engagements with departments where changes were due to administrative errors

• Sign-off by the departmental heads of all the proposed adjustments to the indicators

• Alignment of the KPIs to the approved micro structure

• Presentation of the proposed SDBIP changes to the City Manager to provide input in his capacity as the accounting officer

4.2 Matters for consideration towards approval

The following matters need to be considered in the process of adjusting the IDP and the Service Delivery and Budget Implementation Plan (SDBIP) as proposed in this report:

• Whilst the calculation on the targets contained in this report are based on quarter 2 performance as tabled to Council in January 2018, this mid-year performance has not been audited by Internal Audit. Therefore any discrepancy between the numbers contained in this report and the audited performance results which may come later on is as a result of the timing of the report which did not allow for the audited results to be taken into consideration.

• The capital works programme contained in Annexure “C” of this report reflects only adjusted quarterly milestones. If there is a need to improve on these subsequent to the finalisation of the monthly milestones, the City Manager will drive the process and ensure that the milestones are used for reporting from the time of correction, moving forward.

• Consideration should be given to aligning all institutional structures to the new approved micro structure to ensure that accountability rests with the Mayoral Committee and the correct oversight committee portfolios.

4.3 Proposed adjustment to improve performance reporting

The following principles guide the recommendations for the adjustment:

• Under-performance of capital projects which directly contribute to the SDBIP targets

• Correction of ownership of KPI’s as a result of the micro structure alignment and administrative errors

3

• The findings and recommendations of Internal Audit and the Auditor-General, as well as the Performance Audit Committee on the approved 2016/17 Service Delivery and Budget Implementation Plan (SDBIP) being taken into consideration

Only quarter 3 and 4 targets are proposed for adjustment in instances where annual targets are proposed for adjustment.

4.4 Proposed adjustment to the Service Delivery and Budget Implementation Plan

(SDBIP) scorecard

This section provides details regarding the proposed adjustment on the main 2017/18 Service Delivery and Budget Implementation Plan (SDBIP) scorecard per department where requested.

Utility Services Department

Water and Sanitation:

KPI targets amended in the SDBIP scorecard for the following indicators:

• Number of households provided with a full water meter connection – Reduction in the target due to delay in projects as a result of community unrest and interference in the project implementation.

• Percentage of reduction in non-revenue water increased from 24,61% to 26,0% – the amended target seeks to reflect achievable results. The reason for continued increase is the result of long response times in terms of maintenance on burst or leaking pipes due to staff shortages at the regions and the department. The mid-year result indicates that NRW is sitting at 28,2% and it is proposed that the annual target be adjusted to 26%.

Electricity and Energy:


• Number of new electricity connections provided - The KPI is dependent on submission applications and payment of connections by customers and historical trends indicate that the target has been set to high.

Roads and Transport Department Regional Operations and Coordination

4


• Total length of the storm water drainage system in the proclaimed areas provided to the full level of service (km) – reduce the target of 26 km to 20 km Projects that contribute to the KPI have been delayed due to delays in procurement. The turnaround time for appointing contractors took longer than anticipated. These are multiyear projects and the target will be increased in the outer years to ensure that the original IDP target is met.

• Total length of roads in the proclaimed areas provided to the full level of service (km) – increase the target from 13 km to 15 km - Increase in the target due to some projects that contribute to the KPI to be completed earlier than scheduled.


• Number of areas provided with weekly kerbside waste removal – increase of the target from 2 290 to 2 338 for the following reason: The formalised areas which are on the latest GIS listings are 2 338.

• Nr. of informal settlements with access to rudimentary sanitation services – reduction of the target from 76 to 67 settlements due to the current budget availability and services rendered. In the previous financial year 64 settlements were provided with rudimentary sanitation.

Department Economic Development and Spatial Planning KPI descriptions amended in the SDBIP scorecard for the following indicators:

• Adjust KPI “Rand value investment attracted to the city (Annual)” - Adjust to “Rand value of investment facilitated by the city (Annual)”. This is a re-alignment of the indicator to support the purpose of the programme which is: Investment Facilitation and therefore the KPI is brought in line with this.

Human Settlement Department

Alignment of the departmental name to approved new name: “Human Settlement Department” KPI targets amended in the SDBIP scorecard for the following indicators:

• Number of service stands provided with water reticulation – reduction of target from 3 650 to 2 300 – Rectifying an error in the approved SDBIP document where the target of 3650 was not aligned to the approved budget. During the financial year it was established that the accurate target against budget is 2300 connections.

• Number of service stands provided with sewer reticulation – reduction of

5

target from 2 800 to 1 350. Rectifying an error in the approved SDBIP document where the target of 2800 was not aligned to the approved budget. During the financial year it was established that the accurate target against budget is 1350 connections.

The table below depicts the summary of the proposed adjustment on the main SDBIP scorecard. Table 4.1: Summary of adjustments to main SDBIP scorecard

Category Number of SDBIP changes

Targets increased 2

Targets decreased 6 - Water and sanitation connections, electricity connections, rudimentary sanitation services to informal settlements

Indicators descriptions amended 1

Proposed changes to the SDBIP supporting scorecard:

Utility Services Department Roads and Transport Department

Removal in the supporting SDBIP scorecard for the following indicator:

• % of complete and compliant small scale embedded generation applications approved - The process for development of the Small Scale Embedded policy is still underway and Council has not yet approved it. National legislation in this regard is still not yet promulgated. The City is therefore not yet ready to report on this KPI.

• Amended targets in the supporting SDBIP scorecard for the following indicators:

• Average nr. of passenger trips on A ReYeng per day - The Rainbow Junction line was only launched later than planned in October 2017 on a free ride migration basis. Taxis only started transferring passengers into A Re Yeng line in January 2018 and ridership is lower than anticipated but should increase in future.

• Rand value increase in revenue from A Re Yeng – As a result of the process of referred to above.

• Average nr. passenger trips on TBS per month - TBS only has the capacity to operate 165 shifts per day. This is insufficient to reach the targeted ridership figures. With the expansion of TRT into Mamelodi and Hammanskraal, passenger who used to travel into the city using other modes of transport and transfer to TBS buses, will now be lost to TRT. This will have a negative impact on TBS’s ridership figures.

• Rand Value increase from TBS – Monthly revenue is made up of the following accounts: Transport Fees, Bus Rental, Rental: Garages, Sales of time-table, and Insurance Revenue. The targets set for

6

Rental: Garages, Sales of time-table, and Insurance Revenue are unrealistic and unachievable with TBS’s current capacity. TBS’s main source of income, Transport Fees, is underperforming and is currently at 38% of cumulative target. The target is based on TBS operating their full fleet of around 250 buses, which is currently not possible due to the critical HR issues. Vacant positions in the Bus Driver Section and Workshop result in TBS only being able to operate 165 shifts (except school holidays when it drops to 140). This affects Revenue generation.

Regional Operations and Coordination Department Economic Development and Spatial Planning

Target amended in the supporting SDBIP scorecard for the following indicators:

• Road Length (in km) of road markings repainted – Reduction in target from 260km to 150km. Final budget allocation for 2017/18 was lower than originally planned and target need to be adjusted.

• Maintenance of the Blue Drop Standard– Removal of indicator. Ownership of this indicator belong to and is measured and reported on by Utility Services department

KPI description and target amended for the following indicators:

• Amend KPI “% of building plans approved within 45 days” - Amend KPI to read as follows: “% of building plans evaluated within the statutory timeframes: 30 to 60 days”. The KPI wording is brought in line with the statutory legislation (National Building Regulations and Standards Act, No 103 of 1977, as amended).

• Amend KPI "Rand value investment attracted to the city (Annual)” be amended to "Rand value of investment facilitated by the city (Annual) - The department is responsible for Investment Facilitation and therefore the KPI is brought in line with this responsibility.

• “Nr of township tourism SMMEs supported through the City’s partnership with the Small Enterprise Development Agency/SEDA” – Target reduced from 50 to 25 due to the delay in signing of the Memorandum of Agreement between the City and the Small Enterprise Development Agency (SEDA). SEDA indicated that they will not be able to continue to sustain this work, due to limited funding.

• “Nr of township automotive SMMEs supported through the City’s partnership with the Automotive Industry Development Centre (AIDC)” – Increase the target from 4 to 10 due to the relationship with the AIDC.

• Adjustment of KPI “Nr of strategic projects fast-tracked by the Strategic Investment

7

Committee within 60 days” to: “Number of investment projects submitted to the Strategic Investment Committee for consideration as strategic/catalytic” and adjust the target up from 6 to 10.

• Amend KPI “% of planned building by-laws executed” to read “% of building contraventions executed”. The manner in which the KPI was previously worded, was not in line with the function being executed. The Division deals with statutory law enforcement.

Health Department Shared Services Department and Customer Relationship Management departments

KPI to be removed in the supporting scorecard:

• “% of clinics with electronic health record system” - the allocated budget in relation to the KPI has been re-adjusted at the beginning of the financial year and the existing system is also not compatible with the system which national and provincial health is using and should therefore not be rolled out further.

KPI to be amended in the supporting scorecard and moved to departmental level:

• Amend KPI “% of people requesting HIV test and receiving results” with “% of CoT PHC fixed Clinics providing HIV Testing Services”. The original KPI wasnot aligned to HIV Testing Services (HTS) guidelines, 2016. The policy promotes universal testing and not limiting HIV test to requesting by clients.This LPI be moved to Departmental level

Correction of ownership of KPI:

• “Completion of a Customer Satisfaction Survey” – The owner department of this KPI is CRM and not Shared Services. Correction

Table 4.2: Summary of adjustments to the supporting scorecard

Category Number of supporting scorecard changes

Targets increased 2

8

Targets decreased 5 - A Re Yeng and TBS passengers and revenue, Township tourism SMMEs' supported

Indicators descriptions amended 5

Indicators removed 7 - Leases revenue, road marking repainting, HIV Aids testing, Electronic health system

Indicator ownership change 2

The adjusted main SDBIP and supporting scorecards are attached as Annexure “A” to the report

4.5 Implications of the SDBIP adjustment on the IDP

The proposed changes to the SDBIP do not amend the City’s five-year commitments as per the 2016-21 IDP that was approved by Council. Council at its meeting held on 28 January 2018 also in principle approved that all targets which are informed by the 2016/17 financial year’s performance, be amended to be in line with the confirmed baselines. This is note regarded as a change in the IDP, but update in line with the previous years audited performance.

4.6 Adjustment of capital projects contained in the SDBIP 4.6.1 Approved project budget against adjusted project budget 4.6.1.1 Summary of adjustment

A sum total of 158 projects to the value of R1, 545,279,345 were adjusted either up or down. 97 projects to the value of R724,111,329 were adjusted upwards and 61 projects to the value of R-821,168,016 were adjusted downwards.

Table 4. 3: Summary of adjusted projects Department Sum of

Upwards Sum of Downwards

Value of Projects adjusted upwards

Value of Projects adjusted downwards

City Manager 1 2 R431,630 R-346,000,000

Community and Social Development Services

10 3 R54,703,422 R-32,416,910

Customer Relation Management

1 0 R10,000,000 R0

Economic Development and Spatial Planning

1 1 R6,900,000 R-6,900,000

Environment and Agricultural Management

2 2 R2,800,000 R-2,800,000

Group Audit & Risk 2 0 R6,000,000 R0

Group Financial Services 0 2 R0 R-58,000,000

Group Human Capital Management

0 1 R0 R-1,100,000

Group Property Management

0 2 R0 R-5,100,000

Health 2 2 R3,326,658 R-2,500,000

Housing and Human Settlement

19 3 R169,443,789 R-40,015,464

Roads and Transport 17 17 R137,100,000 R-81,950,175

9

Department Sum of Upwards

Sum of Downwards

Value of Projects adjusted upwards

Value of Projects adjusted downwards

Roads and Transport - BRT 4 3 R24,372,054 R-54,779,000

Tshwane Economic Development Agency

1 0 R75,000 R0

Utility Services - Electricity 11 5 R108,000,000 R-50,000,000

Utility Services - Water & Sanitation

19 10 R149,300,000 R-132,300,000

Housing Company Tshwane

3 1 R40,578,372 R-6,226,063

GICT 1 0 R10,000,000 R0

Roads and Transport - AP 3 7 R1,080,404 R-1,080,404

Grand Total 97 61

Total number of adjustment movements

158

4.6.1.2 Number of projects included during the adjustment period

The 2017/18 adjustment period saw projects to the value of R511,718,401 added to the budget during the adjustment period. Most of these projects are included during this period because of various reasons including completion of previous year projects.

The challenge departments’ face is to spend the allocated budget by the end of the financial year especially where such projects require procurement of goods or services. In some instances, departments have requested additional funding for projects requiring procurement services for execution before end of the financial year, however, the actual payment may only be realised in the new financial year. This might result that such funds may not be spent in the current financial year even though funds have been allocated during this adjustment. Such funds could be utilised in other projects which are ready to spend or could be realised as savings. The following table gives a summary of projects included during the adjustment period excluding budget transfers

Table 4.5: Projects included during the adjustment period

Department Number of Additions

Sum of Additions

City Manager 1 R 431 630

Community and Social Development Services 7 R 24 703 422

Customer Relation Management 1 R 10 000 000

Environment and Agricultural Management 1 R 500 000

GICT 1 R 10 000 000

Group Audit & Risk 1 R 5 000 000

Housing and Human Settlement 14 R 130 377 325

Housing Company Tshwane 2 R 20 256 024

Roads and Transport 14 R 111 200 000

Roads and Transport – AP 1 R 50 000

Utility Services – Electricity 3 R 60 000 000

Utility Services - Water & Sanitation 16 R 135 300 000

Grand Total 64 R 511 718 401

10 The list of projects which are added to the project list is attached as Annexure “B” - List of added projects

In support of “Pillar 1: A City that facilitates economic growth and job creation” and “Action 2: Address infrastructure and service delivery inadequacies which are preventing existing or fledgeling industries from growing and/or threatening their survival” in the IDP, specific infrastructure interventions was introduced in areas where the existing industry is inhibited by the current level of infrastructure and service delivery. These interventions will focus on ensuring bulk service delivery which is reliable and encourages established businesses to further invest in these areas. Towards sustainable human settlements, the related spatial planning will increase the demand for housing as close as possible to existing urban areas, public transport routes and service delivery infrastructure and close to economic growth areas.

The following areas have been identified as those with the highest return on investment (where return is calculated as potential job growth):

• Rosslyn

• Ekandustria (Ekangala)

• Waltloo

• Silverton

• Olievenhoutbosch

The main programme to which the budget for this initiative was allocated to during the budget approval has now been broken down into specific projects after planning has been done that will allow infrastructure development and upgrading to take place in these areas. The programme has been broken down to the following projects to be implemented within the respective departments inter alia to the following:

Table 4.6 Breakdown of Economic infrastructure programme

Project name and deliverables 17/18 Budget

Olievenhoutbosch bulk water line to connect to the newly established township R9 512 861 Chantelle detail design and bulk infrastructure upgrade (HCT) R13 256 024 Sunnyside detail design, bulk infrastructure and internal reticulation (HCT) R7 000 000 Soshanguve 132/11kV Substation R20 000 000 Soshanguve JJ 132kV Power Lines R20 000 000 Monavoni 132/11 kV Substation R20 000 000 Babelegi Reservoir 2 Completion R12 000 000 Development and Construction of Roads and Stormwater: Klerksoord Industrial Site

R 3 000 000

Rosslyn Intermodal hub R 10 000 000 Development of Non-Motorised Transport Masterplan R5 000 000 WNA - Construction of an extended taxiway which provide for the further expansion of the airport tenants base.

R5 500 000

Cleaning of the cadastral boundary, erecting of Clearview type fence with prescribed security gates, minimum 1.8 meters high with a 300mm over hang.

R5 000 000

Upgrade of Pretoria Station Taxi Rank- Dairy Mall Taxi Rank R 10 000 000 Revitalisation of the City-Taxi Holding areas within the Pretoria CBD R20 000 000 Upgrade of Pretoria Station Taxi Rank- Dairy Mall Taxi Rank R5 000 000 Doubling of Petroleum Street R7 000 000 Internal Routes in Rosslyn and Traffic signals R2 100 000 Upgrading of Roads in Ekangala Ward 105 Phase 2 R10 000 000

11

(712894) Upgrading of Road from gravel to tar in Ekangala (previously Ward 11 & 12) - Ward 103 & 104

R20 000 000

712893) Upgrading of Road from gravel to tar in Zithobeni Ward 102 R 10 000 000 Upgrading of dirt road leading to Clover hill club ward 102 R2 500 000 GRAND TOTAL R207 768 885

The following projects were included into the budget through funds transfer process where in other instances further funds were requested during the budget adjustment period. It is also important to note that some funds which were included through funds transfer process, were reduced during the budget adjustment period illustrating the upwards and downwards movement of project funds within an approved MTREF which further compromises the City’s planning exercise and performance reports.

Table 4.7: Projects included through the funds transfer exercise

Department Name WBS Level 3 Budget

2017/18 Fund Transfer Adjustment Adjusted

Budget

Roads and Transport

Internal Roads: Northern Areas

9.711863.2. 016.B R0 R13,275,358 R0 R13,275,358

Roads and Transport – BRT

Line 1A- Rainbow Junction Depot

9.712591.1.002.2 R0 R10,000,000 R-4,000,000 R6,000,000


BelleOmbre CNG Depot-Bulk Earthworks

9.712591.1.002.3 R0 R12,811,899 R0 R12,811,899


BelleOmbre CNG Depot-Civil Works

9.712591.1.002.4 R0 R1,521,759 R13,478,000 R14,999,759


Line 1A - Complete Rainbow Bypass (WP4B)

9.712591.1.002.5 R0 R38,629,200 R8,043,000 R46,672,200


Wonderboom Intermodal Facility-Permanent Phase 1

9.712591.1.002.6 R0 R2,390,200 R0 R2,390,200


Kopanong Intermodal Facility-West of the City

9.712591.1.002.7 R0 R8,935,161 R0 R8,935,161


BelleOmbre CNG Depot-Building Works

9.712591.1. 002.B R0 R41,216,882 R-19,216,000 R22,000,882

Utility Services – Electricity

Electricity for All - Region 4

9.710178.2. 005.D R0 R5,000,000 R2,000,000 R7,000,000



9.710178.2. 005.E R0 R30,000,000 R6,000,000 R36,000,000



9.710178.2. 005.G R0 R4,321,500 R5,000,000 R9,321,500



9.710178.2. 006.B R0 R10,686,500 R0 R10,686,500



9.710178.2. 006.F R0 R19,313,500 R0 R19,313,500

4.6.1.3 Projects removed from the project list The following projects were removed from the Capital Works Plan as part of the budget adjustments.

Table 4.8: Projects eliminated from the project list

12

Unit Name WBS Level 3 Current Budget 2017/18

Adjustment Adjusted Budget

Reason for adjustment

City Manager

Revitalisation of City’s industrial and economic nodes (Rosslyn, Babelegi, Ekandustria, Garankuwa)

9.713047.1. 001.R

R331,000,000 R-331,000,000 R0 Programme broken down to specific detailed projects

City Manager

Revitalisation of City’s industrial and economic nodes (Rosslyn, Babelegi, Ekandustria, Garankuwa)

9.713047.1. 015.B

R15,000,000 R-15,000,000 R0 Programme broken down to specific detailed projects


Informal Trade Market (Inner City)

9.712988.1. 015.I R6,900,000 R-6,900,000 R0

The budget for the project is insufficient. A request to move funds to the BPO Park project, has already been submitted to the Group Financial Services Department for consideration and approval during the 2017/18 adjustments budget process.


Replacement/ Modernisation of all the Lifts within various Council Buildings (City Wide)

9.712743.1. 015.L R5,000,000 R-5,000,000 R0

Due to the complexity with the SCM process and lead time for delivering various components for different lifts in City owned buildings, the budget will not be spend in this financial year.


Booysens ext Bulk water 9.710863.2. 005.B

R17,000,000 R-17,000,000 R0 Change of funding source

Roads and Transport

Flooding Backlogs: Mamelodi, Eersterust & Pta Eastern Area: Mamelodi Extension 4

9.712223.1. 005.C

R1,000,000 R-1,000,000 R0

The delay in the process for the appointment of the consultant to execute the project, will mean that the project will not be completed in the current financial year.

Roads and Transport


9.712223.1. 005.D

R1,000,000 R-1,000,000 R0


Roads and Transport

Upgrading of roads and stormwater systems in Refilwe

9.712944.1. 015.R

R2,600,000 R-2,600,000 R0


Roads and Transport

Upgrading of roads and stormwater systems in Rayton

9.712945.1. 015.R

R1,300,000 R-1,300,000 R0



Bronkhorstspruit bulk pipeline

9.711335.1. 015.A

R5,000,000 R-5,000,000 R0

The Bronkhorspruit Bulk Pipeline project has been allocated R5 000 000.00 in the 2017/18 financial year. The water bulk pipeline is a regional pipeline to be installed to provide water to Regions 5 and 7 and Thembisile Local Municipality. Currently, there is a water and sanitation work stream consisting of representatives from Cooperative Governance and Traditional Affairs (CoGTA), Department of Water and Sanitation

13

(DWAS), Region 7,City Planning, Water and Sanitation Planning and Rand Water. The intention at this stage is that Rand Water will construct and own the pipeline which will be an upgrade of their existing Mamelodi – Ekangala pipeline. The funds allocated for this project will therefore not be utilized and has to be moved to other projects that are experiencing budget shortfall.


Bronkhorstspruit Reservoir zone eastern pipe reinforcement and PRV

9.711335.1. 015.B

R2,000,000 R-2,000,000 R0

The Bronkhorspruit Reservoir Zone Pipe Reinforcement project has been allocated a budget of R2 000 000.00 in the 2017/18 financial year. The objective of the project is to install the pressure reducing valves (PRV’s) in order to maintain lower pressures in the hydraulic systems. The PRV will also reduce the volume of water losses in the water system input and ultimately results in the financial savings for the City. The project will be implemented through the Township Development Programme as there was a commitment made with the agent for the Park City Development which is one of the MEGA projects done for Gauteng Human Settlement department. The allocated budget for this project will be moved to Township Water and Sanitation services development for implementation.

Roads and Transport - AP

Firearm safe for airport Visitors

9.713031.1. 015.F R50,000 R-50,000 R0 Capex re-prioritised to make provision for non-compliance issues


Replacement and upgrade of fire hydrants and equipment

9.713057.1. 015.A

R1,000,000 R-1,000,000 R0 Capex re-prioritised to make provision for non-compliance issues

4.6.1.4 Summary of planned project output per phase

Out of 310 capital projects, 86 projects are in construction phase, 28 projects are in design phase, 2 projects with more than one phase exist, only phases planned for 2017/18 will be completed and proceed to the next MTREF, 12 projects in the planning phase, 61 projects are at procurement phase and 122 projects will be completed at the end of the financial year.

Figure 4.4: Project Phases

14

The adjusted capital works plan which include the various phases in which the projects are in is attached as Annexure “C” - Adjusted Capital Works Plan with phases.

5. COMMENTS OF THE STAKEHOLDER DEPARTMENTS 5.1 COMMENTS OF THE CHIEF FINANCIAL OFFICER

Cognisance is taken of the contents and recommendations to the report. The purpose of the report is to table to the Mayoral Committee the proposed adjustments to the approved 2017/18 Service Delivery and Budget Implementation Plan (SDBIP) targets and indicators for the 2017/18 financial year. It is imperative that Strategic Units / Departments align their non – financial Service Delivery and Budget Implementation Plan (SDBIP) targets with the City’s long term strategic intent. There are no additional financial implications emanating as a result of this report on the City’s budget.

5.2 COMMENTS OF THE GROUP HEAD: GROUP LEGAL AND SECRETARIAT SERVICES The purpose to this report is to table the proposed adjustments to the approved 2017/18 Service Delivery and Budget Implementation Plan (SDBIP) targets and indicators for the 2017/18 Financial Year. In terms of Section 54 (1) of the Municipal Finance Management Act 56 of 2003, on receipt of a statement or report submitted by the accounting officer of the municipality in terms of section 71 or 72, the mayor must— (a) consider the statement or report; (b) Check whether the municipality’s approved budget is implemented in

accordance with the service delivery and budget implementation plan; (c) consider and, if necessary, make any revisions to the service delivery and

budget implementation plan, provided that revisions to the service delivery

Constructi

onDesign

Phase

completePlanning

Procurem

ent

Project

Complete

Number of Projects 86 28 2 12 61 122

Budget R 1 250 850 R 140 219 R 30 000 0 R 179 949 R 453 967 R 1 774 116

0200400600800

100012001400160018002000

Mil

lio

ns

Number of Projects

Budget

15

targets and performance indicators in the plan may only be made with the approval of the council following approval of an adjustments budget;

(d) issue any appropriate instructions to the accounting officer to ensure—

(i) that the budget is implemented in accordance with the service delivery and budget implementation plan; and

(ii) that spending of funds and revenue collection proceed in accordance

with the budget. Section 28(1) of the Municipal Finance Management Act 56 of 2003, provides that a Municipality may revise an approved annual budget through an adjustment budget. Having taken regard to the aforesaid and with specific reference to the contents of the report, Group Legal and Secretariat Services Department support the approval of the report and the recommendations thereof.

5.3 COMMENTS OF THE CHIEF OF EMERGENCY SERVICES The purpose of the report is to table to the Mayoral Committee the proposed adjustments to the approved 2017/18 Service Delivery and Budget Implementation Plan (SDBIP) targets and indicators for the 2017/18 financial year. The Emergency Services is in agreement with the content as far as it has direct emphasis on the department and in support of the recommendations to the report as well.

5.4 COMMENTS OF THE GROUP HEAD: GROUP PROPERTY

With specific reference to the Department: Group Property: • All 4 Group Property Service Delivery and Budget Implementation Plan (SDBIP)

targets should be moved from the Service Delivery and Budget Implementation Plan (SDBIP) to departmental level based on the following:

The department is fairly newly established and has historic challenges such as no strategy for revenue generation or optimization has been implemented, there are serious deficiencies in terms of both skill and capacity within the department and a lack of effective contract management. Various actions have to be completed such as implementation of a property strategy, review of the business revenue model and processes, review of contacts terms and conditions which include market related rental, current use and occupation. Actions such as evictions, debt collections need to be prioritized. There is an incomplete and inaccurate lease register. There has been no proper planning for the release of properties for revenue generation, insufficient physical verification of property assets which has resulted in unlawful occupations requiring eviction, no reconciliation between the actual revenue anticipated and the financial targets have been correlated. An audit of existing leases is required to correctly inform the baseline targets in order to correct this an audit and reconciliation of the existing contracts is required, a pro-active land release of properties is to be implemented, the land disposal policy is to be submitted for approval and the implementation of debt collection, contract management and eviction procedures need to be done. This requires a phased approach to the revenue

16 generated so that targets are measurable and achievable. It is therefore recommended that the 4 Service Delivery and Budget Implementation Plan (SDBIP) revenue targets be moved to departmental level with corresponding PI’s to address the deficiencies to ensure that proper performance and monitoring is achieved. CAPITAL EXPENDITURE (CAPEX) 1. Replacement/Modernization of all the Lifts within various Council Buildings –

Due to the delay in the finalization of service providers for the implementation of this project it is recommended that the amount of R5mill should be move to Information and Communication Technology (ICT) for the installation of Microphones in the Council Chambers.

2. Capital Movables – This amount is requested to be moved in the adjusted

budget from R200 000 to R100 000 due to a change in departmental requirements.”

5.5 COMMENTS OF THE GROUP HEAD: HEALTH

The KPI amended below must also be moved to departmental business level from Corporate Scorecard to allow for testing of systems and infrastructure. Amend KPI “% of people requesting HIV test and receiving results” with “% of CoT PHC fixed Clinics providing HIV Testing Services”. The original KPI was not aligned to HIV Testing Services (HTS) guidelines, 2016. The policy promotes universal testing and not limiting HIV test to requesting by clients.”

5.6 COMMENTS OF THE GROUP HEAD: HUMAN SETTLEMENTS The report and its contents are supported.

5.7 COMMENTS OF THE CHIEF OPERATIONS OFFICER

The purpose of this report to obtain approval of the proposed adjustments to the approved 2017/18 Service Delivery and Budget Implementation Plan (SDBIP). The contents and recommendations of the report are supported.

5.8 COMMENTS OF THE GROUP HEAD: REGIONAL OPERATIONS AND COORDINATION The Purpose of the report is, 'To table to the Mayoral Committee the proposed adjustments to the approved 2017/18 service delivery and budget implementation plan (SDBIP) targets and indicators for the 2017/18 financial year'. The adjustment to the Service Delivery and Budget Implementation Plan (SDBIP) 2017-18 as proposed by the ROC, have been incorporated into the adjusted Service Delivery and Budget Implementation Plan (SDBIP) 2017-18 scorecard. Adjustments to the target on provision of rudimentary sanitation is subject to approval of an increased budget for provision of rudimentary sanitation to 76 informal settlements.

17 Subject to and provided that the proposed Service Delivery and Budget Implementation Plan (SDBIP) takes into account and incorporates the recommended adjustments to the target on rudimentary sanitation to 76 informal settlements, the ROC supports the report, its purpose, objectives and recommendations.

5.9 COMMENTS OF THE CHIEF OF POLICE The purpose of the report is to obtain approval for the proposed adjustment to the approved 2017/18 Service Delivery and Budget Implementation Plan (SDBIP). Tshwane Metro Police Department takes cognizance of the report and supports the recommendations.

6. IMPLICATIONS 6.1 HUMAN RESOURCES

There is no impact on human resources as this is an administrative process and is dealt with through the normal annual planning processes.

6.2 FINANCES

The report seeks to approve the adjustment to the SDBIP in line with any budget adjustment.

6.3 CONSTITUTIONAL AND LEGAL FACTORS

The report complies with the provisions of the Municipal Finance Management Act, 2003 (Act 56 of 2003).

6.4 COMMUNICATION

After approval, this document will be circulated to the relevant stakeholders and placed on the Tshwane public website and published in the local newspapers for information and implementation.

6.5 PREVIOUS COUNCIL OR MAYORAL COMMITTEE RESOLUTIONS

This report tables an adjustment of the 2017/18 SDBIP that was approved by the Mayoral Committee and Council in June 2017.

7. CONCLUSION

The proposed adjustments to the 2017/18 SDBIP scorecard were developed taking into consideration the performance as at mid-year, as well as planning within the existing capital programme approved by the City. They were further informed by the Auditor-General's audit of performance objectives.

The Special Mayoral Committee on 14 February 2018 resolved to recommend to Council as set out below:

18

IT WAS RECOMMENDED (TO THE COUNCIL: 22 FEBRUARY 2018): 1. That the adjustment to the 2017/18 Service Delivery and Budget Implementation Plan

(SDBIP) targets and indicators as contained in Annexure “A” to this item be approved; 2. That where applicable, the scorecards of senior managers be adjusted to reflect the

approved adjustments in the Service Delivery and Budget Implementation Plan (SDBIP); and

3. That the Adjusted 2017/18 Service Delivery and Budget Implementation Plan

(SDBIP) be published for information and submitted to the various government departments as prescribed in the applicable legislation.

During consideration of this item by Council on 22 February 2018, Cllr JL Lekgothoane participated in a debate. Subsequently, Cllr NP Tyobeka-Makeke seconded by Cllr PB Hlatshwayo proposed the following additional recommendation:

(Unaltered)

“4. The adjusted 2017/18 Service Delivery Budget Implementation Plan (SDBIP) be referred to Section 79 Oversight Committee of IDP for further scrutiny.”

The Council acceded to Cllr Tyobeka-Makeke’s proposal. Hereafter the following Councillors participated in a debate on the contents of the report: MMC TM Nkomo MA Masoleng SJ Mabona P Sutton MMC RM Williams Following the closing remarks by the Executive Mayor, it was resolved as set out below: ANNEXURES: A: Adjusted 2017-18 SDBIP scorecard B: List of added projects C: Adjusted 2017-18 Capital Works Plan D: HCT revised business plan 2017/18 E: TEDA revised business plan 2017/18

1

Annexure A:

Adjustment to the 2017/18 Service Delivery and Budget Implementation Plan (SDBIP) scorecard

Main SDBIP scorecard

Strategic

Pillar

Key

Perform

ance

Area

Depart

ment

Indicator Origin

al

Baseli

ne

Confir

med

baseli

ne as

per

2016/1

7

Annua

l

report

Target

2017/1

8

2017/18

Adjusted

annual

target

Reason for

Adjustment

Quarterly targets

Q 1 Q 2 Achievement

as at Q2

Adjuste

d Q 3

Adjusted

Q 4

Pillar 1: A

city that

facilitates

economic

growth

and job

creation

Job

Intensive

Economi

c Growth

Commu

nity and

Social

Develop

ment

Nr of new

income

earning

opportunities

facilitated by

the city

21 500 17 183 23 000 None N/A 7 000 3 000 8 423 4 000 9 000

Pillar 1: A

city that

facilitates

economic

growth

and job

creation

Job

Intensive

Economi

c Growth

Economi

c

Develop

ment

and

Spatial

Planning

Rand value

investment

attracted to

the city

(Annual)-

Adjust to

read: Rand

value of

investment

facilitated by

the city

(Annual)

R 2.2

billion

R2,298

billion

R2.4

billion

for the

year

None Re-alignment of

the indicator to

support the

purpose of the

programme

which is:

Investment

Facilitation and

therefore the KPI

is brought in line

with this

0 0 - 0 R2.4

Billion

Pillar 1: A

city that

facilitates

economic

growth

and job

creation

Job

Intensive

Economi

c Growth

Economi

c

Develop

ment

and

Spatial

Planning

Support

through

mentorship/tra

ining to the

Tshepo 10

000 co-

operative

245 289 257 for

the

year

None N/A 65 57 184 70 65

21

2

Strategic

Pillar

Key

Perform

ance

Area

Depart

ment

Indicator Origin

al

Baseli

ne

Confir

med

baseli

ne as

per

2016/1

7

Annua

l

report

Target

2017/1

8

2017/18

Adjusted

annual

target

Reason for

Adjustment

Quarterly targets

Q 1 Q 2 Achievement

as at Q2

Adjuste

d Q 3

Adjusted

Q 4

Pillar 2: A

city that

cares for

residents

and

promotes

inclusivity

Health

and

Social

Develop

ment

Health % of City of

Tshwane

PHC fixed

clinics

providing

immunisation

coverage for

children under

1 year of age

100% 100% 100% None N/A 100% 100% 100% 100% 100%

Pillar 2: A

city that

cares for

residents

and

promotes

inclusivity

Health

and

Social

Develop

ment

Health % of City of

Tshwane

PHC fixed

clinics

implementing

PMTCT

programme

100% 100% 100% None N/A 100% 100% 100% 100% 100%

Pillar 2: A

city that

cares for

residents

and

promotes

inclusivity

Health

and

Social

Develop

ment

Health % of City of

Tshwane

PHC fixed

clinics

providing HIV

testing

facilities for

pregnant

woman

100% 100% 100% None N/A 100% 100% 100% 100% 100%

Pillar 2: A

city that

cares for

residents

and

promotes

inclusivity

Health

and

Social

Develop

ment

Commu

nity and

Social

develop

ment

Services

Nr. of indigent

households

supported by

the city

through its

Indigent policy

6000h

h

2837 4 000

addition

al hh

for the

year

None N/A N\A N\A 1311 N\A 4 000

22

3

Strategic

Pillar

Key

Perform

ance

Area

Depart

ment

Indicator Origin

al

Baseli

ne

Confir

med

baseli

ne as

per

2016/1

7

Annua

l

report

Target

2017/1

8

2017/18

Adjusted

annual

target

Reason for

Adjustment

Quarterly targets

Q 1 Q 2 Achievement

as at Q2

Adjuste

d Q 3

Adjusted

Q 4

Pillar 2: A

city that

cares for

residents

and

promotes

inclusivity

Health

and

Social

Develop

ment

Commu

nity and

Social

develop

ment

Services

Nr. of indigent

households

exited from

the indigent

register

2000h

h

8764 2000

hh

None N/A 500 500 8423 500 500

Pillar 3: A

city that

delivers

excellent

services

and

protects

the

environme

nt

Provisio

n of

Basic

Services

and

Mainten

ance

(Formal)

Utility

services

Nr. of

households in

formal areas

with access to

water (new

metered

connections)

5200 5516 6500

new

connect

ions for

the

year

4500 There is ongoing

community

unrest in

Soshanguve

(Region1) and

Temba (region

2) where the

community are

forcing the

department and

the service

provider to sub-

contract part of

the works to

them without

following proper

procedures

1500 1500 1978 511 511

Pillar 3: A

city that

delivers

excellent

services

and

protects

the

environme

nt

Provisio

n of

Basic

Services

and

Mainten

ance

(Formal)

Human

Settlem

ent

Nr. of service

stands

provided with

water

reticulation

(new metered

connection)

(Human

Settlement

Dept.)

New 1540 3650

new

connect

ions for

the

year

2300 There are

projects already

under

construction,

however portion

of budget

allocated to the

project had to be

redirected and

reprioritised to

0 0 Annual Target 0 2300

23

4

Strategic

Pillar

Key

Perform

ance

Area

Depart

ment

Indicator Origin

al

Baseli

ne

Confir

med

baseli

ne as

per

2016/1

7

Annua

l

report

Target

2017/1

8

2017/18

Adjusted

annual

target

Reason for

Adjustment

Quarterly targets

Q 1 Q 2 Achievement

as at Q2

Adjuste

d Q 3

Adjusted

Q 4

support new

projects/

priorities that

came out of the

IDP public

participation

process. This

resulted to the

need to reduce

the targets. The

new priorities

include

upgrading of

bulk

infrastructure. In

some cases,

provision of new

bulk

infrastructure

had to be

prioritized to

ensure that all

houses that are

already built

and/or still under

construction

have connection

to both water

and sewer. The

additional bulk

provision will

also result in

increased

capacity for

24

5

Strategic

Pillar

Key

Perform

ance

Area

Depart

ment

Indicator Origin

al

Baseli

ne

Confir

med

baseli

ne as

per

2016/1

7

Annua

l

report

Target

2017/1

8

2017/18

Adjusted

annual

target

Reason for

Adjustment

Quarterly targets

Q 1 Q 2 Achievement

as at Q2

Adjuste

d Q 3

Adjusted

Q 4

additional

connections on

future human

settlements

developments.

The 5-year

target will

therefore not be

affected by this

adjustment.

Pillar 3: A

city that

delivers

excellent

services

and

protects

the

environme

nt

Provisio

n of

Basic

Services

and

Mainten

ance

(Formal)

Regiona

l

Operatio

ns and

Coordin

ation

Nr. formalised

areas

provided with

weekly waste

removal

services

2352 2338 2290 2338 In terms of the

GiS information

the clean-up was

not done

properly the

target is 2338

2290 2290 2338 2338 2338

Pillar 3: A

city that

delivers

excellent

services

and

protects

the

environme

nt

Provisio

n of

Basic

Services

and

Mainten

ance

(Formal)

Utility

services

Nr. of

households

with access to

sanitation

through new

sewer

connections

1800 1586 961

new

connect

ions for

the

year

None N/A 0 0 410 300 661

Pillar 3: A

city that

delivers

Provisio

n of

Basic

Human

Settlem

ent

Nr. of

serviced

stands

New 2929 2800

new

connect

1350 There are

projects already

under

0 0 Annual target 0 1350

25

6

Strategic

Pillar

Key

Perform

ance

Area

Depart

ment

Indicator Origin

al

Baseli

ne

Confir

med

baseli

ne as

per

2016/1

7

Annua

l

report

Target

2017/1

8

2017/18

Adjusted

annual

target

Reason for

Adjustment

Quarterly targets

Q 1 Q 2 Achievement

as at Q2

Adjuste

d Q 3

Adjusted

Q 4

excellent

services

and

protects

the

environme

nt

Services

and

Mainten

ance

(Formal)

provided with

sewer

reticulation

(new

connections)

(Human

Settlement

Dept.)

ions for

the

year

construction,

however portion

of budget

allocated to the

project had to be

redirected and

reprioritised to

support new

projects/

priorities that

came out of the

IDP public

participation

process. This

resulted to the

need to reduce

the targets. The

new priorities

include

upgrading of

bulk

infrastructure. In

some cases,

provision of new

bulk

infrastructure

had to be

prioritized to

ensure that all

houses that are

already built

and/or still

under

construction

26

7

Strategic

Pillar

Key

Perform

ance

Area

Depart

ment

Indicator Origin

al

Baseli

ne

Confir

med

baseli

ne as

per

2016/1

7

Annua

l

report

Target

2017/1

8

2017/18

Adjusted

annual

target

Reason for

Adjustment

Quarterly targets

Q 1 Q 2 Achievement

as at Q2

Adjuste

d Q 3

Adjusted

Q 4

have connection

to both water

and sewer. The

additional bulk

provision will

also result in

increased

capacity for

additional

connections on

future human

settlements

developments.

The additional

bulk provision

will also result in

increased

capacity for

additional

connections on

future human

settlements

developments.

The 5-year

target will

therefore not be

affected by this

adjustment.

Pillar 3: A

city that

delivers

excellent

services

and

Provisio

n of

Basic

Services

and

Mainten

Utility

services

Nr. of

completed

houses

electrified to

eradicate

backlog

7900 2429 5700

None N/A 1000 1500 1790 2000 1200

27

8

Strategic

Pillar

Key

Perform

ance

Area

Depart

ment

Indicator Origin

al

Baseli

ne

Confir

med

baseli

ne as

per

2016/1

7

Annua

l

report

Target

2017/1

8

2017/18

Adjusted

annual

target

Reason for

Adjustment

Quarterly targets

Q 1 Q 2 Achievement

as at Q2

Adjuste

d Q 3

Adjusted

Q 4

protects

the

environme

nt

ance

(Formal)

Pillar 3: A

city that

delivers

excellent

services

and

protects

the

environme

nt

Provisio

n of

Basic

Services

and

Mainten

ance

(Formal)

Utility

services

Nr. of new

electricity

connections

provided

2550 2222 2100 1850 The KPI is

dependent on

submission

applications and

payment of

connections by

customers.

Based on

historical data,

the department

is projecting to

receive and

complete around

800 applications

for the remaining

period.

500 550 893 400 400

Pillar 3: A

city that

delivers

excellent

services

and

protects

the

environme

nt

Mobility

Optimisa

tion

Roads

and

Transpo

rt

Km of

required

municipal

storm water

drainage

network

provided

14km 15.127

km

26 km

for the

year

20 km Projects that

contribute to the

KPI have been

delayed due to

delays in

procurement.

The turnaround

time for

appointing

contractors took

longer than

anticipated. The

Tender for the

appointment of

0.35km 0.6km 2.376km 0km 19.05 km

28

9

Strategic

Pillar

Key

Perform

ance

Area

Depart

ment

Indicator Origin

al

Baseli

ne

Confir

med

baseli

ne as

per

2016/1

7

Annua

l

report

Target

2017/1

8

2017/18

Adjusted

annual

target

Reason for

Adjustment

Quarterly targets

Q 1 Q 2 Achievement

as at Q2

Adjuste

d Q 3

Adjusted

Q 4

contractors was

closed on the 19

July 2017 and to

date no

appointment was

made. The

department has

in the interim

utilised the

housing tender

and 5 projects

closed on the 12

January and

appointment is

expected before

the 15th February

2018 and

additional 10

projects will be

handed to site by

end of April 2018

once design has

been completed.

The target will be

carried over to

next financial

year. The

reduction in the

km will not affect

the overall 5

year target.

Pillar 3: A

city that

delivers

Mobility

Optimisa

tion

Roads

and

Transpo

Km of roads

provided to

the required

30km 32.583

km

13 km

for the

year

15km Increase in the

target due to

some projects

0km 0km 12.394km 0km 15 km

29

10

Strategic

Pillar

Key

Perform

ance

Area

Depart

ment

Indicator Origin

al

Baseli

ne

Confir

med

baseli

ne as

per

2016/1

7

Annua

l

report

Target

2017/1

8

2017/18

Adjusted

annual

target

Reason for

Adjustment

Quarterly targets

Q 1 Q 2 Achievement

as at Q2

Adjuste

d Q 3

Adjusted

Q 4

excellent

services

and

protects

the

environme

nt

rt standard that contribute to

the KPI to be

completed

earlier than

scheduled (they

were scheduled

to be completed

in the 18/19

financial year)

Pillar 3: A

city that

delivers

excellent

services

and

protects

the

environme

nt

Mobility

Optimisa

tion

Roads

and

Transpo

rt

Km of

completed

TRT Bus way

lanes

constructed

0.65k

m

0km 1.8 km

for the

year

None N/A 0km 0km - 0.9km 0.9km

Pillar 3: A

city that

delivers

excellent

services

and

protects

the

environme

nt

Mobility

Optimisa

tion

Human

Settlem

ent

Km of roads

constructed

New New 27km None N/A 0km 0km 0km 0km 27km

Pillar 3: A

city that

delivers

excellent

Upgradin

g and

Develop

ment of

Regiona

l

Operatio

ns and

Nr. of informal

settlements

with access to

rudimentary

130 133 134

informa

l

settlem

None N/A 134 134 150 134 134

30

11

Strategic

Pillar

Key

Perform

ance

Area

Depart

ment

Indicator Origin

al

Baseli

ne

Confir

med

baseli

ne as

per

2016/1

7

Annua

l

report

Target

2017/1

8

2017/18

Adjusted

annual

target

Reason for

Adjustment

Quarterly targets

Q 1 Q 2 Achievement

as at Q2

Adjuste

d Q 3

Adjusted

Q 4

services

and

protects

the

environme

nt

Informal

Settleme

nts

Coordin

ation

water services ents

provide

d with

rudime

ntary

water

service

s

Pillar 3: A

city that

delivers

excellent

services

and

protects

the

environme

nt

Upgradin

g and

Develop

ment of

Informal

Settleme

nts

Regiona

l

Operatio

ns and

Coordin

ation

Nr. of informal

settlements

with access to

rudimentary

sanitation

services

54 64 76

informa

l

settlem

ents

provide

d with

rudime

ntary

sanitati

on

67

Informal

settlemen

ts

provided

with

rudimenta

ry

sanitation

The targets

given for

rudimentary

sanitation

services and

rudimentary

water services

remains the

same due to the

current situation

faced by the

ROC. This

include an

inadequate

budget that can

only carry the

rudimentary

services until

March 2018. The

ROC has

submitted a

request for more

funds as part of

the adjustment

budget process

but due to the

76 76 67 67 67

31

12

Strategic

Pillar

Key

Perform

ance

Area

Depart

ment

Indicator Origin

al

Baseli

ne

Confir

med

baseli

ne as

per

2016/1

7

Annua

l

report

Target

2017/1

8

2017/18

Adjusted

annual

target

Reason for

Adjustment

Quarterly targets

Q 1 Q 2 Achievement

as at Q2

Adjuste

d Q 3

Adjusted

Q 4

uncertain

outcome of the

request cannot

risk a higher

target at this

moment.

Pillar 3: A

city that

delivers

excellent

services

and

protects

the

environme

nt

Upgradin

g And

Develop

ment of

Informal

Settleme

nts

Human

Settlem

ent

Nr. of informal

settlements

formalised

5 0 7 None N/A 0 0 - 0 7

Pillar 3: A

city that

delivers

excellent

services

and

protects

the

environme

nt

Financial

Manage

ment

Utility

services

% reduction of

non-revenue

water (NR.W)

over

26 % 23.66

%

25,4% None N/A 26.1% 25.8% 23.6% 25.6% 25.4%

32

13

Strategic

Pillar

Key

Perform

ance

Area

Depart

ment

Indicator Origin

al

Baseli

ne

Confir

med

baseli

ne as

per

2016/1

7

Annua

l

report

Target

2017/1

8

2017/18

Adjusted

annual

target

Reason for

Adjustment

Quarterly targets

Q 1 Q 2 Achievement

as at Q2

Adjuste

d Q 3

Adjusted

Q 4

Pillar 3: A

city that

delivers

excellent

services

and

protects

the

environme

nt

Financial

Manage

ment

Utility

services

% average of

annual non-

revenue

energy

(NR.E)(Annua

l)

≤ 19% 20.58

%

≤16% None N/A Annual

target

Annual

target

20.58% Annual

target

16%

Pillar 4: A

city that

keeps

residents

safe

Public

Safety

Commu

nity

Safety

(Emerge

ncy

Services

)

Nr. of Fire

Incidents

Reported and

Responded to

4640 4002 4594 None N/A 1410 1105 2695 812 1267

Pillar 4: A

city that

keeps

residents

safe

Public

Safety

Commu

nity

Safety

(Emerge

ncy

Services

)

Nr. of Rescue

Incidents

Reported and

Responded to

7892 5848 7811 None N/A 2108 1953 3060 1798 1952

Pillar 4: A

city that

keeps

residents

safe

Public

Safety Commu

nity

Safety

(Emerge

ncy

Services

)

Nr. of special

&

humanitarian

services

reported and

Responded to

1019 564 1009 None N/A 225 278 207 252 254

33

14

Strategic

Pillar

Key

Perform

ance

Area

Depart

ment

Indicator Origin

al

Baseli

ne

Confir

med

baseli

ne as

per

2016/1

7

Annua

l

report

Target

2017/1

8

2017/18

Adjusted

annual

target

Reason for

Adjustment

Quarterly targets

Q 1 Q 2 Achievement

as at Q2

Adjuste

d Q 3

Adjusted

Q 4

Pillar 4: A

city that

keeps

residents

safe

Public

Safety Commu

nity

Safety

(TMPD)

Nr. of by-law

policing

operations/int

erventions

executed to

reduce by-law

transgression

s

476 657 384 None N/A 96 96 308 96 96

Pillar 4: A

city that

keeps

residents

safe

Public

Safety Commu

nity

Safety

(TMPD)

Nr. of crime

prevention

operations/int

erventions

executed to

contribute to a

reduction of

crime

throughout

Tshwane

1524 1764 1540 None N/A 385 385 915 385 385

Pillar 4: A

city that

keeps

residents

safe

Public

Safety Commu

nity

Safety

(TMPD)

Nr. of road

policing

operations/int

erventions

executed in

order to

comply with

the road

safety plan

(road policing)

764 1547 628 None N/A 157 157 645 157 157

Pillar 5: A

city that is

open,

honest

and

Institutio

nal

Governa

nce

Office of

the City

Manage

r

Unqualified

Audit Opinion

achieved

(Annual)

Unqual

ified

Audit

opinion

Unqual

ified

Audit

opinion

Unquali

fied

Audit

opinion

None N/A - - Unqualified for

2016/17 FY

Unqualif

ied

Audit

opinion

34

15

Strategic

Pillar

Key

Perform

ance

Area

Depart

ment

Indicator Origin

al

Baseli

ne

Confir

med

baseli

ne as

per

2016/1

7

Annua

l

report

Target

2017/1

8

2017/18

Adjusted

annual

target

Reason for

Adjustment

Quarterly targets

Q 1 Q 2 Achievement

as at Q2

Adjuste

d Q 3

Adjusted

Q 4

responsiv

e

Pillar 5: A

city that is

open,

honest

and

responsiv

e

Financial

Manage

ment

Group

Financia

l

Services

% service

debtors to

revenue

25% 22.8% 25% None N/A 27% 26,25% 17,43% 25,5% 25%

Pillar 5: A

city that is

open,

honest

and

responsiv

e

Financial

Manage

ment

Group

Financia

l

Services

% debt

coverage

15% 33.55

%

15% None N/A 3.75% 7.50% 35,84% 11.25% 15%

Pillar 5: A

city that is

open,

honest

and

responsiv

e

Financial

Manage

ment

Group

Financia

l

Services

cost coverage

ratio

1.0 0.99 1.0 None N/A 0.25 0.50 1.19 0.75 1.0

Pillar 5: A

city that is

open,

honest

and

responsiv

e

Institutio

nal

Governa

nce

Group

Human

Capital

Manage

ment

% employee

satisfaction

rating

(annual)

60% 75% None N/A - - Annual target - 75%

35

16

Supporting scorecard

Strategic

Pillar

Key

Perform

ance

Area

Depart

ment

Indicator Origin

al

Baseli

ne

Target

2017/18

2017/18

Adjusted

annual

target

Reason for

Adjustment

Quarterly targets

Q 1 Q 2 Achieveme

nt as at Q2

Adjus-

ted Q 3

Adjus-ted

Q 4

Pillar 1: A

city that

facilitates

economic

growth

and job

creation

Job

Intensive

Economi

c Growth

Econom

ic

Develop

ment

and

Spatial

Plannin

g

% of building

plans

approved

within 45 days-

Adjust to

read as

follows: % of

building

plans

evaluated

within the

statutory

timeframes:

30 to 60 days

102

days

100%

within

45 days

100%

building

plans

evaluated

within the

statutory

time-

frames

The KPI wording

is brought in line

with the statutory

legislation

(National

Building

Regulations and

Standards Act,

No 103 of 1977,

as amended).

100%

within

45 days

100%

within

45 days

93.5% 100%

building

plans

evaluated

within the

statutory

time-

frames

100%

building

plans

evaluated

within the

statutory

time-

frames

Pillar 1: A

city that

facilitates

economic

growth

and job

creation

Job

Intensive

Economi

c Growth

Group

Finance

% of all

contracts on

the

procurement

plan awarded

to local

SMMEs and

cooperatives

from the

marginalized

groups

2.10% 25% of

100%

None N/A 25% 25% Not

reported

25% 25%

Pillar 1: A

city that

facilitates

economic

growth

and job

creation

Job

Intensive

Economi

c Growth

Econom

ic

Develop

ment

and

Spatial

Plannin

g

Nr of township

tourism

SMMEs

supported

through the

City’s

partnership

with the Small

Enterprise

Development

30 50 25 This KPI is at risk, due to the delayed signing of the Memorandum of Agreement between the City and the Small Enterprise Development Agency (SEDA). SEDA indicated

15 10 22 0 0

36

17

Strategic

Pillar

Key

Perform

ance

Area

Depart

ment

Indicator Origin

al

Baseli

ne

Target

2017/18

2017/18

Adjusted

annual

target

Reason for

Adjustment

Quarterly targets

Q 1 Q 2 Achieveme

nt as at Q2

Adjus-

ted Q 3

Adjus-ted

Q 4

Agency/SEDA1

that they will not be able to continue to sustain this work, due to limited funding.

Pillar 1: A

city that

facilitates

economic

growth

and job

creation

Job

Intensive

Economi

c Growth

Econom

ic

Develop

ment

and

Spatial

Plannin

g

Nr of township

automotive

SMMEs

supported

through the

City’s

partnership

with the

Automotive

Industry

Development

Centre (AIDC)

4 4 10 The mid-year

achievement was

possible, due to

the relationship

with the

Automotive

Industry

Development

Centre (AIDC).

However, the

delay in signing

the Memorandum

of Agreement

between the City

and the AIDC, is

putting this KPI

at risk and

therefore the

target is not

increased further.

2 0 10 8 0

Pillar 1: A

city that

facilitates

economic

growth

and job

creation

Job

Intensive

Economi

c Growth

Econom

ic

Develop

ment

and

Spatial

Plannin

g

Nr of strategic

projects fast-

tracked by the

Strategic

Investment

Committee

within 60 days

Adjust to:

Number of

investment

projects

3 6 10 The indicator was

not in line with

the Spatial

Planning and

Land Use

Management Act

(SPLUMA)

processes.

1 1 10 8 0

1 This will be done through business development, signage and access to markets from the tourism SMMEs.

37

18

Strategic

Pillar

Key

Perform

ance

Area

Depart

ment

Indicator Origin

al

Baseli

ne

Target

2017/18

2017/18

Adjusted

annual

target

Reason for

Adjustment

Quarterly targets

Q 1 Q 2 Achieveme

nt as at Q2

Adjus-

ted Q 3

Adjus-ted

Q 4

submitted to

the Strategic

Investment

Committee for

consideration

as strategic/

catalytic

Pillar 1: A

city that

facilitates

economic

growth

and job

creation

Job

Intensive

Economi

c Growth

Utility

Service

s

Nr of days

taken to

connect

electricity to

new

businesses

New

Indicat

or

Within

40 days

None N/A Within

40 days

Within

40 days

Not

reported

Within 40

days

Within 40

days

Pillar 1: A

city that

facilitates

economic

growth

and job

creation

Job

Intensive

Economi

c Growth

Utility

Service

s

% of complete

and compliant

small scale

embedded

generation

applications

approved

New

Indicat

or

100% KPI to be

removed

The process for

development of

the Small Scale

Embedded policy

is still underway

in council and

national

legislation in this

regard is still not

yet promulgated.

The City is

therefore not yet

ready to report

on this KPI. As

soon as the

above matters

has been

resolved, the KPI

will be brought

back into the

SDBIP.

100% 100% - KPI

Removed KPI

Removed

Pillar 2: a

City that

cares for

residents

Health

and

Social

Develop

Commu

nity and

Social

Develop

Nr of arts and

culture

programmes

developed and

10 10 None N/A 5 2 3 1 2

38

19

Strategic

Pillar

Key

Perform

ance

Area

Depart

ment

Indicator Origin

al

Baseli

ne

Target

2017/18

2017/18

Adjusted

annual

target

Reason for

Adjustment

Quarterly targets

Q 1 Q 2 Achieveme

nt as at Q2

Adjus-

ted Q 3

Adjus-ted

Q 4

and

promotes

inclusivity

ment ment

Service

s

implemented

Pillar 2: a

City that

cares for

residents

and

promotes

inclusivity

Health

and

Social

Develop

ment

Commu

nity and

Social

Develop

ment

Service

s

Nr of heritage

programmes

developed and

implemented

6 8 None N/A 1 1 2 0 6

Pillar 2: a

City that

cares for

residents

and

promotes

inclusivity

Health

and

Social

Develop

ment

Health

% of clinics

with electronic

health record

system

17% 29% Removal

of the

KPI

The

percentage

achievement,

on e-health

coverage

would not be

achieved

based on the

reasons that

the allocated

budget in

relation to the

KPI has been

re-adjusted at

the beginning

of the financial

year to cover

significant

financial

shortfall city

wide. It is

therefore

recommended

that the above

KPI be

29% 29% - KPI

Removed KPI

Removed

39

20

Strategic

Pillar

Key

Perform

ance

Area

Depart

ment

Indicator Origin

al

Baseli

ne

Target

2017/18

2017/18

Adjusted

annual

target

Reason for

Adjustment

Quarterly targets

Q 1 Q 2 Achieveme

nt as at Q2

Adjus-

ted Q 3

Adjus-ted

Q 4

removed during

adjustment,

due to non-

availability of

the budget.

The existing

system is also

not compatible

with the system

which national

and provincial

health is using

and should

therefore not

be rolled out

further.

Pillar 2: a

City that

cares for

residents

and

promotes

inclusivity

Health

and

Social

Develop

ment

Health % of people

requesting HIV

test and

receiving

results

Adjust KPI to

read:

% of CoT PHC

fixed Clinics

providing HIV

Testing

Services

100% 100% Replace % of

people

requesting HIV

test and

receiving

results with %

of CoT PHC

fixed Clinics

providing HIV

Testing

Services

because The

latter is not

aligned to HIV

Testing

Services (HTS)

guidelines,

2016. Policy

promotes

100% 100% - KPI

moved to

departme

ntal level

KPI moved

to

departmen

tal level

40

21

Strategic

Pillar

Key

Perform

ance

Area

Depart

ment

Indicator Origin

al

Baseli

ne

Target

2017/18

2017/18

Adjusted

annual

target

Reason for

Adjustment

Quarterly targets

Q 1 Q 2 Achieveme

nt as at Q2

Adjus-

ted Q 3

Adjus-ted

Q 4

universal

testing and not

limiting HIV test

to requesting

by clients. The

amended KPI

must also be

moved to

departmental

business level

from Corporate

Scorecard to

allow for testing

of systems and

infrastructure

Pillar 3: a

city that

delivers

excellent

services

and

protects

the

environme

nt

Provisio

n of

Basic

Services

and

Mainten

ance

(Formal)

Regiona

l

Operati

ons and

Coordin

ation

%

achievement

of Operations/

Maintenance

Plan of

Cemeteries

New 90% None N/A 90% 90% 92.8% 90% 90%

%

achievement

Operations/

Maintenance

Plan for

horticultural

services

(parks, traffic

islands,

council & sport

facilities)

New 90% None N/A 90% 90% 87.2% 90% 90%

%

achievement

of Operations/

Maintenance

Plan for

swimming

New 90% None N/A 90% 90% 87.75% 90% 90%

41

22

Strategic

Pillar

Key

Perform

ance

Area

Depart

ment

Indicator Origin

al

Baseli

ne

Target

2017/18

2017/18

Adjusted

annual

target

Reason for

Adjustment

Quarterly targets

Q 1 Q 2 Achieveme

nt as at Q2

Adjus-

ted Q 3

Adjus-ted

Q 4

pools.

%

Achievement

of Operations/

Maintenance

plan of all

SRAC

facilities, e.g.

Libraries / Arts

& Culture/

Sport &

Recreation

New 90% None N/a 90% 90% 79% 90% 90%

% gravel roads

bladed as per

Maintenance

plan

New 80% None N/A 80% 80% 93.6% 80% 80%

Nr of Traffic

Signs

new/maintaine

d

2500 3250 3500 The total target is

moved to Q4 to

allow for possible

appointment of

service providers

through HHS01

panel of

contractors

tender. The

Division envisage

to have the

appointment

done by end

March 2018,

there will be

ample time to

achieve the

target.

0 1000 0 0 3500

% adherence

to routine

maintenance

New 90% None N/A 90% 90% 89% None None

42

23

Strategic

Pillar

Key

Perform

ance

Area

Depart

ment

Indicator Origin

al

Baseli

ne

Target

2017/18

2017/18

Adjusted

annual

target

Reason for

Adjustment

Quarterly targets

Q 1 Q 2 Achieveme

nt as at Q2

Adjus-

ted Q 3

Adjus-ted

Q 4

plan for re-

gravelling of

roads

Road Length

(in km) of road

markings

repainted

175km 260km 150km2 The target of

260km was

reduced with the

final submission of

the RoC B/Plan

May 2017 after the

reduction of the

budget for Roads

Division. Due to

this the target was

not updated on

SDBIP scorecard

to 150km

65km 65km 42.74 km 0 km 20 km

Pillar 3: a

city that

delivers

excellent

services

and

protects

the

environme

nt

Provisio

n of

Basic

Services

and

Mainten

ance

(Formal)

Regiona

l

Operati

ons and

Coordin

ation

% of reported

water leaks

attended to

within 48hours

New 70% None N/A 70% 70% 63.4% 70% 70%

% of sewer

blockages

attended to

within 8 hours

New 70% None N/A 70% 70% 62.8% 70% 70%

% of streetlight

failures

repaired within

72 hours

80% 80% None N/A 80% 80% 74.8% 80% 80%

Pillar 3: a

city that

delivers

excellent

services

and

Provisio

n of

Basic

Services

and

Mainten

Regiona

l

Operati

ons and

Coordin

ation

Maintenance

of the Blue

Drop Standard

Achiev

ement

of Blue

Drop

Standa

rd

Mainten

ance of

the

Achieve

d of

Blue

The KPI

must be

removed

from

ROC to

USD

This KPI is the

responsibility of

Utility Services

department

Mainten

ance of

the

Achieve

d of

Blue

Mainten

ance of

the

Achieve

d of

Blue

N/A Maintena

nce of

the

Achieved

of Blue

Drop

Maintenan

ce of the

Achieved

of Blue

Drop

Standard

2 The target of 260km was reduced with the final submission of the RoC B/Plan May 2017 after the reduction of the budget allocation to Roads Division. Due to timelines, the target was not updated

on SDBIP scorecard to 150km

43

24

Strategic

Pillar

Key

Perform

ance

Area

Depart

ment

Indicator Origin

al

Baseli

ne

Target

2017/18

2017/18

Adjusted

annual

target

Reason for

Adjustment

Quarterly targets

Q 1 Q 2 Achieveme

nt as at Q2

Adjus-

ted Q 3

Adjus-ted

Q 4

protects

the

environme

nt

ance

(Formal) Drop

Standar

d

Drop

Standar

d

Drop

Standar

d

Standard

Pillar 3: a

city that

delivers

excellent

services

and

protects

the

environme

nt

Mobility

optimisat

ion

Roads

and

Transpo

rt

Average nr.

of passenger

trips on A Re

Yeng per day

4500

passen

ger

trips

per

day

13000

passeng

er trips

per day

5200

passenge

r trips per

day

The projections

were based on

the projected roll

out of the A Re

Yeng services to

Rainbow

Junction in July

2017 which did

not materialised

and the projected

ridership as per

the Taxi Industry

negotiations and

surveys. The

Rainbow

Junction line was

only Launched in

October 2017 on

a free ride

migration basis.

Taxis started

transferring

passengers into

A Re Yeng in

January

2018 and

Passengers

started paying for

the services only

now in January

2018.

The ridership has

since started

picking up but it

13000

passeng

er trips

per day

13000

passeng

er trips

per day

2604

passenger

trips per day

2604

passenge

r trips per

day

5200

passenger

trips per

day

44

25

Strategic

Pillar

Key

Perform

ance

Area

Depart

ment

Indicator Origin

al

Baseli

ne

Target

2017/18

2017/18

Adjusted

annual

target

Reason for

Adjustment

Quarterly targets

Q 1 Q 2 Achieveme

nt as at Q2

Adjus-

ted Q 3

Adjus-ted

Q 4

is expected that it

will grow in the

fourth quarter

based on the

current growth

and marketing of

the system.

Pillar 3: a

city that

delivers

excellent

services

and

protects

the

environme

nt

Financial

Manage

ment

Roads

and

Transpo

rt

Rand value

increase in

revenue from

A Re Yeng

R 6000

000

R27

872 000

R10 178

959

The projections

were based on

the projected roll

out of the A Re

Yeng services to

Rainbow

Junction in July

2017 which did

not materialised

and the projected

ridership as per

the Taxi Industry

negotiations and

surveys. The

Rainbow

Junction line was

only Launched in

October 2017 on

a free ride

migration basis.

Taxis started

transferring

passengers into

A Re Yeng in

January

2018 and

Passengers

started paying for

the services only

now in January

2018.

The ridership has

R6 544

000

R6 560

000

R2 042 159 R3 516

000

R4 620

800

45

26

Strategic

Pillar

Key

Perform

ance

Area

Depart

ment

Indicator Origin

al

Baseli

ne

Target

2017/18

2017/18

Adjusted

annual

target

Reason for

Adjustment

Quarterly targets

Q 1 Q 2 Achieveme

nt as at Q2

Adjus-

ted Q 3

Adjus-ted

Q 4

since started

picking up but it

is expected that it

will grow in the

fourth quarter

based on the

current growth

and marketing of

the system.

Pillar 3: A

city that

delivers

excellent

services

and

protects

the

environme

nt

Mobility

Optimisa

tion

Roads

and

Transpo

rt

Average nr

passenger

trips on TBS

per month

290,00

0 per

month

300,000

Per

month

260 000

per

month

The target figure

of 300,000

passenger trips

per month is too

high for TBS and

should be

reviewed,

considering the

following factors:

•Reviewing Q1

and Q2 actual

performance,

TBS only

managed an

average of

258,045

passenger trips

per month over

the 6 month

period.

•TBS only has

the capacity to

operate 165

shifts per day.

This is

insufficient to

reach the

targeted ridership

figures.

•With the

300,000

per

month

300,000

per

month

280 367 260 000

per

month

260 000

per month

46

27

Strategic

Pillar

Key

Perform

ance

Area

Depart

ment

Indicator Origin

al

Baseli

ne

Target

2017/18

2017/18

Adjusted

annual

target

Reason for

Adjustment

Quarterly targets

Q 1 Q 2 Achieveme

nt as at Q2

Adjus-

ted Q 3

Adjus-ted

Q 4

expansion of

TRT into

Mamelodi and

Hammanskraal,

passenger who

used to travel

into the city using

other modes of

transport and

transfer to TBS

buses, will now

be lost to TRT.

This will have a

negative impact

on TBS’s

ridership figures.

Pillar 3: A

city that

delivers

excellent

services

and

protects

the

environme

nt

Financial

Manage

ment

Roads

and

Transpo

rt

Rand Value

increase from

TBS

R 42.8 R 32.4

mill

R 25,6

mil

The targeted

figure of R 8.1mil

per quarter is too

high for TBS and

should be

reviewed for the

following

reasons:

•Monthly revenue

is made up of the

following

accounts:

Transport Fees,

Bus Rental,

Rental: Garages,

Sales of time-

table, and

Insurance

Revenue. The

targets set for

Rental: Garages,

Sales of time-

table, and

Insurance

R 8.1

mil

R 8.1

mil

R13 425

315

R 6.1 mil R 6.1 mil

47

28

Strategic

Pillar

Key

Perform

ance

Area

Depart

ment

Indicator Origin

al

Baseli

ne

Target

2017/18

2017/18

Adjusted

annual

target

Reason for

Adjustment

Quarterly targets

Q 1 Q 2 Achieveme

nt as at Q2

Adjus-

ted Q 3

Adjus-ted

Q 4

Revenue are

unrealistic and

unachievable

with TBS’s

current capacity.

TBS’s main

source of

income,

Transport Fees,

is

underperforming

and is currently

at 38% of

cumulative

target.

•The target is

based on TBS

operating their

full fleet of

around 250

buses, which is

currently not

possible due to

the our critical

HR issues.

Vacant positions

in the Bus Driver

Section and

Workshop result

in TBS only

being able to

operate 165

shifts (except

school holidays

when it drops to

140). This affects

Revenue

generation and

the below target.

48

29

Strategic

Pillar

Key

Perform

ance

Area

Depart

ment

Indicator Origin

al

Baseli

ne

Target

2017/18

2017/18

Adjusted

annual

target

Reason for

Adjustment

Quarterly targets

Q 1 Q 2 Achieveme

nt as at Q2

Adjus-

ted Q 3

Adjus-ted

Q 4

Pillar 3: a

city that

delivers

excellent

services

and

protects

the

environme

nt

Provisio

n of

Basic

Services

and

Mainten

ance

(Formal)

Human

Settlem

ent

Nr of title

deeds

transferred to

eligible

beneficiaries

2 620 5000 None N/A 1000 1500 1988 1500 1000

Pillar 4: a

city that

keeps its

residents

safe

Public

Safety Metro

Police

Service

s

Nr of inner city

road policing

operations/inte

rventions

executed in

order to

comply with

the road safety

plan3

New 144 None N/A 36 36 56 36 36

Pillar 4: a

city that

keeps its

residents

safe

Public

Safety Metro

Police

Service

s

Nr of inner city

by-law policing

operations/inte

rventions

executed to

reduce by-law

transgressions4

New 96 None N/A 24 24 81 24 24

Pillar 4: a

city that

keeps its

residents

safe

Public

Safety Econom

ic

Develop

ment

and

Spatial

Plannin

g

% of planned

building by-

laws executed

Adjust to read:

% of building

contraven-

tions executed

New 100% The manner in

which the KPI

was previously

worded, was not

in line with the

function being

executed. The

Division deals

with statutory law

100% 100% 61.66% 100% 100%

3 The targets in this indicator support the overall IDP and SDBIP indicator.

4 The targets in this indicator support the overall IDP and SDBIP indicator.

49

30

Strategic

Pillar

Key

Perform

ance

Area

Depart

ment

Indicator Origin

al

Baseli

ne

Target

2017/18

2017/18

Adjusted

annual

target

Reason for

Adjustment

Quarterly targets

Q 1 Q 2 Achieveme

nt as at Q2

Adjus-

ted Q 3

Adjus-ted

Q 4

enforcement.

Pillar 4: a

city that

keeps its

residents

safe

Health

and

Social

Develop

ment

Metro

Police

Service

s

% of issued

search

warrants on

drug related

matters

executed

New 100% None N/A 100% 100% 100% 100% 100%

Pillar 4: a

city that

keeps its

residents

safe

Health

and

Social

Develop

ment

Health

Depart

ment

Nr of drug

awareness

programmes

implemented

4 5 None N/A 1 1 2 1 2

Pillar 5: A

city that

open,

honest

and

responsiv

e

Job

Intensive

Economi

c Growth

Group

Finance

Nr of days

taken to issue

Clearance

Certificates

25

days

Within 7

days

None N/A Within 7

days

Within 7

days

Not

reported

Within 7

days

Within 7

days

Pillar 5: A

city that

open,

honest

and

responsiv

e

Financial

Manage

ment

Group

Property

% of revenue

collected for

business

rental portfolio

New 95% KPI to be

removed

and

placed at

departme

ntal

scorecar

d levl

There is an

incomplete and

inaccurate lease

register. There

has been no

proper planning

for the release of

properties for

revenue

generation,

insufficient

physical

verification of

property assets

which has

resulted in

unlawful

15% 35% 12.79% KPI

moved to

departme

ntal level

KPI moved

to

departmen

tal level

50

31

Strategic

Pillar

Key

Perform

ance

Area

Depart

ment

Indicator Origin

al

Baseli

ne

Target

2017/18

2017/18

Adjusted

annual

target

Reason for

Adjustment

Quarterly targets

Q 1 Q 2 Achieveme

nt as at Q2

Adjus-

ted Q 3

Adjus-ted

Q 4

occupations

requiring eviction,

no reconciliation

between the

actual revenue

anticipated and

the financial

targets have

been correlated.

An audit of

existing leases is

required to

correctly inform

the baseline

targets in order to

correct this an

audit and

reconciliation of

the existing

contracts is

required, a pro-

active land

release of

properties is to

be implemented,

the land disposal

policy is to be

submitted for

approval and the

implementation

of debt collection,

contract

management and

eviction

procedures need

to be done. This

requires a

phased approach

to the revenue

generated so that

51

32

Strategic

Pillar

Key

Perform

ance

Area

Depart

ment

Indicator Origin

al

Baseli

ne

Target

2017/18

2017/18

Adjusted

annual

target

Reason for

Adjustment

Quarterly targets

Q 1 Q 2 Achieveme

nt as at Q2

Adjus-

ted Q 3

Adjus-ted

Q 4

targets are

measurable and

achievable. It is

therefore

recommended

that the 4 SDBIP

revenue targets

be moved to

departmental

level with

corresponding

PI’s to address

the deficiencies

to ensure that

proper

performance and

monitoring is

achieved.

Pillar 5: A

city that

open,

honest

and

responsiv

e

Financial

Manage

ment

Group

Property

% of revenue

collected for

land rental

portfolio

New 95% KPI to be

removed

and

placed at

departme

ntal

scorecar

d levl

There is an

incomplete and

inaccurate lease

register. There

has been no

proper planning

for the release of

properties for

revenue

generation,

insufficient

physical

verification of

property assets

which has

resulted in

unlawful

occupations

requiring eviction,

no reconciliation

between the

actual revenue

15% 35% 19.77% KPI

removed

KPI

removed

52

33

Strategic

Pillar

Key

Perform

ance

Area

Depart

ment

Indicator Origin

al

Baseli

ne

Target

2017/18

2017/18

Adjusted

annual

target

Reason for

Adjustment

Quarterly targets

Q 1 Q 2 Achieveme

nt as at Q2

Adjus-

ted Q 3

Adjus-ted

Q 4

anticipated and

the financial

targets have

been correlated.

An audit of

existing leases is

required to

correctly inform

the baseline

targets in order to

correct this an

audit and

reconciliation of

the existing

contracts is

required, a pro-

active land

release of

properties is to

be implemented,

the land disposal

policy is to be

submitted for

approval and the

implementation

of debt collection,

contract

management and

eviction

procedures need

to be done. This

requires a

phased approach

to the revenue

generated so that

targets are

measurable and

achievable. It is

therefore

recommended

53

34

Strategic

Pillar

Key

Perform

ance

Area

Depart

ment

Indicator Origin

al

Baseli

ne

Target

2017/18

2017/18

Adjusted

annual

target

Reason for

Adjustment

Quarterly targets

Q 1 Q 2 Achieveme

nt as at Q2

Adjus-

ted Q 3

Adjus-ted

Q 4

that the 4 SDBIP

revenue targets

be moved to

departmental

level with

corresponding

PI’s to address

the deficiencies

to ensure that

proper

performance and

monitoring is

achieved.

Pillar 5: A

city that

open,

honest

and

responsiv

e

Financial

Manage

ment

Group

Property

% of revenue

collected for

residential

rental portfolio

New

95% KPI to be

removed

and

placed at

departme

ntal

scorecar

d levl

There is an

incomplete and

inaccurate lease

register. There

has been no

proper planning

for the release of

properties for

revenue

generation,

insufficient

physical

verification of

property assets

which has

resulted in

unlawful

occupations

requiring eviction,

no reconciliation

between the

actual revenue

anticipated and

the financial

targets have

been correlated.

An audit of

15% 35% 21.77% KPI

moved to

departme

ntal level

KPI moved

to

departmen

tal level

54

35

Strategic

Pillar

Key

Perform

ance

Area

Depart

ment

Indicator Origin

al

Baseli

ne

Target

2017/18

2017/18

Adjusted

annual

target

Reason for

Adjustment

Quarterly targets

Q 1 Q 2 Achieveme

nt as at Q2

Adjus-

ted Q 3

Adjus-ted

Q 4

existing leases is

required to

correctly inform

the baseline

targets in order to

correct this an

audit and

reconciliation of

the existing

contracts is

required, a pro-

active land

release of

properties is to

be implemented,

the land disposal

policy is to be

submitted for

approval and the

implementation

of debt collection,

contract

management and

eviction

procedures need

to be done. This

requires a

phased approach

to the revenue

generated so that

targets are

measurable and

achievable. It is

therefore

recommended

that the 4 SDBIP

revenue targets

be moved to

departmental

level with

55

36

Strategic

Pillar

Key

Perform

ance

Area

Depart

ment

Indicator Origin

al

Baseli

ne

Target

2017/18

2017/18

Adjusted

annual

target

Reason for

Adjustment

Quarterly targets

Q 1 Q 2 Achieveme

nt as at Q2

Adjus-

ted Q 3

Adjus-ted

Q 4

corresponding

PI’s to address

the deficiencies

to ensure that

proper

performance and

monitoring is

achieved.

Pillar 5: A

city that

open,

honest

and

responsiv

e

Financial

Manage

ment

Group

Property

% of revenue

collected for

personnel

parking

New 95% KPI to be

removed

and

placed at

departme

ntal

scorecar

d levl

There is an

incomplete and

inaccurate

register. An audit

of existing

parking

arrangements is

required to

correctly inform

the baseline

targets to ensure

that proper

performance and

monitoring is

achieved.

15% 35% 53.67% KPI

moved to

departme

ntal level

KPI moved

to

departmen

tal level

Pillar 5: A

city that

open,

honest

and

responsiv

e

Financial

Manage

ment

Group

Financia

l

Service

s

% of revenue

targets

achieved

106.60

%

96% None N/A 25% 50% Not

reported

75% 96%

Pillar 5: A

city that

open,

honest

and

responsiv

e

Financial

Manage

ment

Group

Financia

l

Service

s

% collection of

revenue in

respect to

service bills

New 96% None N/A 96% 96% 79.19% 96% 96%

Pillar 5: A

city that

Financial

Manage

Group

Financia

% of valid

invoices paid

New 100% None N/A 100% 100% Current

creditor

100% 96 %

56

37

Strategic

Pillar

Key

Perform

ance

Area

Depart

ment

Indicator Origin

al

Baseli

ne

Target

2017/18

2017/18

Adjusted

annual

target

Reason for

Adjustment

Quarterly targets

Q 1 Q 2 Achieveme

nt as at Q2

Adjus-

ted Q 3

Adjus-ted

Q 4

open,

honest

and

responsiv

e

ment l

Service

s

within

legislated

timeframes5

payment

period is 71

days

instead of

the

legislated

30 days

Pillar 5: A

city that

open,

honest

and

responsiv

e

Financial

Manage

ment

Group

Financia

l

Service

s

% of planned

capital

expenditure

achieved

New 95% None N/A 95% 95% 36.14% 95% 95%

Pillar 5: A

city that

open,

honest

and

responsiv

e

Institutio

nal

Governa

nce

Group

Human

Capital

Manage

ment

Nr. of

employees on

whose skills

are enhanced

through

training and

development

programmes

New 10 000 None N/A 2500 2500 7286 2500 2500

Pillar 5: A

city that

open,

honest

and

responsiv

e

Institutio

nal

Governa

nce

Group

Human

Capital

Manage

ment

% compliance

to Employment

Equity Plan

New

Indicat

or

100% None N/A 100% 100% Annual

target

- 100%

Pillar 5: A

city that

open,

honest

and

responsiv

e

Institutio

nal

Governa

nce

Group

Human

Capital

Manage

ment

% of senior

and mid

managers

whose skills

have been

audited6

New 100% None N/A 0% 50% 88% 100% 100%

5 This refers to payment on valid invoices and the legislated time frame for SMMEs is 15 days and other suppliers 30 days.

6 Senior and middle managers refer to Section 56 employees as well as all the Group Heads in the City.

57

38

Strategic

Pillar

Key

Perform

ance

Area

Depart

ment

Indicator Origin

al

Baseli

ne

Target

2017/18

2017/18

Adjusted

annual

target

Reason for

Adjustment

Quarterly targets

Q 1 Q 2 Achieveme

nt as at Q2

Adjus-

ted Q 3

Adjus-ted

Q 4

Pillar 5: A

city that

open,

honest

and

responsiv

e

Institutio

nal

Governa

nce

Custom

er

Relation

s

Manage

ment

% of calls

answered

within 20

seconds

towards

international

best standard

of 80%

New 80% None N/A 50% 60% 52% 70% 80%

Pillar 5: A

city that

open,

honest

and

responsiv

e

Institutio

nal

Governa

nce

Group

Human

Capital

Manage

ment

% of

unaccounted

for employees

eliminated

New 100% None N/A 25% 50% 100% 75% 100%

Pillar 5: A

city that

open,

honest

and

responsiv

e

Institutio

nal

Governa

nce

Custom

er

Relation

s

Manage

ment

Completion of

a Customer

Satisfaction

Survey

2015

Custo

mer

Satisfa

ction

Survey

Complet

ed

custome

r

Satisfac

tion

Survey

None but

the KPI is

moved to

CRM as

it is the

CRM

departme

nt’s

responsib

ility

Responsible

department is

CRM and not

Shared Services.

Targets remain

the same.

Project

Plannin

g,

Finalisat

ion of

procure

ment

process

es

The report

was

approved at

BAC

meeting as

administrati

ve approval

Conduct

satisfacti

on survey

– field

work and

results

analysis

Report on

survey

results and

stakeholde

r

engageme

nts

Pillar 5: A

city that

open,

honest

and

responsiv

e

Financial

Manage

ment

Group

Finance

% of CoT

assets

turnover ratio

37% 80% None N/A 20% 30% 26.22% 55% 80%

58

1

ANNEXURE B

List of added projects

Department Name WBS Level 3 Budget 2017/18

Fund Transfer Adjustment Adjusted Budget

City Manager Capital Movables 9.712930.1.007.C - - R 431 630 R 431 630


Suurman Library 9.710101.1.015.S - - R 1 200 000 R 1 200 000


Lotus Gardens Multi-Purpose Sport Facility

9.712260.1.015.L - - R 600 000 R 600 000


Upgrading of Pilditch Stadium

9.712878.1.015.P - - R 10 000 000 R 10 000 000


Upgrading of Zithobeni Sport Stadium

9.712883.1.015.Z - - R 410 000 R 410 000


New Ga-Rankuwa Library 9.712910.1.015.G - - R 9 200 000 R 9 200 000


Greening of Sports fields 9.712941.1.015.G - - R 1 000 000 R 1 000 000


Social Development centre in Hammanskraal

New - - R 2 293 422 R 2 293 422


SAP CRM Contact Centre optimization

9.713028.1.001 - - R 10 000 000 R 10 000 000


Inner-city rejuvenation project for recyclers

New - - R 500 000 R 500 000

59

2



GICT BPC and SCOA 9.712961.1.015.B - - R 10 000 000 R 10 000 000

Group Audit & Risk Insurance replacements 9.712450.1.001.B - - R 5 000 000 R 5 000 000


Booysens ext Bulk water 9.710863.2.001 - - R 17 000 000 R 17 000 000


Water provision - Kopanong phase 2

9.710863.2.005.L - - R 2 000 000 R 2 000 000


Water provision - Mabopane EW

9.710863.2.005.P - - R 2 691 297 R 2 691 297


Olievenhoutbosch Bulk Water

9.710863.2.015.B - - R 9 512 861 R 9 512 861


Tswaing Pump Station 9.710864.2.005.A - - R 4 000 000 R 4 000 000


Sewer provision - Mabopane EW

9.710864.2.005.E - - R 1 875 471 R 1 875 471


Sewer provision - Kopanong Ext 1 Phase 2

9.710864.2.005.J - - R 1 200 000 R 1 200 000


Sewer provision - Zithobeni Heights Phase 2

9.710864.2.005.R - - R 6 800 000 R 6 800 000


Construction of roads & stormwater - Mabopane EW

9.710865.2.005.E - - R 3 632 232 R 3 632 232


Construction of roads & stormwater - Soshanguve X13

9.710865.2.015.K - - R 8 750 000 R 8 750 000


Construction of roads & stormwater - Fortwest 4&5

9.710865.2.001 - - R 14 265 464 R 14 265 464


Chantelle detail design and Installation of internal infrastructure

HC1 - - R 13 256 024 R 13 256 024


Sunnyside detail design, bulk infrastructure and internal reticulation

HC1 - - R 7 000 000 R 7 000 000

Housing and

Human Settlement Project Linked Housing -

Acquisition Of Land

9.710868.2.005 R0 R0 R27,000,000 R27,000,000

60

3



Housing and

Human Settlement Project Linked Housing -

Acquisition Of Land

9.710868.2.005 R0 R0 R17,450,000 R17,450,000

Roads and Transport

Revitalisation of the City- Upgrading of Road from gravel to tar in Zithobeni Ward 102

9.712893.1.001.Z R0 R0 R10,000,000 R10,000,000

Roads and Transport

Upgrading of Road from gravel to tar in Ekangala (previously Ward 11 & 12) - Ward 103 & 104

9.712894.1.001.U R0 R0 R20,000,000 R20,000,000

Roads and Transport

Revitalisation of the City-Upgrading of Road from gravel to tar in Ekangala Ward 105 (prev 11&12)

9.712895.1.001.U R0 R0 R10,000,000 R10,000,000

Roads and Transport

Improvement of dirt road leading to Clover hill club, Bronkhortspruit dam

9.712947.1.001.B R0 R0 R2,500,000 R2,500,000

Roads and Transport

Revitalisation of the City- Development and Construction of Roads and Stormwater: Klerksdorp Industrial Site

9.713066.1.001.D R0 R0 R3,000,000 R3,000,000

Roads and Transport

Revitalisation of the City-Cleaning of the cadastral boundary, erecting of Clearview type fence with

9.713066.1.001.F R0 R0 R5,000,000 R5,000,000

Roads and Transport

Revitalisation of the City-Internal Routes in Rosslyn and Traffic signals

9.713066.1.001.I R0 R0 R2,100,000 R2,100,000

Roads and Transport

Revitalisation of the City-Development of Non-Motorised Transport Masterplan

9.713066.1.001.N R0 R0 R5,000,000 R5,000,000

Roads and Transport

Upgrade of Pretoria Station Taxi Rank- Dairy Mall Taxi Rank

9.713066.1.015. R0 R0 R10,000,000 R10,000,000

Roads and Transport

Revitalisation of the City-Doubling of Petroleum

9.713066.1.001.P R0 R0 R7,000,000 R7,000,000

61

4



Street

Roads and Transport

Rosslyn Intermodal hub 9.713066.1.015.R R0 R0 R10,000,000 R10,000,000

Roads and Transport

Revitalisation of the City-Taxi Holding areas within the Pretoria CBD

9.713066.1.015.T R0 R0 R20,000,000 R20,000,000

Roads and Transport


9.713066.1.015. R0 R0 R5,000,000 R5,000,000

Roads and Transport

Construction of an extended taxiway to provide for the further expansion of the airport tenants base.

New R0 R0 R5,500,000 R5,500,000

Roads and Transport - BRT


9.712591.1.002.2 R0 R10,000,000 R-4,000,000 R6,000,000



9.712591.1.002.4 R0 R1,521,759 R13,478,000 R14,999,759



9.712591.1.002.5 R0 R38,629,200 R8,043,000 R46,672,200



9.712591.1.002.B R0 R41,216,882 R-19,216,000 R22,000,882

Utility Services - Electricity


9.710178.2.005.D R0 R5,000,000 R2,000,000 R7,000,000



9.710178.2.005.E R0 R30,000,000 R6,000,000 R36,000,000



9.710178.2.005.G R0 R4,321,500 R5,000,000 R9,321,500


Revitalisation of the City- Monavoni 132/11KV Substation

9.712279.1.001.O - - R 20 000 000 R 20 000 000


Revitalisation of the City- Soshanguve 132/11KV Substation

9.712279.1.001.Q - - R 20 000 000 R 20 000 000

62

5




Revitalisation of the City- Soshanguve JJ 132/11 kV Substation (2 x 40MVA Power Transformers)

9.712279.1.001.S - - R 20 000 000 R 20 000 000


Township Water Services Developers: Tshwane Contributions (City Wide)

9.710022.1.015.T - - R 2 000 000 R 2 000 000


Revitalisation - Replacement, Upgrade, Construct Waste water

9.710411.1.001 - - R 5 000 000 R 5 000 000


Upgrading and construction of Waste Water Treatment Works : Temba and Babelegi

9.710411.1.015.N.I - - R 13 000 000 R 13 000 000


Temba water purification plant- phase 6

9.710878.2.015 - - R 31 000 000 R 31 000 000


Refurbishment of Water Networks and Backlog Eradication : Soshanguve DD to Stinkwater Extension 2 - 8

9.710878.2.015 - - R 4 650 000 R 4 650 000


Mabopane bulk pipeline Chambers and appurtenant works

9.710878.2.015.M - - R 8 000 000 R 8 000 000


Replacement Of Sewers 9.711404.2.015 - - R 8 000 000 R 8 000 000


Replacement of Sewers : Kaalplaasspruit and Rooiwal Sewer Siphon.

9.711404.2.015 - - R 500 000 R 500 000


Revitalisation of the City-Babelegi Reservoir 2 Completion

9.712142.1.001.A - - R 12 000 000 R 12 000 000


Refurbishment of the Magaliesberg reservoirs

9.712534.1.015. - - R 4 200 000 R 4 200 000


Klip-Kruisfontein Bulk water pipeline

9.712534.1.015. - - R 600 000 R 600 000


Mabopane water reticulation and bulk pipeline

New - - R 2 000 000 R 2 000 000

63

6




Formalisation of Informal Settlements

9.712970.1.015 - - R 37 410 000 R 37 410 000


Bulk Water Pipeline Wonderboom

New - - R 800 000 R 800 000


Garsfontein pipe reinforcement

New - - R 3 140 000 R 3 140 000


Annlin Reservoir Extension

New - - R 3 000 000 R 3 000 000


Capital Movables New - - R 50 000 R 50 000

64

1

ANNEXURE “C”

Adjusted 2017/18 Capital Works Plan

Department

Project Name

Project Number

Project objective

Annual Delivery Target

Region

Ward

New Renewal

Budget 2017/2018

Adjustments Adjusted Budget 2017/2018

Remaining budget to be allocated

Adjusted Budget Q3 2018

Adjusted Milestone Q3 2018



Phases

City Manager

(VPUU) Mamelodi East Walkways

9.712533.1.001.N

Construction of Mamelodi East Walkways

TBD 6 10 New R10,000,000 R0 R10,000,000 R10,000,000 R0 None R10,000,000 TBD Construction

City Manager

Implementation of Tsosoloso Programme

9.712533.1.003.O

Implementation of projects approved by National Treasury

100% Complete (25 km)

City Wide

City Wide

New R20,000,000 R0 R20,000,000 R20,000,000 R10,000,000 60% excavation (15 km),50% subgrade compaction (12.5 km), 30% subbase (7.5 km), 30% concrete works (7.5 km)

R10,000,000 100% Complete (25 km)

Construction

City Manager

Capital Movables

9.712930.1.007.C

Procurement of computer and equipment

Procurement of computer equipment for the OEM

Admin

Admin

New R0 R431,630 R431,630 R431,630 R200,000 Computer Equipment for the OEM

R231,630 Computer Equipment for the OEM

Procurement


Suurman Library

9.710101.1.015.S

Replacement ceiling at existing library

Installation of replacement ceiling and handover

2 8 Renewal

R0 R1,200,000 R1,200,000 R1,200,000 R0 Advertise specification for replacement of new ceiling

R1,200,000 Installation of replacement ceiling and handover

Project Complete


Upgrading of HM Pitje Stadium

9.710692.2.015.S

Construction of HM Pitje Stadium

Detail design for new stadium

6 67 Renewal

R1,000,000 R0 R1,000,000 R1,000,000 R0 Detail design for new stadium

R1,000,000 Detail design for new stadium

Design


Lotus Gardens Multi-Purpose Sport Facility

9.712260.1.015.L

Construction of 5 Ha Community Centre and Multi-purpose sport facility at Lotus Gardens

Finalise outstanding contractor payment

3 7 New R0 R600,000 R600,000 R600,000 R0 Finalise outstanding contractor payment

R600,000 Finalise outstanding contractor payment

Project Complete

65

2

Department

Project Name

Project Number

Project objective


Region

Ward

New Renewal

Budget 2017/2018







Phases


Capital Moveable's

9.712773.1.007.C

Procurement of books, office furniture and equipment

Procurement as per selection list. Based on availability of library books. Further procurement of library furniture and IT equipment

Admin

Admin

New R200,000 R0 R200,000 R200,000 R0 Procurement as per selection list. Based on availability of library books. Further procurement of library furniture and IT equipment.

R200,000 Procurement as per selection list. Based on availability of library books. Further procurement of library furniture and IT equipment

Procurement


Capital Movables

9.712773.1.013.C

Procurement of books, office furniture and equipment

Procurement as per selection list. Based on availability of library books. Further procurement of library furniture and IT equipment

Admin

Admin

New R9,507,000 R-2,494,049 R7,012,951 R7,012,951 R1,000,000 Procurement as per selection list. Based on availability of library books. Further procurement of library furniture and IT equipment.

R6,012,951 Procurement as per selection list. Based on availability of library books. Further procurement of library furniture and IT equipment

Procurement


Upgrading of Pilditch Stadium

9.712878.1.015.P

Upgrading of existing Sport Stadium

Procurement of service provider and site establishment

3 59 Renewal

R0 R10,000,000 R10,000,000 R10,000,000 R0 Submission of draft tender to Bid Spec Committee

R10,000,000 Procurement of service provider and site establishment

Design


Upgrading of Zithobeni Sport Stadium

9.712883.1.015.Z


Finalise outstanding consultant payments

7 0 Renewal

R0 R410,000 R410,000 R410,000 R0 Finalise outstanding consultant payments

R410,000 Finalise outstanding consultant payments

Project Complete

Community and Social Development

New Ga-Rankuwa Library

9.712910.1.015.G

Provision of new library

Finalise outstanding contractor payments

1 30 New R0 R9,200,000 R9,200,000 R9,200,000 R0 Submission of outstanding contractor payments

R9,200,000 Finalise outstanding contractor payments

Project Complete

66

3

Department

Project Name

Project Number

Project objective


Region

Ward

New Renewal

Budget 2017/2018







Phases

Services


Upgrading of Caledonian Stadium (Inner City Park)

9.712915.1.015.C

Upgrading of Caledonian Stadium

Payment of the Professional Services for the detail design of the Caledonian Stadium

3 81 Renewal

R32,000,000 R-23,422,861 R8,577,139 R3,200,000 R0 Submit report to EAC to increase project scope of work after detail design was completed previously

R3,200,000 Payment of the Professional Services for the detail design of the Caledonian Stadium

Design


Upgrade Refilwe Stadium

9.712916.1.015.R


Site establishment and commence with bulk earthworks. Commence with installation of bulk services.

5 100 Renewal

R15,000,000 R-6,500,000 R8,500,000 R16,950,000 R1,000,000 Adjudication of tender and final approval.

R15,950,000 Site establishment and commence with bulk earthworks. Commence with installation of bulk services.

Construction


Greening of Sports fields

9.712941.1.015.G

Upgrading of sport fields

Finalise outstanding contractor payments

City Wide

City Wide

New R0 R1,000,000 R1,000,000 R1,000,000 R0 Submission of outstanding contractor payments

R1,000,000 Finalise outstanding contractor payments

Project Complete



9.712948.1.017.H

Sustainable Communities with Clean, Healthy and Safe Environmental and Integrated Social Services

Project completion and handover.

2 49 New R11,000,000 R10,000,000 R21,000,000 R13,549,187 R3,500,000 Commence with first coat painting, glazing, sanitary fittings, electrical and mechanical final fix for Administration Building, Early Childhood Development Centre, Adult Community Centre and Guard Hut. Completion of roof structure.

R10,049,187 Project completion and handover.

Project Complete

67

4

Department

Project Name

Project Number

Project objective


Region

Ward

New Renewal

Budget 2017/2018







Phases

Commence with landscaping.


Social Development center in Winterveldt

9.712954.1.017.W

To have a development centre


1 94 New R11,000,000 R10,000,000 R21,000,000 R10,946,895 R3,992,735 Commence with first coat painting, glazing, sanitary fittings, electrical and mechanical final fix for Administration Building, Early Childhood Development Centre, Adult Community Centre and Guard Hut. Completion of roof structure.

Commence with landscaping.


Project Complete


Social Development centre in Mabopane

9.712955.1.017.M

To have a development centre


1 21 New R12,000,000 R10,000,000 R22,000,000 R16,954,160 R4,500,000 Commence with first coat painting, glazing, sanitary fittings, electrical and mechanical final fix for Administration Building, Early Childhood Development Centre, Adult Community Centre and Guard Hut. Completion of roof structure. Commence with landscaping.


Project Complete

68

5

Department

Project Name

Project Number

Project objective


Region

Ward

New Renewal

Budget 2017/2018







Phases



New Sustainable Communities with Clean, Healthy and Safe Environmental and Integrated Social Services


2 49 New R0 R2,293,422 R2,293,422 R2,293,422 R0 Commence with first coat painting, glazing, sanitary fittings, electrical and mechanical final fix for Administration Building, Early Childhood Development Centre, Adult Community Centre and Guard Hut. Completion of roof structure. Commence with landscaping.


Project Complete

Comm

unity Safety

Renovation

& Upgrading Of Facilities

9.71145

5.1.015.R

Renovation

and upgrading of Emergency Services Stations

Supply and

delivery of 1x Medical waste container, Emergency power supply system, Supply and installation of roller-shutter doors at identified stations and Appointment of Principle

Agent: responsible for various project deliverables ( Alterations/Upgrading of Temba Station, Wonderboom ES Station: Additional carports and paving, Centurion ES Station: Fitting rooms male/female and shelving in uniform store, New lockers:

2,3,

4,5,6,7

100

,104,105,43,50,53,57,58,60,70,82,83,92

Ren

ewal

R5,000,000 R0 R5,000,000 R4,294,511 R1,127,580 Installation of

roller-shutter doors. Payment of professional fees.

R3,166,931 Payment

of contractor for work done as per prioritised project deliverables. Payment of professional fees.

Constr

uction

69

6

Department

Project Name

Project Number

Project objective


Region

Ward

New Renewal

Budget 2017/2018







Phases

Temba, Jabulani, Centurion, Canteen sets at all stations, New air-cons and Pieter Delport: Office partitioning, tiling of all offices )

Community Safety

Purchasing of Policing Equipment

9.712500.1.015.A

Procurement of Metro Police equipment to capacitate Metro Police officers to perform their duties as law enforcement officers to protect the residents of Tshwane

Procurement of approximately: 1081 x Tetra Radios 4 x Kudu Lawn Mowers 20 x GPS Devices 10 x Dash Cameras 12 x Brush Cutters 12 x Backpack Blowers 40 x Bullet Traps 1 x Franking Machine 1 x Industrial Shredder 2 x IT Servers 70 x Mini Emergency Warning Systems (Mini Light Bars) 10 x Halligan Tool 10 x Battering Ram

Admin

Admin

New R13,000,000 R0 R13,000,000 R13,000,000 R13,000,000 Procurement, delivery and invoice of Tetra radios Franking Machine, Industrial Shredder, Mini Light bars Policing equipment

R0 Project complete for 2017/18 financial year

Project Complete

70

7

Department

Project Name

Project Number

Project objective


Region

Ward

New Renewal

Budget 2017/2018







Phases

Community Safety

Disaster risk management tools and equipment (Emergency Services Tools and Equipment)

9.712587.1.015.D

Purchase of Emergency Services Tools and Equipment

Purchase structural firefighting suits, Purchase carb cutters, Purchase skid units, Purchase washing machines, Purchase radiation meters, Supply and delivery of Breathing apparatus equipment. Supply and delivery of TETRA communication equipment.

3 60 Renewal

R3,000,000 R0 R3,000,000 R1,689,773 R1,567,729 Supply and delivery of Breathing apparatus equipment. Supply and delivery of TETRA communication equipment

R122,044 Supply and delivery of medical equipment

Procurement

Community Safety

Capital Movables

9.712765.1.007.C

Procurement of capital movables assets as requested

Purchase of 1x Fridge, 1x Fluke tester, 1x Laptop, 5x Printers, 1x Rectifier cabinet, 2x 22’’ Screens, 1x LED TV, 1X Tone set tester and movable assets for the Disaster Operations

Centre.

Admin

Admin

New R250,000 R0 R250,000 R40,269 R40,269 Purchasing of movable assets for the Disaster Operations Centre.

R0 None Procurement

Community Safety

Construction of Emergency Services Station Mamelodi 2

9.713052.1.001.S

Construction of a fully equipped Emergency Services Station.

Appointment of a professional team for the construction of a new Emergency Services Station in Mamelodi. Payment of professional fees.

6 28,6

New R2,000,000 R0 R2,000,000 R1,705,182 R650,000 Payment of professional fees

R1,055,182 Payment of professional fees

Planning


Call centre furniture and equipment

9.713025.1.015.C

The upgrading of Cal centre's

Procurement of furniture and equipment

Admin

Admin

New R1,550,000 R0 R1,550,000 R1,080,544 R462,592 Procurement of furniture and office supplies

R617,952 Procurement of furniture and office supplies

Procurement

71

8

Department

Project Name

Project Number

Project objective


Region

Ward

New Renewal

Budget 2017/2018







Phases


Construction Centurion Call Centre Chill Room

9.713026.1.015.C

Construction of Centurion Call Centre Chill area

Construction of chill area & procurement of area equipment and supplies

Admin

Admin

New R500,000 R0 R500,000 R500,000 R500,000 No activity R0 None Construction


Call Centre - IT Equipment

9.713027.1.015.I

Upgrading & acquiring Call Centre systems, consumables & equipment's - IT related

Replacement of IT equipment& Procurement of supplies

Admin

Admin

New R1,150,000 R0 R1,150,000 R761,946 R301,905 Replacement of IT equipment& Procurement of supplies

R460,041 Replacement of IT equipment& Procurement of supplies

Procurement



9.713028.1.001

Optmization of SAP CRM system

TBD Admin

Admin

New R0 R10,000,000 R10,000,000 R10,000,000 R0 TBD R10,000,000 TBD Procurement



9.713028.1.015.S

Optimization of Call centres


Admin

Admin

New R6,800,000 R0 R6,800,000 R1,748,096 R0 SAP Hybris & QA Systems

R1,748,096 QA ; Work Force Management (WFM ) & Queue Management systems

Procurement


Upgrading And Extension Of Market Facilities

9.710276.1.015.U

Upgrading and extension of market facilities

Completed perimeter walls, server room and fencing.

3 60 Renewal

R2,500,000 R0 R2,500,000 R2,048,508 R313,040 Installed data loggers. Appointed contractor for road maintenance/ upgrading. Installed motors and pumps for the ripening centre. Appointed consultant for various designs of smaller works.

R1,735,468 Completed designs and documentation for smaller works. Completed resurfaced road surfaces.

Design

Economic Development and

Capital Movables

9.712751.1.007.C



3 58 New R450,000 R0 R450,000 R426,010 R96,000 Procure various operational assets with lifespan > R30 000.

R330,010 Procurement of furniture and office machines,

Procurement

72

9

Department

Project Name

Project Number

Project objective


Region

Ward

New Renewal

Budget 2017/2018







Phases

Spatial Planning

as requested.


Upgrading of the market trading system

9.712868.1.015.C

Development and installation of new sales system at the market

Completed and implemented sales system.

3 60 Renewal

R4,000,000 R0 R4,000,000 R4,000,000 R850,000 Completed assessment of the new sales system. Phase 2 of the Wi-Fi system commenced. Specifications of backup server rooms completed.

R3,150,000 Completed server rooms in Hall B and Security Offices. Completed Phase 2 Wi-Fi system. New hardware, such as new terminals and servers

procured.

Project Complete


Business Process Outsourcing (BPO) Park Construction

9.712977.1.015.C

Job Creation, Investment Attraction, Skills, SMME and Infrastructure development,

Phase 1: Construction of one new 500 seater buildings, improved bulk infrastructure and external works. Intended deliverables to complete phase 1: one 500 seater building, guard house and visitors centre, sundry site works, taxi and bus terminal, car ports, civil furniture and fittings, irrigation, taxi and bus terminal.

2 49 New R50,000,000 R6,900,000 R56,900,000 R56,900,000 R28,258,372 Building 1 & 2: Construction continued - Structure – 2nd floor, Roof, Stairs, Building Trades and Finishes, External Works – General site landscaping, Roads, IT installation commence.

R28,641,628 Building 1 & 2: Continued, Building Trades and Finishes, Facades – West, East, North, South, External Works – General site landscaping, Roads, IT installation.

Construction

Economic Development and

Inner City Regeneration: Civic and Northern

9.713023.1.021.I

The Inner City Regeneration of Civic and

TBD 3 58 New R20,664,650 R0 R20,664,650 R20,664,650 R5,166,163 Roads and Transport implementation of design guidelines.

R15,498,487 Roads and Transport implementation of

Design

73

10

Department

Project Name

Project Number

Project objective


Region

Ward

New Renewal

Budget 2017/2018







Phases

Spatial Planning

Gateway Precincts

Northern Gateway Precincts

Construction of 4 km walkways.

design guidelines. Construction of 12 km walkways.


Rosslyn Urban Realm Upgrade and Multi Modal Interchange

9.713023.1.021.R

To upgrade the Multi Modal Interchange of Rosslyn Urban Realm

TBD 1 4 new R12,000,000 R0 R12,000,000 R12,000,000 R3,000,000 Roads and Transport implementation of design guidelines. Construction of 2 km walkways.

R9,000,000 Roads and Transport implementation of design guidelines. Construction of 6 km walkways.

Design


Atmospheric Pollution Monitoring Network

9.711562.1.015.A

Monitoring of Atmospheric Pollution

*Installation of O3, SO2 CO for: Olievenhoutbosch, Pretoria West and Mamelodi stations. Also delivery of the vehicle emission monitor. *Air quality calibrator and zero air system to be delivered. *Final payment, project complete.

1,7 103,29,4

New R3,000,000 R0 R3,000,000 R1,199,912 R900,000 Procurement R299,912 *Installation of O3, SO2 CO for: Olievenhoutbosch, Pretoria West and Mamelodi stations. Also delivery of the vehicle emission monitor. *Air quality calibrator and zero air system to be delivered. *Final payment, project complete.

Procurement

74

11

Department

Project Name

Project Number

Project objective


Region

Ward

New Renewal

Budget 2017/2018







Phases


Upgrading of Resorts and reserves of security infrastructure

9.713024.1.015.R

The project needs to be implemented to improve security at Reserves and Resorts for personnel and users of the facility, it is currently major public issue.

Upgrade security measures Rietvlei, Moretele, Ga Mothakga, Die draai, Kwagga spruit, Derde poort, Klipkruis fontein.

7, 6, 3

91,105,63

Renewal

R4,500,000 R2,300,000 R6,800,000 R6,789,736 R2,100,000 Appoint a vendor for the installing Trellis doors and Alarm systems at Rietvlei and Moretele resort and high mast Klip Kruisfontein

R4,689,736 Appoint a vendor for the building of perimeter wall at Ga Mothakga swimming pool and fence for the Resort, fence Die Draai, Kwagga and Derdepoort Resorts

Procurement


Furniture and equipment for overnight accommodation at Resorts

9.713040.1.015.R

Upgrading of Resorts

Equip and do repair work at 23 chalets, Moretele Park ResortEquip Youth camp, Moretele Park ResortEquip Groenkloof guest house.

6, 4 91,59,66,79,65,

Renewal

R5,000,000 R-2,300,000 R2,700,000 R2,700,000 R2,700,000 Delivery of furniture and equipment for Rietvlei chalets and youth camp, Moretele Resort chalets, Derdepoort youth camp and conference facility, JoosBeckker overnight rooms and cabins

R0 Project completed

Procurement


Development of waste transfer stations - New site for Bronkhorstspruit

9.713043.1.015.D

Erection of fence at Bronkhorstspruit transfer station

Develop waste transfer station in Bronkhorstspruit on new site

7 105 Renewal

R1,000,000 R-500,000 R500,000 R500,000 R0 Supply chain process

R500,000 Develop waste transfer station in Bronkhorstspruit on new site

Project Complete


Provision of burial facilities

9.713044.1.015.B

To make the cemetery accessible / boundary wall to secure the cemetery from encroachment.

1. Klip-Kruisfontein cemetery: Construction of second access gate 2. Tshwane North Cemetery: Construction of Road 3. Hatherley cemetery: Installation of

2 95 New R5,000,000 R0 R5,000,000 R5,000,000 R3,200,000 Installations of cemetery name boards

R1,800,000 Completion and Payment of Construction of Road at Tshwane north Cemetery

Project Complete

75

12

Department

Project Name

Project Number

Project objective


Region

Ward

New Renewal

Budget 2017/2018







Phases

palisade fence 4. Installations of name boards: Installation of name boards at 35 cemeteries


Provision of waste containers

9.713045.1.015.W

Provision of 240l waste containers for refuse removal

Procure and distribute 8 296 bins July - December 2017. Procure and distribute 3,704 240 lt bins January - June 2018. Procure and distribute recycling bins at 57 buildings and 50 schools.

City Wide

City Wide

Renewal

R9,000,000 R0 R9,000,000 R6,875,500 R3,437,750 Procure 240 liter house hold bins for Regions 2 and 5. Procure recycling bins. Distribution of bins as per assessment at 57 buildings and 50 schools.

R3,437,750 Procure 240 liter house hold bins for Regions 7 and 3. Distribution of bins.

Procurement


Upgrade of access control at waste disposal sites

9.713046.1.015.U

Better access control in order to comply with permit conditions

Complete fence project Soshanguve landfill site and upgrade Bronkhorstspruit landfill site

6, 7 106, 40

Renewal

R5,000,000 R0 R5,000,000 R4,935,470 R3,000,000 Upgrade of Bronkhorstspruit landfill site

R1,935,470 Upgrade of fence Soshanguve landfill site

Construction


Inner-city rejuvenation project for recyclers

New Rejuvenation of inner-city

Complete inner-city rejuvenation project

3 6 New R0 R500,000 R500,000 R500,000 R0 Supply chain process

R500,000 Complete inner-city rejuvenation project

Project Complete

GICT Upgrade of IT Networks

9.710200.1.015.I

Upgrading of network sites

Upgrading of network sites

Admin

Admin

New R15,000,000 R0 R15,000,000 R15,000,000 R11,000,000 10 Buildings on the network upgraded

R4,000,000 5 buildings network upgraded

Procurement

GICT One Integrated Transaction Processing System

9.710213.1.015.O

Optimisation of current SAP environment

Optimisation of current SAP environment

Admin

Admin

New R20,000,000 R0 R20,000,000 R20,000,000 R11,293,549 SLO, E-Recruitment and SWA- SAP

R8,706,451 CRM - Preparation and Go-live; ESRI/Clicksoft Integration

Procurement

76

13

Department

Project Name

Project Number

Project objective


Region

Ward

New Renewal

Budget 2017/2018







Phases

GICT Computer Equipment Deployment - End user computer hardware equipment

9.710268.1.015.C

Deployment of computer Equipment

Deployment of computer Equipment

Admin

Admin

New R10,500,000 R0 R10,500,000 R7,681,654 R5,506,348 153 laptops, 230 desktops and 3 projectors

R2,175,306 50 Laptops and 100 Desktops

Procurement

GICT Implementation Of Storage Area Network

9.710344.1.015.I

Additional storage of data


Admin

Admin

New R15,000,000 R0 R15,000,000 R15,000,000 R15,000,000 Server and storage equipment procured and implemented

R0 Server and storage equipment procured and implemented

Procurement

GICT E-Initiative Supporting the Smart City

9.712554.1.015.E

Rationalisation of 1 ICT application

Rationalisation of 1 ICT application

Admin

Admin

New R13,000,000 R0 R13,000,000 R13,000,000 R6,045,042 Indigent Management Solution Enhancement

R6,954,958 Automation of two business processes

Procurement

GICT Disaster Recovery System Storage

9.712950.1.015.D



Admin

Admin

New R10,000,000 R0 R10,000,000 R10,000,000 R10,000,000 Server and storage equipment procured and implemented

R0 Server and storage equipment procured and implemented

Procurement

GICT BPC and SCOA

9.712961.1.015.B

The customising of Sap to be Mscoa compliant

Final Preparation and Go-Live and Support

Admin

Admin

New R0 R10,000,000 R10,000,000 R10,000,000 R3,477,543 Preparation and Blueprint

R6,522,457 Final Preparation and Go-Live and Support

Procurement

GICT Credit Control Solution

9.712969.1.015.C

Integrating Credit Control Solution and Meter Reading Platform to GIS

Integrating Credit Control Solution and Meter Reading Platform to GIS

Admin

Admin

New R10,000,000 R0 R10,000,000 R10,000,000 R10,000,000 Procurement of Desktops, Cradles and Devices

R0 None Procurement

Group Audit & Risk

Insurance replacements (CTMM Contribution)

9.712449.1.001.A

Insurance replacements

Replacement of insurance claims

Admin

Admin

New R8,000,000 R1,000,000 R9,000,000 R8,437,622 R4,000,000 Replacement of Capital Assets

R4,437,622 Replacement of Capital Assets

Procurement

Group Audit & Risk


9.712450.1.001.B


Replacement of insurance claims

Admin

Admin

New R0 R5,000,000 R5,000,000 R5,000,000 R2,500,000 Replacement of Vehicles

R2,500,000 Replacement of Vehicles

Procurement

77

14

Department

Project Name

Project Number

Project objective


Region

Ward

New Renewal

Budget 2017/2018







Phases

Group Financial Services

Buildings & Equipment (security at the stores)

9.712444.1.015.B

Upgrading of Security a stores

Strengthen security at stores

Admin

Admin

Renewal

R10,000,000 R0 R10,000,000 R10,000,000 R10,000,000 procurement and installation safes and strong doors

R0 Project completed no activities taking place

Project Complete


Capital movables

9.712755.1.007.C

Procurement of furniture & equipment

Operational request ensuring that the department has furniture

Admin

Admin

New R500,000 R0 R500,000 R500,000 R500,000 procure identified furniture


Procurement


Handheld terminals and battery charges

9.712997.1.015.H


Ensure that revenue management is operational

Admin

Admin

New R5,000,000 R0 R5,000,000 R5,000,000 R5,000,000 Procurement of handheld terminal


Procurement


Fuel Assets Underground Tanks

9.713035.1.015.F

Buying back underground tanks used for fuel

Buying back of tanks

Admin

Admin

New R7,000,000 R0 R7,000,000 R7,000,000 R7,000,000 payments to buy back the tanks


Procurement


MSCOA Automation

9.713036.1.015.M

Comply with regulation changes

TBD Admin

Admin

Renewal

R28,000,000 R-10,000,000 R18,000,000 R18,000,000 R0 None R18,000,000 TBD Procurement


Renovation of Record Management

9.713059.1.015.R

Improvement of record management system

Renovation of record management

Admin

Admin

Renewal

R5,000,000 R0 R5,000,000 R5,000,000 R5,000,000 start to rebuild the record management room


Procurement


Renovation of Tender Advise Center Office

9.713060.1.015.T

Upgrading of Tender Advice Center Office

Renovation of tender advertisement centre

Admin

Admin

Renewal

R5,000,000 R0 R5,000,000 R5,000,000 R5,000,000 procurement and installation of perforating machine, Binding machines big scanners


Procurement


Record Management

9.713061.1.015.R

Procurement of record management equipment

Ensuring that record management is operational

Admin

Admin

New R2,000,000 R0 R2,000,000 R2,000,000 R2,000,000 Procurement of record management equipment


Procurement

78

15

Department

Project Name

Project Number

Project objective


Region

Ward

New Renewal

Budget 2017/2018







Phases


Turnaround of Municipal Water Service - Reduction of Water losses

9.713063.1.015.T

Reduction of water losses

Phased implementation of feasibility study of project identified

Admin

Admin

Renewal

R58,000,000 R-48,000,000 R10,000,000 R10,000,000 R0 Phased implementation of feasibility study of project identified

R10,000,000 Phased implementation of feasibility study of project identified

Procurement


Tshwane Leadership and Management Academy (City Wide)

9.712953.1.020.T

Project: Procurement of training machinery

Delivery of furniture and equipment. Completed geotechnical site survey

Admin

Admin

Renewal

R6,000,000 R-1,100,000 R4,900,000 R4,900,000 R4,100,000 Procurement of Furniture and equipment

R800,000 Procurement of Furniture and equipment

Procurement


Capital Movables

9.713064.1.007.C

Procurement of Furniture and Office machines

TECO all procured assets

Admin

Admin

New R200,000 R0 R200,000 R33,483 R33,483 None R0 None Procurement

Group Legal & Secretariat Services

Capital Movables

9.712924.1.007.C


Procurement of furniture and office machines as requested

Admin

Admin

New R100,000 R0 R100,000 R100,000 R45,000 Procurement of furniture and office machines as requested

R55,000 Procurement of furniture and office machines as requested

Procurement


Capital Movables

9.713065.1.007.C

Procurement of workshop Machinery

Procurement of workshop Machinery

Admin

Admin

New R200,000 R-100,000 R100,000 R100,000 R100,000 Procurement of workshop Machinery

R0 Procurement of workshop Machinery

Procurement

Health Upgrading Of Clinic Dispensaries

9.712278.1.015.A

Ensure Sustainable, Safer Cities and Integrated Social Development

Complete the construction of the clinic dispensaries at Phahameng Clinic

6 18 New R5,000,000 R2,500,000 R7,500,000 R5,809,742 R2,685,408 Construction: start with ceilings, partitions and access

R3,124,334 Construction: Complete snag list and handover site to the client

Project Complete

Health Refurbishment of Rayton Clinic

9.712684.1.015.R

To develop health services infrastructure, Primary Health Care clinic, in compliance with relevant legislation

Masonry completed

5 100 New R6,700,000 R0 R6,700,000 R2,415,451 R1,500,000 Construction: continue with masonry

R915,451 Construction: finalise masonry

Construction

79

16

Department

Project Name

Project Number

Project objective


Region

Ward

New Renewal

Budget 2017/2018







Phases

Health Capital Movables

9.712756.1.007.C


Receive all furniture and office machines as ordered

Admin

Admin

New R300,000 R826,658 R1,126,658 R1,051,814 R225,156 Procurement of furniture and office machines as requested


Procurement

Health Extension of Rosslyn Clinic

9.713048.1.015.R


Receive final Bill of Quantity

1 4 New R2,000,000 R-1,500,000 R500,000 R500,000 R100,000 Approval of architectural drawings

R400,000 Finalise analysis of the Bill of Quantity in conjunction with the architectural drawings

Design

Health New Clinic Lusaka

9.713049.1.015.L


Receive final Bill of Quantity

6 40 New R1,500,000 R-1,000,000 R500,000 R500,000 R100,000 Approval of architectural drawings

R400,000 Finalise analysis of the Bill of Quantity in conjunction with the architectural drawings

Design


Booysens ext Bulk water

9.710863.2.001

Quality services, infrastructure & sustainable human settlements.

Practical Completion, Attending to Snags & final Completion

3 55 New R0 R17,000,000 R17,000,000 R17,000,000 R0 None R17,000,000 Testing, Backfilling, Practical Completion, Attending to Snags & final Completion

Project Complete


Zithobeni 8&9 - Bulk water main line

9.710863.2.005.E


3,5 KM 7 102 New R15,000,000 R0 R15,000,000 R15,000,000 R3,750,000 Construction of bulk water main line.

R11,250,000 Attending to snags & final completion

Planning


Water provision - Chantel x39

9.710863.2.005.I


2,5 KM 1 4 New R4,691,297 R0 R4,691,297 R4,691,297 R0 Backfilling and chamber installation

R4,691,297 Attending to snags & final completion

Project Complete

80

17

Department

Project Name

Project Number

Project objective


Region

Ward

New Renewal

Budget 2017/2018







Phases


Fortwest 4&5 - Bulk water reservoir

9.710863.2.005.J

No Budget No Budget Region 3

7 New R0 R4,500,000 R4,500,000 R4,500,000 R0 0 R0 R0.00 No Budget


Water provision - Hammanskraal ext 10

9.710863.2.005.K


TBD 2 73 New R25,000,000 R0 R25,000,000 R25,000,000 R6,250,000 Backfilling & testing

R18,750,000 Final completion

Project Complete


Water provision - Kopanong phase 2

9.710863.2.005.L


Completion of Kopanong phase 2

1 20 New R0 R2,000,000 R2,000,000 R2,000,000 R2,000,000 Back Filling R0 Final completion

Project Complete


Refilwe Manor Pump stations

9.710863.2.005.M


Two pump stations

5 100 New R22,000,000 R0 R22,000,000 R953,669 R0 Electrical works R953,669 Practical completion stage

Project Complete


Water provision - Mabopane Ext 1

9.710863.2.005.N

Water reticulation

500 stands provided with water reticulation

1 22 New R26,000,000 R0 R26,000,000 R12,448,365 R3,112,091 Backfilling and testing


Project Complete

Housin

g and Human Settlement

Water

provision - Zithobeni Heights Phase 1

9.71086

3.2.005.O

Quality

services, infrastructure & sustainable human settlements.

Water reservoir 7 102 New R42,000,000 R0 R42,000,000 R25,678,567 R12,839,284 Electrical Fittings R12,839,284 Final

Completion

Projec

t Complete


Water provision - Mabopane EW

9.710863.2.005.P


Practical completion

1 22 New R0 R2,691,297 R2,691,297 R2,691,297 R2,691,297 Backfilling and testing

R0 Practical completion

Project Complete

81

18

Department

Project Name

Project Number

Project objective


Region

Ward

New Renewal

Budget 2017/2018







Phases


Refilwe Manor 10ml reservoir

9.710863.2.005.R


10MLreservoir 5 100 New R42,000,000 R3,000,000 R45,000,000 R39,174,225 R19,388,724 Construction of valve chamber, foundation formwork, reinforcement and fittings

R19,785,501 Practical Completion, Attending to Snags & Final Completion

Project Complete


Water provision - Winterveldt

9.710863.2.005.S


400 stand connections.

1 19 New R25,000,000 R0 R25,000,000 R25,000,000 R6,250,000 Construction of house connections & fire hydrants.

R18,750,000 03 June - Attending to snags & final completion

Project Complete


Temba View X1 - Bulk line connection

9.710863.2.005.T


2,25 KM 2 49 New R25,000,000 R0 R25,000,000 R25,000,000 R12,500,000 Construction of house connections

R12,500,000 Attending to snags and final completion

Project Complete


Water provision - Rama City

9.710863.2.005.U

Quality services , infrastructure & sustainable human settlements.

400 water stands connections

1 32 New R21,000,000 R0 R21,000,000 R13,261,335 R3,312,834 Backfilling and testing


Project Complete


Water provision - Zithobeni 8&9

9.710863.2.005.Z


100 stand connections.

7 102 New R5,500,000 R0 R5,500,000 R2,149,982 R0 Testing & backfilling.

R2,149,982 Project completed

Project Complete


Olievenhoutbosch Bulk Water

9.710863.2.015.B


Testing, Backfilling, Practical Completion, Attending to Snags & final Completion

4 77 New R0 R9,512,861 R9,512,861 R9,512,861 R4,756,430 Setting out, excavations & bedding

R4,756,431 Testing, Backfilling, Practical Completion, Attending to Snags & final Completion

Project Complete


Tswaing Pump Station

9.710864.2.005.A

Construction of a pump station at Tswaing

Approved designs

1 0 New R0 R4,000,000 R4,000,000 R4,000,000 R0 preliminary & detailed designs

R4,000,000 Approved designs

Design

82

19

Department

Project Name

Project Number

Project objective


Region

Ward

New Renewal

Budget 2017/2018







Phases


Booysens ext Bulk Sewer

9.710864.2.005.B


2,5 KM 3 55 New R17,000,000 R0 R17,000,000 R9,468,877 R2,367,219 Setting out, excavations & bedding

R7,101,658 Testing, Backfilling, Practical Completion, Attending to Snags & final Completion

Project Complete


Sewer provision - Chantelle x39 Bulk

9.710864.2.005.D


3.7km of bulk sewer line

1 4 New R7,175,471 R0 R7,175,471 R7,175,471 R7,175,471 Back Filling R0 Final Completion

Project Complete


Sewer provision - Mabopane EW

9.710864.2.005.E



1 22 New R0 R1,875,471 R1,875,471 R1,875,471 R0 Backfilling and testing

R1,875,471 Practical completion

Project Complete


Sewer provision - Fortwest 4&5

9.710864.2.005.F


TBD 3 77 New R0 R4,500,000 R4,500,000 R4,500,000 R0 TBD R0 TBD No Budget


Sewer provision - Hammanskraal ext 10

9.710864.2.005.I


TBD 2 73 New R25,000,000 R0 R25,000,000 R25,000,000 R12,500,000 Backfilling & testing


Project Complete


Sewer provision - Kopanong Ext 1 Phase 2

9.710864.2.005.J


TBD 1 20 New R0 R1,200,000 R1,200,000 R1,200,000 R0 None R1,200,000 TBD Construction


Sewer provision - Kudube 9 Bulk sewer line

9.710864.2.005.K


4 Km 2 74 New R40,000,000 R6,066,464 R46,066,464 R23,981,704 R5,995,426 Attending to snags


Project Complete

83

20

Department

Project Name

Project Number

Project objective


Region

Ward

New Renewal

Budget 2017/2018







Phases


Sewer provision - Kudube 9 Pump stations

9.710864.2.005.M


1 Pump Station 2 74 New R30,000,000 R0 R30,000,000 R30,000,000 R7,500,000 Electrical Fittings R22,500,000 Final Completion

Project Complete


Sewer provision - Mabopane Ext 1

9.710864.2.005.N


500 stand connections

1 22 New R26,000,000 R0 R26,000,000 R12,448,365 R0 Testing & Backfilling

R12,448,365 Final Completion

Project Complete


Sewer provision - Rama City

9.710864.2.005.O



1 32 New R21,000,000 R0 R21,000,000 R3,591,955 R0 Construction of house connections


Project Complete


Sewer provision - Zithobeni Heights Phase 2

9.710864.2.005.R


Final Completion

7 102 New R0 R6,800,000 R6,800,000 R6,800,000 R2,266,666 Attending to snags

R4,533,334 Final Completion

Project Complete


Winterveldt bulk sewer

9.710864.2.005.T


7 KM 1 24 New R66,000,000 R0 R66,000,000 R60,927,670 R24,371,068 Construction of bulk sewer line


Project Complete


Winterveldt sewer reticulation

9.710864.2.005.U



1 19 New R25,000,000 R0 R25,000,000 R25,000,000 R6,250,000 Construction R18,750,000 Final Completion

Project Complete


Sewer provision - Zithobeni 8&9

9.710864.2.005.Z


100 stands connections.

7 102 New R5,500,000 R0 R5,500,000 R4,985,408 R0 Attending to snags


Project Complete

84

21

Department

Project Name

Project Number

Project objective


Region

Ward

New Renewal

Budget 2017/2018







Phases


Construction of roads & stormwater - Chantelle ext 39

9.710865.2.005.D


Practical completion, attending to snags and final completion

1 4 New R10,633,232 R0 R10,633,232 R10,633,232 R0 Construction of base layer & sub-base

R10,633,232 Practical completion, attending to snags and final completion

Project Complete


Construction of roads & stormwater - Mabopane EW

9.710865.2.005.E



1 22 New R0 R3,632,232 R3,632,232 R3,632,232 R3,632,232 priming and surfacing

R0 Practical completion

Project Complete



9.710865.2.005.F


Construction of 3,5 km of road

3 7 New R40,000,000 R-14,265,464 R25,734,536 R4,704,832 R0 Construction of base layer and sub - base

R4,704,832 Practical completion attending to snags and final completion

Project Complete


Construction of roads & stormwater - Olievenhoutbosch x60

9.710865.2.015.H



7 77 New R30,000,000 R0 R30,000,000 R25,955,572 R6,488,893 Construction of base layer and sub - base


Project Complete



9.710865.2.005.J


Construction of 3km of road

1 90 New R26,422,432 R30,000,000 R56,422,432 R49,162,225 R24,581,112 Construction of Base Layer & Sub - base


Project Complete



9.710865.2.005.K



1 90 New R32,000,000 R0 R32,000,000 R26,429,801 R6,607,450 Construction of base layer & sub - base


Project Complete



9.710865.2.015.K



1 90 New R0 R8,750,000 R8,750,000 R3,179,801 R1,589,901 Construction of base layer & sub - base

R1,589,901 Practical Completion, Attending to Snags & Final Completio

Project Complete

85

22

Department

Project Name

Project Number

Project objective


Region

Ward

New Renewal

Budget 2017/2018







Phases

n



9.710865.2.005.L


Construction of 6 km of road

1 90 New R72,000,000 R0 R72,000,000 R54,986,752 R21,994,701 Construction Of Base Layer & Sub - Base


Project Complete


Construction of roads & stormwater - Thorntreeview

9.710865.2.005.N



1 90 New R50,000,000 R0 R50,000,000 R43,257,895 R10,814,474 Construction Of Base Layer & Sub - Base

R32,443,421 Practical Completion, Attending to Snags and Final Completion

Project Complete


Construction of roads & stormwater - Winterveldt

9.710865.2.005.O


Construction of 4 KM road.

1 19 New R43,000,000 R0 R43,000,000 R39,634,314 R15,853,726 Circulation Process

R23,780,588 Approval Process

Planning


Construction of roads & stormwater - Chantelle ext 39

9.710865.2.015.C

Quality services, infrastructure & sustainable human settlements

1.6km 1 4 New R17,500,000 R-8,750,000 R8,750,000 R8,750,000 R8,750,000 Construction of 1.8km

R0 None Project Complete


Project Linked Housing - Acquisition Of Land

9.710868.2.005


Acquisition

of land for

low cost

housing

New 0 New R0 R27,000,000 R27,000,000 R27,000,000 R0 Mayco resolution for land acquisition

R27,000,000 Finance property purchase

Procurement


Project Linked Housing - Acquisition Of Land

9.710868.2.005


Acquisition

of land for

low cost

housing

New 0 New R0 R17,450,000 R17,450,000 R17,450,000 R0 Mayco resolution for land acquisition

R17,450,000 Finance property purchase

Procurement

86

23

Department

Project Name

Project Number

Project objective


Region

Ward

New Renewal

Budget 2017/2018







Phases


Development of Saulsville hostels

9.711712.2.015.S


Bulk Upgrade 3 7 New R10,000,000 R0 R10,000,000 R10,000,000 R0 Issue letter of appointment

R10,000,000 Construction

Construction


Development of Mamelodi hostels

9.711713.1.005.M


Bulk Upgrade 6 38 New R10,000,000 R0 R10,000,000 R10,000,000 R0 Issue letter of appointment

R10,000,000 Construction

Construction


Construction of low cost houses

9.713067.1.001


TBD New 0 New R0 R5,200,000 R5,200,000 R5,200,000 R0 TBD R5,200,000 TBD Construction



9.710865.2.001



3 7 New R0 R14,265,464 R14,265,464 R14,265,464 R3,566,366 Constructed base layer & sub-base

R10,699,098 Practical completion, attending to snags & final completion

Project Complete


Timberlands project - installation of bulk upgrade (road and storm water) Detail design

HC1 Quality services, infrastructure & sustainable human settlements

Approved detailed designs

3 81,92

New R11,548,240 R-6,226,063 R5,322,177 R5,322,177 R2,128,871 Submission of designs for approval

R3,193,306 Approved details designs

Design




100% completion of internal services

1 0 New R0 R13,256,024 R13,256,024 R1,027,010 R1,027,010 100% completion of internal reticulation

R0 None Project Complete

87

24

Department

Project Name

Project Number

Project objective


Region

Ward

New Renewal

Budget 2017/2018







Phases




Upgrading of bulk infrastructure services

1 0 New R0 R7,000,000 R7,000,000 R7,000,000 R2,500,000 Appointment of the contractor for bulk upgrade.

R4,500,000 Site establishment and trenching

Construction


Townlands project - construction of 1,200 social housing units


250 units 3 58 New R70,626,296 R20,322,348 R90,948,644 R50,267,190 R24,165,232 100 completed units

R26,101,958 150 completed units

Project Complete

Regional Operations and Coordination

Capital Movables

9.712926.1.007.C



Admin

Admin

New R1,800,000 R0 R1,800,000 R1,737,491 R1,000,000 Procurement of furniture and office machines as requested


Procurement

Regional Operations and Coordination

Jo Jo-Tanks 15/16 FY

9.713021.1.005.J

Provision of Jo Jo tanks in areas where are no bulk water

Jojo - Acquire 40 x 10 000 lt Jojo tanks. Taps -100 % of pipe laying

City Wide

City wide

New R5,000,000 R0 R5,000,000 R5,000,000 R2,250,000 Jojo - Acquire 40 x 10 000 lt Jojo tanks. Taps - 20 % of pipe laying

R2,750,000 Taps - 50 % of pipe laying

Procurement

Roads and Transport

Contributions: Services For Township Development

9.710115.1.016.C

to reimburse private developers who completed roads and Stormwater services within public road reserves according to Service Agreements with the CoT

roads and Stormwater services in the vicinity of new township developments

4 77 new R19,412,496 R-9,100,175 R10,312,321 R8,585,197 R0 No work Planned R8,585,197 Payment for contributions

Procurement

88

25

Department

Project Name

Project Number

Project objective


Region

Ward

New Renewal

Budget 2017/2018







Phases

Roads and Transport

Concrete Canal: Sam Malema Road, Winterveldt

9.710128.1.015.W

Enlarge 5 canal capacities through road crossing bridges

Appointment of design consultant and detail design of culvert road crossings

1 29 new R1,591,547 R0 R1,591,547 R1,591,547 R0 Appoint consultants for detail design

R1,591,547 Detail design of culvert road crossings

Design

Roads and Transport

Major Stormwater Systems: Klip/Kruisfontein

9.710143.1.005.K

To provide access roads and appurtenant Stormwater

Review detailed designs

1 90 new R1,200,000 R0 R1,200,000 R1,200,000 R0 Review detail designs

R1,200,000 Review detail designs

Design

Roads and Transport

Traffic Calming And Pedestrian Safety For Tshwane

9.710229.2.015.T

Provide traffic and pedestrian safety measures

Construction 228 Safety Measures

city wide

city wide

new R6,000,000 R2,000,000 R8,000,000 R8,000,000 R0 Tender Process R8,000,000 Construction 228 Safety Measures

Construction

Roads and Transport

Traffic Lights/Traffic Signal System

9.710395.1.015.T

Installation of new traffic signals

Installation of 2 new traffic signals system

1 57 new R1,000,000 R0 R1,000,000 R1,000,000 R0 Construction of 3 Traffic Signal System

R1,000,000 Construction of 3 Traffic Signal System

Construction

Roads and Transport

Shova Kalula Bicycle Project

9.710609.1.015.S

Construction of bicycle ways

Construction of approximately 5km of bicycle ways

1 9 new R9,000,000 R0 R9,000,000 R9,000,000 R0 Construction of 1.1 KM of bicycle ways

R9,000,000 Construction of 3.3 KM of bicycle ways

Construction

Roads and Transport

Mabopane Station Modal Interchange

9.710657.2.015.M

Provide modal transfer facilities

Construction of 2 traffic circles, 140 food stalls, 2 Ablution facilities, 1

admin, 2 guard houses, 9237 m3 paving

1 4 Renewal

R60,000,000 R0 R60,000,000 R44,138,156 R14,000,000 construction of 28 stalls, installation of electrical work

R30,138,156 construction of paving, structural steel work

and electrical installation

Construction

Roads and Transport

Block W - Stormwater Drainage (Soshanguve): Phase 1

9.711164.2.015.A

Address roads and Stormwater backlogs

Construct 0.7km Stormwater

1 27 new R20,000,000 R-7,750,000 R12,250,000 R12,250,000 R1,500,000 Stormwater 0.1km

R10,750,000 Stormwater 0.6km

Construction

Roads and Transport

Stormwater Drainage Mahube Valley

9.711213.2.005.S

Construction of roads and appurtenant Stormwater in Mahube Valley

Review of Detail Designs and Application of EIA and Wula

6 17 new R1,000,000 R0 R1,000,000 R1,000,000 R0 Review of Detail Designs

R1,000,000 EIA and Wula approvals

Design

89

26

Department

Project Name

Project Number

Project objective


Region

Ward

New Renewal

Budget 2017/2018







Phases

Roads and Transport

Hartebeest Spruit: Canal Upgrading

9.711265.1.015.H

Upgrading of Hartebeest Spruit Canal

Construction of Outlet Structure

3 82 new R1,500,000 R0 R1,500,000 R1,500,000 R0 Procure of Contractor

R1,500,000 Construction of Outlet Structure

Construction

Roads and Transport

Montana Spruit: Channel Improvements

9.711268.1.015.M

Improvement of Montana Spruit

Upgrading of 0.4km of Montana Spruit Channel

2 96 new R6,000,000 R-3,000,000 R3,000,000 R3,000,000 R600,000 Upgrading of 0.05 km of Montana Spruit Channel

R2,400,000 Upgrading of 0.35 km of Montana Spruit Channel

Construction

Roads and Transport

Major Stormwater Drainage System: Majaneng

9.711273.2.005.S

Address Stormwater backlog and flooding challenges

0.35km Stormwater

2 76 new R6,000,000 R0 R6,000,000 R6,000,000 R1,000,000 Procurement of contractor


Construction

Roads and Transport


9.711863.2.005.A

To reduce road and Stormwater backlogs in these areas

Construction of 11.1km Roads and Construction of 6.0km Stormwater

1 24 new R65,279,681 R-27,000,000 R25,004,323 R11,960,455 R0 1.2 km of Roads R11,960,455 1.4 km of Roads

Construction

Roads and Transport


9.711863.2.016.B

To reduce road and Stormwater backlogs in these areas

1.4 km of Roads

1 24 new R0 R0 R13,275,358 R13,275,358 R2,500,000 0.4 km of Roads R10,775,358 1.0 km of Roads

Construction

Roads and Transport

Soshanguve Block FF East Area 1

9.712220.1.005.B


Review designs, appoint contractor and Stormwater is 0.7km

1 26 New R10,000,000 R17,000,000 R27,000,000 R20,089,889 R1,500,000 Appoint contractor and site handover


Construction

Roads and Transport

Soshanguve Block FF East Area 2

9.712220.1.005.C


Review designs, appoint contractor and Stormwater is 0.7km

1 26 new R10,000,000 R-6,000,000 R4,000,000 R-3,375,320 R1,200,000 Appoint contractor and site handover

R-4,575,320 Stormwater is 0.7km

Construction

Roads and Transport

Soshanguve Block GG Central (R)

9.712220.1.005.D


Construction of 2.95km of roads; 02km stormwater;1.4 km of sidewalks; speed humps and road signs.

1 94 new R22,400,000 R0 R22,400,000 R7,013,027 R3,300,000 Practical completion done with snag list process anticipated to be on progress.

R3,713,027 Snag list; sidewalks; speed humps and road signs complete.

Project Complete

90

27

Department

Project Name

Project Number

Project objective


Region

Ward

New Renewal

Budget 2017/2018







Phases

Roads and Transport

Soshanguve Block L

9.712220.1.005.E


Appoint consultant, review designs and apply for EIA

1 36 new R2,100,000 R0 R2,100,000 R1,129,323 R0 None R1,129,323 Apply for EIA

Planning

Roads and Transport

Soshanguve Block LL South (O)

9.712220.1.005.F


Construction of 0.933km of sidewalks; subsurface drainage; speed humps and road signs.

1 36 new R1,000,000 R0 R1,000,000 R0 R0 construction works anticipated to be complete.

R0 Construction of 0,25 KM of side - walks.

Construction

Roads and Transport

Flooding Backlogs: Mabopane Area

9.712221.1.005.A

To reduce flooding, dust and mud

Detail design, EIA & WULA

1 21 new R500,000 R0 R500,000 R500,000 R0 WULA Application in Process

R500,000 Wula Application Approved

Planning

Roads and Transport


9.712223.1.005.B


Appoint consultant. Review designs and apply for WULA

6 15.16

new R2,000,000 R-1,000,000 R1,000,000 R945,000 R0 Review detailed designs

R945,000 Apply for WULA

Planning

Roads and Transport

Traffic Flow Improvement at Intersections

9.712502.1.015.A

Upgrade traffic intersections in order to increase traffic flow and - safety

Traffic flow Intersection upgrade which includes (lanes and signal upgrades) at Atterbury road and de villa bois Mareul drive complete.

city wide

city wide

new R4,000,000 R0 R4,000,000 R4,000,000 R0 Construction Upgrade of de villa bois street & Atterbury Intersection.

R4,000,000 Construction Upgrade of de villa bois street & Atterbury Intersection.

Construction

Roads and Transport

Flooding backlog: Network 3, Kudube Unit 11

9.712503.1.005.A

Backlog eradication of Flooding in Network 3 and Kudube unit 11

Construction 0.7km Stormwater system

2 75 new R6,000,000 R-2,000,000 R4,000,000 R4,000,000 R0 Appointment of contractor

R4,000,000 Construction of 0.55km of Stormwater system

Construction

91

28

Department

Project Name

Project Number

Project objective


Region

Ward

New Renewal

Budget 2017/2018







Phases

Roads and Transport

Flooding backlog: Network 2F, Kudube Unit 6

9.712504.1.015.A

Construction of bulk Stormwater system to reduce flooding backlog of Network 2F Kudube Unit 6

Construction of 0.9km of Stormwater system

2 75 new R8,000,000 R0 R8,000,000 R8,000,000 R1,200,000 Appointment of contractor


Construction

Roads and Transport

Flooding backlog: Network 5A, Matenteng

9.712506.1.005.M

Roads to reduce backlogs

1.6km of Roads

2 13 new R15,000,000 R-5,000,000 R10,000,000 R10,000,000 R0 Site Establishment and 0.4km of Roads

R10,000,000 1.6 km of Roads

Construction

Roads and Transport

Flooding backlog: Network 2H, Kudube Unit 7

9.712507.1.005.K

Design and Construction of bulk Stormwater system to eradicate flooding backlogs of Network 2H, Kudube Unit 7

Construction of 0.45km of Stormwater system and 0.45km of Road

2 8 new R8,000,000 R-2,000,000 R6,000,000 R6,000,000 R1,200,000 Appointment of contractor

R4,800,000 Construction of 0.61km of Road

Construction

Roads and Transport

Flooding backlog: Network C5, C6, C11 & C13, Atteridgeville

9.712511.1.005.A

Provision of 2km of closed Stormwater system

Construction of approximately 3.0 km of closed stormwater system

3 68 new R15,000,000 R-3,000,000 R12,000,000 R12,000,000 R1,500,000 construction of 0.375km closed Stormwater system

R10,500,000 Construction of 2.625km closed Stormwater system

Construction

Roads and Transport

Flooding Backlogs: Soshanguve South (& Akasia Area): Soshanguve Block TT

9.712513.1.015.A


Appoint consultant and review designs

1 89 new R1,200,000 R0 R1,200,000 R1,200,000 R0 None R1,200,000 Review designs

Design

Roads and Transport

Flooding Backlogs: Soshanguve South (& Akasia Area): Soshanguve Block WW

9.712513.1.015.B




Design

92

29

Department

Project Name

Project Number

Project objective


Region

Ward

New Renewal

Budget 2017/2018







Phases

Roads and Transport

Flooding Backlogs: Soshanguve South (& Akasia Area): Soshanguve South Extension 1

9.712513.1.015.C




Design

Roads and Transport

Flooding backlog: Network 2D, New Eersterust x 2

9.712516.1.005.E

Stormwater drainage system

2 km Roads 6 15 new R10,000,000 R-5,000,000 R5,000,000 R5,000,000 R0 0,5km Roads R5,000,000 1.5 km Roads

Construction

Roads and Transport

Flooding backlog: Drainage canals along Hans Strydom Dr, Mamelodi x 4 and 5

9.712518.1.015.M

Eradicate Stormwater problems along Hans Strydom Drive

Appoint consultant, review designs and apply WULA

5 40 new R2,000,000 R-1,200,000 R800,000 R800,000 R0 Review designs R800,000 Apply for WULA

Planning

Roads and Transport

Collector Road Backlogs: Mamelodi

9.712521.1.015.M

Upgrade of unpaved collector roads

Appoint an Auditor and audit the spruit

6 86 new R200,000 R0 R200,000 R200,000 R0 Procurement of consultant for EIA

R200,000 Design Design

Roads and Transport

Collector Road Backlogs: Atteridgeville

9.712522.1.015.A

To provide a link road between Danville and Lotus Gardens

Water Use License Application

3 7 new R500,000 R0 R500,000 R500,000 R0 Procurement of consultant for EIA

R500,000 Design Design

Roads and Transport

Flooding backlog: Network 3A, Kudube Unit 9

9.712523.1.015.K

Construction of bulk Stormwater system to reduce the flooding backlogs in Kudube Unit 9

Construction of 0.9km of Stormwater system

2 72 New R8,000,000 R-4,000,000 R4,000,000 R4,000,000 R0 Construction of 0.16km of Stormwater system


Construction

93

30

Department

Project Name

Project Number

Project objective


Region

Ward

New Renewal

Budget 2017/2018







Phases

Roads and Transport

Giant Stadium: Buitekant Street

9.712545.1.015.G

Upgrading of Buitekant Street in the vicinity of Giant Stadium

Appointment of Consultant

1 29 Renewal

R1,500,000 R0 R1,500,000 R1,500,000 R500,000 Review of designs & application of WULA.

R1,000,000 Request Contractor allocation

Procurement

Roads and Transport

Upgrading of roads and appurtenant stormwater systems in Soshanguve

9.712605.2.005.S


Appoint consultant and review design

1 11 Renewal

R1,500,000 R0 R1,500,000 R1,500,000 R0 Review designs R1,500,000 Review designs

Design

Roads and Transport

Upgrading of Mabopane Roads (red soils)

9.712611.1.005.M

the eradication of road and Stormwater backlogs

EIA and WULA 1 21 new R1,000,000 R0 R1,000,000 R1,000,000 R0 Wula Approval R1,000,000 Review of Designs

Design

Roads and Transport

Upgrading of Sibande Street, Mamelodi

9.712612.1.015.M

Upgrading of Sibande Street

Appoint Consultant and contractor, review designs and construct 0,1Km of road and appurtenant Stormwater

6 23 Renewal

R1,500,000 R3,000,000 R4,500,000 R4,500,000 R0 Design R4,500,000 Construct 0.1km Roads and Stormwater

Procurement

Roads and Transport

Capital Movables

9.712760.1.007.C

Procurement of Furniture and Office machines

Procurement of Furniture and equipment

Admin

Admin

New R500,000 R0 R500,000 R500,000 R0 Procurement of Furniture and equipment

R500,000 Procurement of Furniture and equipment

Procurement

Roads and Transport

Revitalisation of the City- Upgrading of Road from gravel to tar in Zithobeni Ward 102

9.712893.1.001.Z

Upgrading of gravel road to tar in Zithobeni Ward 102

Construct 1,37km Roads and Stormwater

7 102 Renewal

R0 R10,000,000 R10,000,000 R10,000,000 R1,500,000 Construct 0.2km Roads and Stormwater

R8,500,000 Construct 1,17km Roads and Stormwater

Construction

Roads and Transport

Upgrading of Road from gravel to tar in Zithobeni Ward 102

9.712893.1.005.Z

Upgrading of gravel road to tar in Zithobeni Ward 102


7 102 Renewal

R5,000,000 R0 R5,000,000 R5,000,000 R750,000 Construct 0.1km Roads and Stormwater

R4,250,000 Construct 0.71km Roads and Stormwater

Construction

94

31

Department

Project Name

Project Number

Project objective


Region

Ward

New Renewal

Budget 2017/2018







Phases

Roads and Transport


9.712894.1.001.U

Upgrading roads from gravel to paved


7 103 Renewal



Construction

Roads and Transport


9.712894.1.005.U



7 103 Renewal

R10,000,000 R0 R10,000,000 R10,000,000 R1,500,000 Construct 0.1km Roads and Stormwater


Construction

Roads and Transport

Revitalisation of the City-Upgrading of Road from gravel to tar in Ekangala Ward 105 (prev 11&12)

9.712895.1.001.U



7 103 Renewal



Construction

Roads and Transport

Upgrading of Road from gravel to tar in Ekangala Ward 105 (prev 11&12)

9.712895.1.005.U

Provide 1km of internal roads in addressing backlogs


7 103 Renewal

R10,000,000 R0 R10,000,000 R9,795,434 R2,000,000 Construct 0.21km Roads and Stormwater


Construction

Roads and Transport

Improvement of dirt road leading to Clover hill club, Bronkhortspruit dam

9.712947.1.001.B

Upgrade of gravel road

Detail design and drawings

7 102 Renewal

R0 R2,500,000 R2,500,000 R2,500,000 R1,500,000 Preliminary design

R1,000,000 Detail design and drawings

Design

95

32

Department

Project Name

Project Number

Project objective


Region

Ward

New Renewal

Budget 2017/2018







Phases

Roads and Transport

Revitalisation of the City- Development and Construction of Roads and Stormwater: Klerksdorp Industrial Site

9.713066.1.001.D

Revitalisation of the City

Preliminary and detail design

City Wide

City Wide

New R0 R3,000,000 R3,000,000 R3,000,000 R0 Procurement R3,000,000 Preliminary and detail design

Design

Roads and Transport

Revitalisation of the City-Cleaning of the cadastral boundary, erecting of Clearview type fence with

9.713066.1.001.F


Erecting of fence

2 50 New R0 R5,000,000 R5,000,000 R5,000,000 R5,000,000 Erecting of fence R0 None Procurement

Roads and Transport

Revitalisation of the City-Internal Routes in Rosslyn and Traffic signals

9.713066.1.001.I


Instalaltion of Traffic signals

City Wide

City Wide

New R0 R2,100,000 R2,100,000 R2,100,000 R0 None R2,100,000 Instalaltion of Traffic signals

Project Complete

Roads and Transport

Revitalisation of the City-Development of Non-Motorised Transport Masterplan

9.713066.1.001.N


Update the master plan

Admin

Admin

New R0 R5,000,000 R5,000,000 R5,000,000 R0 Update the master plan

R5,000,000 Update the master plan

Planning

Roads and Transport


9.713066.1.015.


Landscaping and upgrade

3 0 new R0 R10,000,000 R10,000,000 R10,000,000 R5,000,000 To be removed R5,000,000 Landscaping and upgrade

Construction

Roads and Transport

Revitalisation of the City-Doubling of Petroleum Street

9.713066.1.001.P


No plans provided

0 0 New R0 R7,000,000 R7,000,000 R7,000,000 R0 None R7,000,000 Design Planning

96

33

Department

Project Name

Project Number

Project objective


Region

Ward

New Renewal

Budget 2017/2018







Phases

Roads and Transport

Rosslyn Intermodal hub

9.713066.1.015.R

Development of Rosslyn Intermodal hub

1 km walkways in roasslyn

1 0 New R0 R10,000,000 R10,000,000 R10,000,000 R7,000,000 To be removed R3,000,000 1 km walkways in roasslyn

Construction

Roads and Transport

Revitalisation of the City-Taxi Holding areas within the Pretoria CBD

9.713066.1.015.T


landscaping and upgrade

City Wide

City Wide

New R0 R20,000,000 R20,000,000 R20,000,000 R15,000,000 To be removed R5,000,000 landscaping and upgrade

Planning

Roads and Transport


9.713066.1.015.


landscaping and upgrade

3 0 New R0 R5,000,000 R5,000,000 R5,000,000 R2,000,000 To be removed R3,000,000 landscaping and upgrade

Construction

Roads and Transport

Construction of an extended taxiway to provide for the further expansion of the airport tenants base.

New Construction of an extended taxiway to provide for the further expansion of the airport tenants base.

No plans provided

2 50 New R0 R5,500,000 R5,500,000 R5,500,000 R0 None R5,500,000 TBD Planning

Roads and Transport

Automated Fare Collection (AFC-TBS)

9.713006.1.002

Automation of fare collection

No plans provided

Admin

Admin

new R10,000,000 R0 R10,000,000 R10,000,000 R0 TBD R10,000,000 TBD Procurement



9.712591.1.002.2

Provision of the BRT infrastructure

100% Completion of Preliminary Designs

3 58 New R0 R-4,000,000 R6,000,000 R6,000,000 R0 None R6,000,000 100% Completion of Preliminary Designs

Design

Roads and Transport -

BRT

BelleOmbre CNG Depot-Bulk Earthworks

9.712591.1.002.3


100% Completion of the Bulk Earthworks

and the CNG Installation.

3 58 New R0 R0 R12,811,899 R11,649,084 R8,833,713 90%. Completion of the CNG Installation.

R2,815,371 100% Completion of the CNG

Installation.

Construction

97

34

Department

Project Name

Project Number

Project objective


Region

Ward

New Renewal

Budget 2017/2018







Phases



9.712591.1.002.4


100% Completion of Civil Works

3 58 New R0 R13,478,000 R14,999,759 R14,999,759 R14,999,759 100% Completion of Civil Works

R0 100% Completion of Civil Works

Project Complete



9.712591.1.002.5


100% Completion Rainbow Junction Bypass (including Church Square Landscaping)

3 58 New R0 R8,043,000 R46,672,200 R33,110,455 R23,402,042 100% Completion Rainbow Junction Bypass (including Church Square Landscaping)

R9,708,413 100% Completion Rainbow Junction Bypass (including Church Square Landscaping)

Project Complete


Wonderboom Intermodal Facility-Permanent Phase 1

9.712591.1.002.6

Provision of the Intermodal Facility at Wonderboom area (Rainbow Junction)

project completed

2 50,96

New R0 R0 R2,390,200 R293,620 R293,620 100% Completion (Professional Fees - Project Close Out)

R0 project completed

Project Complete


Kopanong Intermodal Facility-West of the City

9.712591.1.002.7


100% Completion of Kopanong Intermodal Facility

1 36 New R0 R0 R8,935,161 R4,925,814 R3,925,814 90% Completion of Kopanong Intermodal Facility

R1,000,000 100% Completion of Kopanong Intermodal Facility

Project Complete



9.712591.1.002.B


project completed

3 58 New R0 R-19,216,000 R22,000,882 R6,432,538 R6,432,538 100% Completion of Building Works


Project Complete


Line 3: CBD to Atteridgeville

9.712591.1.002.C

Provision of the BRT bus lanes and NMT Facilities from CBD to Atteridgeville

100% Complimentary Preliminary Designs

3 0 New R60,710,202 R0 R5,000,000 R5,000,000 R2,000,000 Appointment of the Design Engineer

R3,000,000 100% Complimentary Preliminary Designs

Design

98

35

Department

Project Name

Project Number

Project objective


Region

Ward

New Renewal

Budget 2017/2018







Phases


Denneboom Intermodal facility

9.712591.1.002.D

Provision of Intermodal Facility at Denneboom area for integration of various modes of transport

15% Completion of Denneboom Intermodal facility

6 86 New R42,180,000 R1,000,000 R6,006,967 R6,006,967 R1,927,928 Denneboom Concession agreement finalised.

R4,079,039 15% Completion of Denneboom Intermodal facility

Construction


Design, Supply, Installation, Commissioning and Operational Support Of Advanced Public Transport Management System (APTMS)

9.712591.1.002.H

Provision of the Automated Fare Collection System for the BRT

Designs for the Denneboom Intermodal Facility 70% complete.

Admin

Admin

New R30,153,674 R0 R27,823,558 R14,365,754 R7,899,337 Complete (100%) installations and commissioning of Belle Ombre Depot.

R6,466,416 Designs for the Denneboom Intermodal Facility 70% complete.

Design


Line 2B: Atterbury Rd (btw Lois Avenue Rd to January Masilela Rd)

9.712591.1.002.J

Provision of the BRT infrastructure (Bus Lanes) at Dallas interchange in Menlyn along Atterbury road.

95% Completion of Line 2B - WP3

2 96 New R32,235,682 R1,851,054 R55,679,868 R2,129,662 R1,264,648 83% Completion of Line 2B - WP3

R865,014 95% Completion of Line 2B - WP3

Construction


Menlyn Taxi Interchange

9.712591.1.002.M

Funds to be transferred during adjustment

70% Completion of Menlyn Taxi Interchange

6 46 New R16,000,000 R0 R47,432,302 R47,432,302 R4,400,000 100% Completion of the Detail Design

R43,032,302 70% Completion of Menlyn Taxi Interchange

Construction


Planning and Design of BRT Projects

9.712591.1.002.P

Provision of Professional Services for the Design and Implementation of the BRT system

Payment of the Professional Services for the Design and Implementation of the BRT system

1 96 Renewal

R37,000,000 R0 R78,049,160 R32,823,897 R0 None R32,823,897 Provision of Professional Services for the Design and Implementation of the BRT system

Planning

99

36

Department

Project Name

Project Number

Project objective


Region

Ward

New Renewal

Budget 2017/2018







Phases


Railway Bridges (WP6)

9.712591.1.002.R

Provision of the additional lane for BRT buses at Capital Park

8% Completion of Railway Bridges (WP6)

3 1 New R61,318,554 R-31,563,000 R18,437,000 R11,308,604 R0 Finalising the procurement process for Railway Bridges (WP6)

R11,308,604 8% Completion of Railway Bridges (WP6)

Construction


Taxi Industry Compensation

9.712591.1.002.T

Compensation of the Taxi Associations for Operating along the BRT routes.

100% payment of the industry compensation

3 82 New R95,925,376 R0 R112,000,000

R0 R0 None R0 None Procurement


The Design, Supply, Installation, Operation and Maintenance of an automated fare Collection (AFC) System

9.712591.1.002.U

Provision of the Automated Fare Collection system for BRT

1. Approved designs (100%) for the Denneboom Intermodal Facility. 2. Commence the implementation of KPI’s for the Contract

3 82 New R32,474,674 R0 R13,240,000 R10,835,223 R1,298,760 1. Complete (100%) installations and commissioning of Belle Ombre Depot. 2. Complete (100%) installation and commissioning of Rainbow Junction facility

R9,536,463 1. Approved designs (100%) for the Denneboom Intermodal Facility. 2. Commence the implementation of KPI’s for the Contract

Design


Urban traffic control (UTC) system - A Re yeng communication backbone and traffic signals

9.712591.1.002.V

Provision of A Re Yeng Urban Traffic Control System

75% completion of Electrical and Communications Designs.

3 60 New R14,412,036 R0 R17,800,000 R14,695,837 R3,734,076 50% completion of intersection Layout and Timings Designs complete.

R10,961,761 75% completion of Electrical and Communications Designs.

Construction

100

37

Department

Project Name

Project Number

Project objective


Region

Ward

New Renewal

Budget 2017/2018







Phases


BRT Line 2C - Watloo Rd (btw Simon Vermooten & Denneboom Station)

9.712591.1.002.W

Provision of the BRT lane and NMT facilities at Denneboom Interlink in Mamelodi

70% Completion of the 2C - Watloo Rd (Denneboom Link)

6 38,43,86

New R24,525,240 R0 R65,831,495 R52,027,140 R26,757,084 45% Completion of the 2C - Watloo Rd (Denneboom Link)

R25,270,056 70% Completion of the 2C - Watloo Rd (Denneboom Link)

Construction


Wonderboom Intermodal Facility

9.712591.1.002.Z

Provision of the Intermodal Facility at Wonderboom area (Rainbow Junction)

10% Completion of Wonderboom Intermodal Facility

2 50,96

New R122,499,503

R0 R77,672,442 R68,871,227 R12,255,207 5% Completion of Wonderboom Intermodal Facility

R56,616,020 10% Completion of Wonderboom Intermodal Facility

Construction

Tshwane Economic Development Agency

Furniture and Office Equipment

T1 Procurement of Furniture and Office machines

Procurement of operational computers and office equipment (tenant installation)

Admin

Admin

new R300,000 R75,000 R375,000 R375,000 R205,000 Procurement of operational computers and office equipment

R170,000 Procurement of operational computers and office equipment (tenant installation)

Procurement


Upgrading/Strengthening of Existing Network Scheme - East

9.710005.1.016.E

Upgrading/ Strengthening of the existing network for all approved scheme amendment applications received and paid for.

Process 100% of all applications received.

Admin

Admin

Renewal

R2,000,000 R2,000,000 R4,000,000 R2,880,307 R320,000 Process 100% of applications received

R2,560,307 Process 100% of all applications received.

Project Complete

101

38

Department

Project Name

Project Number

Project objective


Region

Ward

New Renewal

Budget 2017/2018







Phases


Upgrading/Strengthening of Existing Network Scheme - North

9.710005.1.016.N

Upgrading/ Strengthening of the existing network for all approved scheme amendment applications received and paid for.


City wide

City wide

Renewal

R2,000,000 R0 R2,000,000 R1,489,500 R589,500 Process 100% of applications received

R900,000 Process 100% of all applications received.

Project Complete


Upgrading/Strengthening of Existing Network Scheme - West

9.710005.1.016.W

Upgrading/ Strengthening of the existing network for all approved scheme amendment applications received and

paid for.


City wide

City wide

Renewal

R1,000,000 R0 R1,000,000 R729,620 R160,000 Process 100% of applications received


Project Complete


Payments to Townships for Reticulated Towns (City Wide)

9.710006.1.016.C

To fast track new developments in Tshwane the bulk service levying policy allows the developer to install external services (Council obligation) on behalf of the Municipality and deduct this cost from the bulk service contributions payable for the township.


City Wide

City Wide

Renewal

R4,000,000 R0 R4,000,000 R2,685,501 R1,880,000 Supply external infrastructure for new township developments as per application.


Procurement

102

39

Department

Project Name

Project Number

Project objective


Region

Ward

New Renewal

Budget 2017/2018







Phases


Dangerous and obsolete switchgear

9.710176.1.015.D

Obsolete and dangerous switchgear that has been in service for the last 30 years creates a dangerous environment for personnel to work on. CoT is therefore obliged to replace the obsolete and dangerous switchgear on a continuous basis to comply with the Occupational Health and Safety Act 85/2993.

Complete at least 15 changeovers for the year

City Wide

City Wide

Renewal

R5,000,000 R0 R5,000,000 R4,510,072 R3,710,000 Complete at least 14 changeovers for the year

R800,072 Complete at least 15 changeovers for the year

Procurement


Low Voltage Network Within Towns

(Renewal)

9.710177.1.001.V

To address the additional capacity demand by

consumers on the existing Low Voltage network. The CoT is mandated by the electricity supply act NRS 047 (Quality of Service) and

NRS 048 (Quality of Supply) to sustain a reliable

Complete 20 LV upgrades collectively for the year

Admin

Admin

Renewal

R10,000,000 R0 R10,000,000 R9,164,110 R3,740,034 Complete 10 LV upgrades collectively at the end of the quarter

R5,424,076 Close off of all projects, finalize payments,

capitalize projects

Construction

103

40

Department

Project Name

Project Number

Project objective


Region

Ward

New Renewal

Budget 2017/2018







Phases

supply to consumers.



9.710178.2.005.A

The Electricity-for-All programme is one of the key programmes which have the objective to improve the access to basic electricity services.

construction of the electricity backbone network infrastructure with 2800 connections

1 37 New R53,750,000 R20,000,000 R65,000,000 R50,207,637 R28,916,170 Construction of the Network Backbone infrastructure with 0 connections

R21,291,467 Construction of the infrastructure backbone with 900 connections

Project Complete



9.710178.2.005.C



3 7 New R20,250,000 R3,000,000 R14,992,000 R7,836,435 R7,836,435 Construction of the infrastructure backbone with 787 connections


Project Complete



9.710178.2.005.D


Construction of the Network Backbone infrastructure

4 All wards

New R0 R2,000,000 R7,000,000 R2,028,061 R2,028,061 Project completed.

R0 Project completed.

Project Complete

104

41

Department

Project Name

Project Number

Project objective


Region

Ward

New Renewal

Budget 2017/2018







Phases



9.710178.2.005.E


Construction of the Network Backbone infrastructure. Number of connections 2150

5 All wards

New R0 R6,000,000 R36,000,000 R22,130,449 R8,000,000 Construction of the Network Backbone infrastructure. Number of connections 0

R14,130,449 Construction of the Network Backbone infrastructure. Number of connections 2150

Project Complete



9.710178.2.005.F



6 40 New R30,000,000 R3,000,000 R10,686,500 R6,842,871 R2,896,801 Construction of the infrastructure backbone.

R3,946,070 Construction of the Network Backbone infrastructure. Number of connections 2001

Project Complete

Utility Services - Electri

city


9.710178.2.005.G

The Electricity-for-All programme

is one of the key programmes which have the objective to improve the access to basic electricity services.

construction of the backbone network infrastructure

with 1308 connections

7 0 New R0 R5,000,000 R9,321,500 R5,355,453 R355,453 Construction of the backbone network infrastructure

R5,000,000 Complete Project Complete



9.710178.2.006.B

The Electricity-for-All programme is one of the key programmes which have the objective

No activity in the current financial year

2 0 New R0 R0 R10,686,500 R4,875,290 R4,875,290 Construction of the Network Backbone infrastructure with 0 connections

R0 Complete Project Complete

105

42

Department

Project Name

Project Number

Project objective


Region

Ward

New Renewal

Budget 2017/2018







Phases

to improve the access to basic electricity services.



9.710178.2.006.F


Construction of the Network Backbone infrastructure with 1200 connections

6 0 New R0 R0 R19,313,500 R8,758,852 R5,896,034 Construction of the Network Backbone infrastructure with 300 connections

R2,862,818 Construction of the infrastructure backbone with 900 connections

Project Complete


Cada HMI (Capital Park)

9.710325.1.005.C

The installation of Optical Fibre Cable

Procure and install mini Scada equipment (Low Testing Equipment)

3 58 Renewal

R10,000,000 R0 R10,000,000 R10,000,000 R10,000,000 Procure and install mini Scada equipment (Low Testing Equipment)

R0 Project complete

Project Complete


Strengthening 11kV Cable network

9.710480.1.015.S

Manage the design and planning of the existing 11kV cable distribution network in order to create sufficient network capacity and reliability where needed. Create new medium voltage networks to alleviate load on existing rings

Achieve 9km of cables cumulatively.

Admin

Admin

New R15,000,000 R0 R15,000,000 R11,086,500 R4,358,056 Full implementation of all projects on site. Achieve 4km of cables cumulatively.

R6,728,444 Close off of all projects, finalize payments, capitalize projects

Phase complete


Strengthening 11kV Overhead Network

9.710481.1.005.S

Manage the design, planning and implementation of the existing

Achieve 12km of cables cumulatively.

Admin

Admin

New R15,000,000 R0 R15,000,000 R11,325,531 R4,893,472 Full implementation of all projects on site. Achieve 4km of overheads

R6,432,059 Close off of all projects, finalize payments, capitalize

Phase complete

106

43

Department

Project Name

Project Number

Project objective


Region

Ward

New Renewal

Budget 2017/2018







Phases

11kV overhead distribution networks that are overloaded / stressed in order to create sufficient network capacity and reliability as needed

cumulatively. projects


Secondary Substations

9.710484.1.016.S

Construction of new 11kV Satellite substation to strategically address the capacity growth expansion of new infrastructure in line with spatial and demand growth.

Complete 3 secondary substations ready for use.

Admin

Admin

New R5,000,000 R0 R5,000,000 R4,510,634 R1,250,000 Full implementation of all projects on site


Project Complete


USDG Funds: Region 1 (Public Lighting)

9.710556.2.005.A

Provision of high masts and streetlights towards improving community safety.

Construction of the Network Backbone infrastructure, 330 Streetlights and 2 High masts

Admin

Admin

New R6,450,000 R0 R6,450,000 R6,324,468 R3,420,000 Construction of the Network Backbone infrastructure, 180 Streetlights and 1 High mast

R2,904,468 Construction of the Network Backbone infrastructure, 150 Streetlights and 1 High masts

Construction



9.710556.2.005.B


Construction of the Network Backbone infrastructure,150 Streetlights and 1 High-masts

Admin

Admin

New R5,400,000 R0 R5,400,000 R5,013,142 R1,860,000 Construction of the Network Backbone infrastructure, 50 Streetlights and1 High-mast

R3,153,142 Construction of the Network Backbone infrastructure,100 Streetlights and 0 High-masts

Construction

107

44

Department

Project Name

Project Number

Project objective


Region

Ward

New Renewal

Budget 2017/2018







Phases



9.710556.2.005.C


Construction of the Network Backbone infrastructure, 100 Streetlights and 5 High-masts

Admin

Admin

New R9,100,000 R0 R9,100,000 R7,889,796 R5,121,324 Construction of the Network Backbone infrastructure, 50 Streetlights and 3 High-mast

R2,768,472 Construction of the Network Backbone infrastructure, 50 Streetlights and2 High-masts

Construction



9.710556.2.005.D



Admin

Admin



Construction



9.710556.2.005.E



Admin

Admin

New R4,400,000 R0 R4,400,000 R3,507,698 R800,000 Construction of the Network Backbone infrastructure, 40 Streetlights and1 High mast


Construction



9.710556.2.005.F



Admin

Admin



Construction



9.710556.2.005.G



Admin

Admin



Construction

108

45

Department

Project Name

Project Number

Project objective


Region

Ward

New Renewal

Budget 2017/2018







Phases


Public Lighting: (City Wide)

9.710556.2.015.T


Construction of the Network Backbone infrastructure,100 Streetlights and 0 High mast

Admin

Admin

New R5,000,000 R0 R5,000,000 R5,000,000 R5,000,000 Construction of the Network Backbone infrastructure,100 Streetlights and 0 High mast

R0 Project complete

Construction


Pre-paid Electricity Meters

9.711862.1.015.E

Provide sustainable services infrastructure and human settlement management

Procure and install pre-paid meter devices to the value of R9.7m

Admin

Admin

New R35,000,000 R0 R35,000,000 R19,073,935 R10,000,000 Procure and install pre-paid meter devices to the value of R10m

R9,073,935 Procure and install pre-paid meter devices to the value of R9.7m

Construction


Revitalisation of the City- Monavoni 132/11KV Substation

9.712279.1.001.O

Construct new Monavoni 132/11kV, 40MVA substation

No plans provided

4 77 New R0 R20,000,000 R20,000,000 R20,000,000 R0 None R20,000,000 No plans provided

Construction


Revitalisation of the City- Soshanguve 132/11KV Substation

9.712279.1.001.Q

Construct new JJ 132/11kV, 40MVA substation

No plans provided


Construction


Revitalisation of the City- Soshanguve JJ 132/11 kV Substation (2 x 40MVA Power Transformers)

9.712279.1.001.S

Supply, delivery, installation , testing and commissioning of equipment for the construction of Soshanguve 132/11kV substation

No plans provided


Construction


Bronkhorstspruit 132/11kv substation

9.712279.1.005.C

Increase capacity of the substation from 20MVA to 40MVA

Conclude the evaluation and appointment of contractor and establish site

7 102,105

New R5,000,000 R-4,000,000 R1,000,000 R1,000,000 R0 Start with the evaluation of the tender

R1,000,000 Site establishment

Construction


Eldoraigne 132/11kv Substation

9.712279.1.005.E

Increase capacity of the substation from 40MVA

Complete testing and commissioning of Eldoraigne substation

4 69 New R30,000,000 R-24,000,000 R6,000,000 R2,524,059 R2,524,059 Project completed


Project Complete

109

46

Department

Project Name

Project Number

Project objective


Region

Ward

New Renewal

Budget 2017/2018







Phases

to 80MVA


Hartherley 132/11KV substation

9.712279.1.005.H

Construct a 132kV power ;line between Hartherley and Mamelodi 132kV substations

Complete the construction of the 132kV power lines in Mamelodi

6 40 New R10,000,000 R7,000,000 R17,000,000 R12,176,505 R5,000,000 Complete the stringing of the Hatherley - Mamelodi 132kV power line

R7,176,505 Complete and hand over all the power lines

Project Complete


Kentron 132/11kv Substation refurbishment

9.712279.1.005.L

Refurbishment of Kentron substation to repair the damage caused by the fire


4 78 Renewal

R5,000,000 R-4,000,000 R1,000,000 R1,000,000 R0 Start with the evaluation of the tender

R1,000,000 Funds transferred to Hartherley project due to delayed SCM projects

Project Complete


Mamelodi-3 132/11kv substation (2 x 40MVA Power Transformers)

9.712279.1.005.M

Increase capacity of the substation from 20MVA to 80MVA

Complete the testing and commissioning of Mamelodi 3 substation

5 99 New R20,000,000 R-14,000,000 R6,000,000 R6,000,000 R6,000,000 Project completed and the remaining funds are for CPA and payment for the work completed


Project Complete


Monavoni 132/11KV Substation

9.712279.1.005.P

Construct new Monavoni 132/11kV, 40MVA substation

Complete the construction of the substation building and outdoor yard equipment foundations.

4 70 New R20,000,000 R0 R20,000,000 R12,714,688 R3,500,000 Start with the construction of the substation building and equipment foundations

R9,214,688 Installation of 132kv equipment

Project Complete


Soshanguve 132/11KV Substation

9.712279.1.005.Q

Construct new JJ 132/11kV, 40MVA substation


1 9 New R5,000,000 R-4,000,000 R1,000,000 R1,000,000 R0 Start with the evaluation of the tender


Construction


Soshanguve JJ 132/11 kV Substation (2 x 40MVA Power Transformers)

9.712279.1.005.T

Supply, delivery, installation , testing and commissioning of equipment for the construction of Soshanguve

Complete the construction of the all the civil works including the substation building and outdoor yard equipment foundations. Start with the installation of

1 11 New R25,000,000 R0 R25,000,000 R10,672,675 R5,500,000 Effect R4m budget adjustment

R5,172,675 Installation of 11kV switchgear panels. Project close up

Project Complete

110

47

Department

Project Name

Project Number

Project objective


Region

Ward

New Renewal

Budget 2017/2018







Phases

132/11kV substation

the steel support structures


New Connections

9.712483.1.016.A

Provision of electricity supply up to 11kV within the Tshwane Area of Supply to all consumers. The process involve the management, planning and processing of all electrical supplies.

Process170 Connections

3 58 New R28,312,146 R0 R28,312,146 R14,795,177 R6,240,470 Process 585 Connections

R8,554,707 Process 585 Connections

Project Complete


Substation Peripheral Equipment Programme

9.712906.1.005

Installation of Pq meters

Procure and install PQ meters

Admin

Admin

New R4,000,000 R0 R4,000,000 R4,000,000 R0 No activity R4,000,000 Project completed

Procurement


Electricity vending infrastructure

9.712908.1.015.E

Improved access to basic services

Installation of vending and Meter Management system

City Wide

City Wide

New R35,000,000 R0 R35,000,000 R35,000,000 R0 Appointment of service provider


Project Complete


Digital Trunked Radio Communication

9.713009.1.015.D

Power Infrastructure Project: Upgrading of Optical Fibre between Hartherley and Soshanguve

1 X base Station site

City Wide

City Wide

New R15,000,000 R0 R15,000,000 R15,000,000 R13,312,791 1 X Base Station R1,687,209 1 X base Station site

Project Complete



9.710022.1.001.T

Construction of Bulk Pipe at City of Tshwane

Payment for the Sunderland Ridge X13 development of water and sanitation Services

City Wide

City Wide

New R10,000,000 R0 R10,000,000 R10,000,000 R5,000,000 Process Payment from Developer

R5,000,000 Process Payment from Developer

Procurement

111

48

Department

Project Name

Project Number

Project objective


Region

Ward

New Renewal

Budget 2017/2018







Phases



9.710022.1.015.T

Construction of Bulk Pipe at City of Tshwane

Payment for the (No Suggestions) are development of bulk water services

City Wide

City Wide

New R0 R2,000,000 R2,000,000 R2,000,000 R0 Preparation of Service Level Agreement

R2,000,000 Process Payment from Developer

Procurement


Lengthening Of Network & Supply Pipelines

9.710023.1.016.L

The purpose of this project is to extend pipelines to areas where water connections are required, or areas without any pipe in the street reserve available to connect to. Pipes are also laid to areas where the water supply has become insufficient and the problem can be solved by extending the supply

pipe to the affected area.

Installation of 500m water reticulation pipeline

City Wide

City Wide

Renewal

R3,000,000 R0 R3,000,000 R3,000,000 R0 Technical Evaluation and Appointment

R3,000,000 500m of water pipe installation

Construction


Replacement Of Worn Out Network Pipes

9.710026.1.015.P

The purpose of this project is to replace sections of the existing water reticulation that has deteriorated to such an extend that it has become unserviceable.

Replacement of 12 000m of reticulation pipe lines at various areas with CoT

City Wide

City Wide

New R102,000,000

R-30,000,000 R72,000,000 R70,014,340 R22,400,000 4500m of water pipe installation (upgrade)

R47,614,340 7500m of water pipe installation (upgrade)

Construction

112

49

Department

Project Name

Project Number

Project objective


Region

Ward

New Renewal

Budget 2017/2018







Phases


Revitalisation - Replacement, Upgrade, Construct Waste water

9.710411.1.001

Replacement, Upgrade, Construct Waste water

Design Review City Wide

City Wide

New R0 R5,000,000 R5,000,000 R5,000,000 R0 Preparation of scope of works and allocation to PM

R5,000,000 Design Review

Design


Replacement, upgrading and construction of Waste Water Treatment Works: Extension of Rooiwal WWTW: Sludge facility, 80Ml.day BNR Module

9.710411.1.005.T

This project is used for the upgrading or replacement of mechanical and electrical equipment, civil structures and buildings to improve the operational aspects of the Works to fulfill the permit conditions with regards to effluent quality, sludge treatment, protection of the

environment and also to fulfil Health and Safety requirements

Professional fees for the Consultants. Site establishment and commencement of the works.

City Wide

City Wide

New R14,991,547 R0 R14,991,547 R14,991,547 R5,541,547 BSC& Advertisement

R9,450,000 Professional fees for the Consultants. Site establishment and commencement of the works.

Construction


Baviaanspoort waste water treatment works: Baviaanspoort WWTW: Sludge facility, New 40 Ml/day

9.710411.1.015.B

Upgrading of the Baviaanspoort to the required 66ML Capacity

Investigation and repairs to the existing Plant. The design of the new Sludge Handling Facility and 40 ML/day Biological Nutrient Removal

2 55 New R30,000,000 R-20,000,000 R10,000,000 R8,600,212 R1,150,000 Stage 1: Tender evaluation Staged 2: approval of preliminary designs

R7,450,212 Stage 1: Repair work to existing Modules Stage 2: 50 % Detail design development

Construction

113

50

Department

Project Name

Project Number

Project objective


Region

Ward

New Renewal

Budget 2017/2018







Phases

BNR module

Module


Waste Water Treatment facilities upgrades Minor Capital Projects (City wide)

9.710411.1.015.C

the upgrading or replacement of mechanical and electrical equipment, civil structures and buildings to improve the operational aspects of the Works

The procurement of various components on various WWTW

City Wide

City Wide

New R8,008,453 R-4,600,000 R3,408,453 R3,408,453 R0 Appointment of Supplier

R3,408,453 Delivery of equipment

Procurement


Upgrading and construction of Waste Water Treatment Works : Temba and Babelegi

9.710411.1.015.N.I

Upgrading of Temba Waste Water Treatment Works

The completion of the Temba/Babelegi WWTW outstanding components and replacement of stolen equipment

2 60 New R0 R13,000,000 R13,000,000 R13,000,000 R0 Re-establishment and replacement of equipment

R13,000,000 Testing and commissioning of Temba WWTW

Project Complete


Ramotse-Marokolong waterborne sanitation

9.710878.2.005.R

Upgrading of Sewer Lines at Ramotse and Marokolong

Design Development for the Ramotse Marokolong area

2 33 New R2,000,000 R0 R2,000,000 R1,835,938 R0 Approval of Township Lay-out plans

R1,835,937 Development of the Detailed Design Report

Design


Temba Water Purification Plant Extension

9.710878.2.005.T

The extension and upgrading of the Temba Water Purification Plant to improve water quality and to provide adequate water supply capacity to facilitate the

Completion of the electromechanical components, Wet Testing and Commissioning

2 44 New R50,000,000 R0 R50,000,000 R39,732,470 R33,802,032 Construction Completed

R5,930,438 Defects Liability Period

Project Complete

114

51

Department

Project Name

Project Number

Project objective


Region

Ward

New Renewal

Budget 2017/2018







Phases

backlog eradication in the Northern areas of Tshwane and the Greater Temba area. Upgrading of the Temba Purification plant from 60Ml/day to 120Ml/day


Temba water purification plant- phase 6

9.710878.2.015

Provision of bulk water infrastructure

Completion of the electromechanical components, Wet Testing and Commissioning

2 10 New R0 R31,000,000 R31,000,000 R31,000,000 R31,000,000 Mechanical and Electrical completed. Wet commissioning

R0 Defects Liability Period

Project Complete


Refurbishment of Water Networks and Backlog Eradication : Soshanguve DD to Stinkwater Extension 2 - 8

9.710878.2.015

Refurbishment of water networks in Soshanguve DD to Stinkwater Extension 2 - 8

TBD 2 0 Renewal

R0 R4,650,000 R4,650,000 R4,650,000 R0 TBD R4,650,000 TBD Construction


Mabopane bulk pipeline Chambers and appurtenant works

9.710878.2.015.M


Construction of Bulk valve chamber and related pipework

1 12 New R0 R8,000,000 R8,000,000 R8,000,000 R6,000,000 100% completion of the construction project

R2,000,000 Handing over and as build submission.

Project Complete


Heights Iscor Feeder

9.711335.1.015.D

The upgrading and repair of the Iscor feeder main Valve Chamber and related pipework

Replacement all vandalised pipe fittings; valves and guardrails

4 0 New R15,000,000 R-10,000,000 R5,000,000 R5,000,000 R0 Evaluation of bidder's quotations.

R5,000,000 Site Handover and Contract Admin. Compliance; Site Establishment; Replace all

Project Complete

115

52

Department

Project Name

Project Number

Project objective


Region

Ward

New Renewal

Budget 2017/2018







Phases

vandalised pipe fittings.


Replacement Of Sewers

9.711404.2.015

Upgrading of sewer nework

TBD City Wide

City Wide

Renewal

R0 R8,000,000 R8,000,000 R8,000,000 R0 TBD R8,000,000 TBD Construction


Replacement of Sewers : Kaalplaasspruit and Rooiwal Sewer Siphon.

9.711404.2.015

Upgrading of sewer nework

TBD 2 0 Renewal

R0 R500,000 R500,000 R500,000 R0 TBD R500,000 TBD Construction


Replacement Of Sewers

9.711404.2.016.A

To rehabilitate the existing sewer network to prevent sewer spillages due to structural deficiencies and hydraulic capacity constraints.

7958m of Sewer Pipe Replacement (structural deficient sewers)

City Wide

city Wide

New R20,000,000 R0 R20,000,000 R19,819,702 R5,445,839 2 462m of Sewer Pipe Replacement (structural deficient sewers) and Bid Committees.

R14,373,863 4 696m of Sewer Pipe Replacement (structural deficient sewers)

Project Complete


Bronkhorstspruit Water Purification Plant Refurbishment

9.711921.1.015.B

the upgrading or replacement of mechanical and electrical equipment, civil structures and buildings to improve the operational aspects of the Works

Appointment of a Consulting Engineer, and Completion of the Inception report

7 102 New R15,000,000 R-14,200,000 R800,000 R800,000 R0 Bid Spec R800,000 Inception report

Procurement

116

53

Department

Project Name

Project Number

Project objective


Region

Ward

New Renewal

Budget 2017/2018







Phases


Revitalisation of the City-Babelegi Reservoir 2 Completion

9.712142.1.001.A

Construction of a reservoir at Babelegi

Repair work to the damaged steel pipe, Tie-in to the existing network and Repair work to the steel tank

2 89 New R0 R12,000,000 R12,000,000 R12,000,000 R1,500,000 Site establishment

R10,500,000 Repair work to the damaged steel pipe, Tie-in to the existing network and repair work to the steel tank.

Construction



9.712534.1.015.


Erecting of props for roof structures, testing of concrete and breaking of existing concrete structures and testing of concrete and 100% fixing of rebar for upstand beams around reservoir .

New 0 New R0 R4,200,000 R4,200,000 R4,200,000 R1,500,000 Site establishment

R2,700,000 Erecting of props for roof structures, testing of concrete and breaking of existing concrete structures and testing of concrete and 100% fixing of rebar for upstand beams around reservoir .

Project Complete


Klip-Kruisfontein Bulk water pipeline

9.712534.1.015.


Submission of closeout report and as-built

New 0 New R0 R600,000 R600,000 R600,000 R600,000 Submission of closeout report, As-built

R0 No milestones planned Project complete

Project Complete


Bronkhorstbaai: Refurbishment and upgrade of Water Purification Plant

9.712534.1.015.B

The 54Ml/day capacity Bronkhorstspruit WPP produces potable water for large parts of Region 7 as well as for the neighboring

Admin compliance, site handover, establishment, installation of 700KL tank.

7 102 New R15,000,000 R-12,500,000 R2,500,000 R2,500,000 R0 Tender evaluation

R2,500,000 Admin compliance, site handover, establishment, installation of 700KL tank.

Project Complete

117

54

Department

Project Name

Project Number

Project objective


Region

Ward

New Renewal

Budget 2017/2018







Phases

Thembisile Local Municipality. The plant also requires some Office and staff accommodation is required for efficient operation and monitoring.


Installation of telemetry, bulk meters and control equipment at reservoirs (City Wide)

9.712534.1.015.C

Supply and storage deficiencies exist in Klipgat/Hospital Reservoir distribution zone; therefore a new 10ML additional reservoir is necessary to increase storage capacity and eliminate deficiencies in supply. A 400mm ø steel supply

main reinforcement is also required to increase supply to Mabopane Reservoir. The construction of the reservoir was

scheduled for the year 2003 and the Steel supply main

Completion of the Telemetry System and Control room at Proes Depot

City Wide

City Wide

New R10,000,000 R5,000,000 R15,000,000 R6,032,990 R6,032,990 Installation of Pressure Transducers

R0 Project Complete , Defects Liability Period

Project Complete

118

55

Department

Project Name

Project Number

Project objective


Region

Ward

New Renewal

Budget 2017/2018







Phases

pipe was scheduled for 2003 according to the CoT masterplan, however these were not implemented


Doornkloof Reservoir

9.712534.1.015.D

The construction of a 10Ml/day reservoir.

Appointment of contractor, Bulk excavation and Construction of reservoir base and wall up to 1m.

4 65 New R20,000,000 R-10,000,000 R10,000,000 R10,000,000 R2,000,000 Site Handover; Site Establishment

R8,000,000 Steel fixing for concrete walls 1st lift, layer works for valve chamber.

Project Complete


New Parkmore LL Reservoir

9.712534.1.015.L

The Parkmore LL Reservoir zone currently experiences high water demand due to current high density developments taking place in the area. The storage capacity of the reservoir has to be upgrade in order to meet future demand. Therefore, an additional 10Ml reservoir needs to be constructed to argument the existing one.

Appointment of the contractor and Site Establishment.

6 44 New R25,000,000 R-24,000,000 R1,000,000 R1,000,000 R0 Tender Technical evaluation

R1,000,000 Appointment of the contractor and Site Establishment.

Construction

Utility Services - Water &

New Klipgat Reservoir

9.712534.1.015.N

The construction of a 10Ml/day reservoir to

Completion of the reservoir

1 21 New R12,000,000 R4,000,000 R16,000,000 R10,153,344 R3,600,000 Reservoir completed, 90% Commissioning

R6,553,344 Project Complete , Defects Liability Period

Project Complete

119

56

Department

Project Name

Project Number

Project objective


Region

Ward

New Renewal

Budget 2017/2018







Phases

Sanitation

meet current and future demand


Replace reservoir fencing (City Wide)

9.712534.1.015.T

Bulk Water facilities has equipment, when tampered with, can cause injury and death. The water supply to consumers must be protected, as contamination of the water source will affect the

health of these consumers. The current condition of fences will require replacement and upgrading within a few years.

Appointment of the contractor, contractual requirements and Site Establishment.

City Wide

city wide

New R5,000,000 R5,000,000 R10,000,000 R10,000,000 R0 Tender Technical evaluation

R10,000,000 Appointment of the contractor, contractual requirements and Site Establishment.

Construction


Capital Movables

9.712762.1.007.C


Purchase of movable assets (Furniture ) for the Divisional Heads

city wide

city wide

New R500,000 R0 R500,000 R500,000 R0 None R500,000 Procurement and delivery of movable assets

Procurement


Water Conservation and Demand Management

9.712896.1.005.M

Conservation of water and management of water demand

Installation of 4800 water meters

city wide

0 New R80,000,000 R0 R80,000,000 R32,189,211 R22,189,211 2400 meters installed

R10,000,000 4000 meters installed

Construction

Utility Services - Water & Sanitat

Kudube Unit 8 - 1784 Housing Units - Water

9.712970.1.005.T

installation of water and Sanitation Services to newly formalised

Installation of water connection at Kudube unit 8

city wide

100 New R18,000,000 R0 R18,000,000 R8,886,533 R6,886,533 Issuing of Completion Certificate

R2,000,000 Project Complete , Defects Liability Period

Construction

120

57

Department

Project Name

Project Number

Project objective


Region

Ward

New Renewal

Budget 2017/2018







Phases

ion Provision (712970RAT03)

areas


Hammanskraal Ext 2 Stand 3 505 - 61 Housing Units - Sewer Provision (712970RAT05)

9.712970.1.005.T

installation of water and Sanitation Services to newly formalised areas

the installation, Testing of pipeline, 61 house connections (including long and short connection, water meters and yard taps)

city wide

100 New R1,304,248 R0 R1,304,248 R1,304,248 R0 Revision of Township layout by Human Settlement Department

R1,304,248 Testing of pipeline, 61 house connections (including long and short connection, water meters and yard taps)

Construction


Hammanskraal Ext 10 - 2 767 Housing Units - Water Provision (Bulk services) (712970RAT04)

9.712970.1.005.T


Installation of bulk water pipeline and construction of chambers

city wide

100 New R10,000,000 R0 R10,000,000 R10,000,000 R0 Evaluation of bidder's quotations

R10,000,000 Installation of 300 m bulk water pipeline and construction of chambers

Construction


Hammanskraal Ext 10 - 2767 Housing Units - Sewer Provision (Bulk Services) (712970RAT04)

9.712970.1.005.T


Installation of bulk Sewers pipeline and construction of Manholes

city wide

100 New R5,000,000 R0 R5,000,000 R5,000,000 R0 Evaluation of bidder's quotations

R5,000,000 Installation of 300 m bulk sewer pipeline

Construction


Atteridgeville Ext 19 - 900 housing units - Sewerage network (Upgrading of the existing sewer pump station and constructio

9.712970.1.005.T


30% Construction, earthworks excavation and 1000m pipe laying.

city wide

100 New R35,292,700 R0 R35,292,700 R32,851,327 R13,000,000 Site establishment, site clearance and appointment of subcontractors

R19,851,327 30% Construction, earthworks excavation and 1000m pipe laying.

Construction

121

58

Department

Project Name

Project Number

Project objective


Region

Ward

New Renewal

Budget 2017/2018







Phases

n of the temporary sewer pump station) (712970RAT07)


Mamelodi Ext 11 - Water network link for 1 859 stands (712970RAT10)

9.712970.1.005.T


installation of 1500m of bulk

city wide

100 New R9,000,000 R0 R9,000,000 R8,660,000 R0 site briefing, appointment of contractor, admin compliance, site handover, site establishment and ordering of material.

R8,660,000 installation of 1500m of bulk

Construction


Soshanguve South Ext 1 (Plot 67) - 398 housing units - water provision

9.712970.1.005.T


Completion and commencement of defect liability period, defect liability, Close-out report and As built drawings

city wide

100 New R1,707,300 R0 R1,707,300 R500,000 R500,000 Completion and commencement of defect liability period, defect liability, Close-out report and As built drawings

R0 Defect liability period

Project Complete


Soshanguve South Ext 1 (Plot 67) - 398 housing units - Sewer provision

9.712970.1.005.T


Completion and commencement of defect liability period, Close-out report and As built drawings

city wide

100 New R3,000,000 R0 R3,000,000 R707,000 R707,000 Completion and commencement of defect liability period, Close-out report and As built drawings


Project Complete


Mabopane water reticulation and bulk pipeline

New Provision of bulk water infrastructure

Completion of the outstanding pipework, Pipe jacking and Snag list items

1 12 New R0 R2,000,000 R2,000,000 R2,000,000 R0 None R2,000,000 Completion of the outstanding works, stag items and handing over. Construction progress at 50% complete. Pipe jacking and river crossing)

Project Complete

Utility Services - Water &

Formalisation of Informal Settlements

9.712970.1.015

Providing basic services to informal settlements

TBD City Wide

City Wide

New R0 R37,410,000 R37,410,000 R37,410,000 R0 TBD R37,410,000 TBD Construction

122

59

Department

Project Name

Project Number

Project objective


Region

Ward

New Renewal

Budget 2017/2018







Phases

Sanitation


Bulk Water Pipeline Wonderboom


Completion and commencement of defect liability period; Close-out report and As built drawings

2 96 New R0 R800,000 R800,000 R800,000 R800,000 Completion and commencement of defects liability period; Close-out report and As built drawings.


Project Complete


Garsfontein pipe reinforcement


Payment of Consulting engineer's professional fees and close reports

6 47 New R0 R3,140,000 R3,140,000 R3,140,000 R0 Approval of reports for revision of fees and contract amoun.t

R3,140,000 Project complete

Project Complete


Annlin Reservoir Extension

New Extension of a reservoir at Annlin

Snag list (reservoir tightness test); Close-out report and As built drawings &Project Complete (defect liability)

2 50 Renewal

R0 R3,000,000 R3,000,000 R3,000,000 R2,100,000 Snag list (reservoir tightness test); Close-out report and As built drawings &Project Complete (defect liability)

R900,000 Project Complete (defect liability)

Project Complete


Separation: Airside/Landside: Required legislative compliance with Civil Aviation Regulations, and the National Aviation Security Program (NASP)

9.711953.2.015.A

Requirement legislative compliance with Civil Aviation Regulations and National Aviation Security Program

Fence between Airside and Landside

2 50 New R3,000,000 R976,225 R3,976,225 R2,248,641 R1,000,000 Fencing Phase 1 R1,248,641 Fencing phase 2

Project Complete


Main terminal Building, carousel and other mechanical baggage handling equipment upgrade to

9.712891.1.015.A

Requirement legislative compliance with Civil Aviation Regulations and National Aviation Security Program

Upgrading of main terminal building

2 50 New R2,000,000 R0 R2,000,000 R2,000,000 R2,000,000 Upgrading of main terminal building

R0 No activity No Budget

123

60

Department

Project Name

Project Number

Project objective


Region

Ward

New Renewal

Budget 2017/2018







Phases

meet legislative compliance requirements


Construct improved security accesses to restricted maintenance areas with CCTV system and upgraded control room to meet CAA compliance requirements

9.712998.1.015.A

Security access to meet legislative security requirements as per Civil Aviation Act, SACARS and NASP

Working CCTV system, Control Room

2 50 New R1,000,000 R-2,432 R997,568 R0 R0 No activity R0 No activity Project Complete


Elevator/escalator for main terminal building

9.713000.1.015.E

To meet the building regulation requirement and to ensure that the building is disable compatible

Installed Elevator

2 50 New R3,000,000 R0 R3,000,000 R3,000,000 R2,500,000 Installation to commence

R500,000 Installation to be finalised

Project Complete


Fire sprinklers and smoke detectors in the main terminal building required to meet legislative compliance requirements

9.713002.1.015.F

To meet fire prevention legislative requirements

Updated Fire Equipment in Main Terminal Building

2 50 New R1,000,000 R-3,146 R996,854 R0 R0 No activity R0 No activity Project Complete


Additional carports and electronic parking payment equipment

9.713029.1.015.A

Required to accommodate airport passengers and visitors

Completed Parking Area

2 50 New R2,000,000 R54,179 R2,054,179 R651,902 R597,723 Phase 2 R54,179 Phase 2 Project Complete

124

61

Department

Project Name

Project Number

Project objective


Region

Ward

New Renewal

Budget 2017/2018







Phases


Arch metal detector and scanners to scan passenger, luggage and baggage

9.713030.1.015.A

To meet SACARS and NASP to improve airport security

1 x Arch Metal Detector installed between Airside / Landside

2 50 New R2,000,000 R0 R2,000,000 R2,000,000 R0 No activity R2,000,000 procurement of equipment

Project Complete


Installation of biometric security system

9.713032.1.015.I

To meet SACARS and NASP legislative requirements

Biometric Security System installed at all Office and Security Buildings

2 50 New R1,450,000 R0 R1,450,000 R0 R0 No activity R0 No activity Project Complete


Installation of temporary office structures (SARS, Immigration, Metro police, SAPS, Security Service Provider)

9.713033.1.015.I

To accommodate airport role players

Temporary Office and Storage structures installed

2 50 New R3,000,000 R-20,163 R2,979,837 R0 R0 No activity R0 No activity Project Complete


Upgrade of Rescue and Fire fighting centre with additional office space

9.713034.1.015.U

To meet the requirements legislation of aviation rescue and fire fighting capacity at Wonderboom airport

Additional Office Space and upgrades installed

2 50 New R750,000 R-313 R749,687 R1 R0 No activity R0 No activity Project Complete


Construction of a separate entrance for General Aviation passengers

9.713054.1.015.A

To meet the International status requirements

Entrance constructed

2 50 New R1,500,000 R-4,350 R1,495,650 R0 R0 No activity R0 No activity Project Complete


Construction of new water and sewage system

9.713055.1.015.A

To meet the CAA instruction and SACARS requirements

Water and Sewer system constructed

2 50 New R10,000,000 R0 R10,000,000 R8,999,489 R2,000,000 Installation to commence

R6,999,489 Installation to commence

Project Complete

125

62

Department

Project Name

Project Number

Project objective


Region

Ward

New Renewal

Budget 2017/2018







Phases


Public Parking paved with CCTV coverage, carports and access control

9.713056.1.015.A

To meet accommodate airport passengers and visitors

Completed Parking Area

2 50 New R1,500,000 R0 R1,500,000 R1,500,000 R1,500,000 No activity R0 No activity Project Complete


Storage facility for rescue and fire fighting foam and related equipment

9.713058.1.015.A

To meet the CAA instruction and SACARS requirements

Storage Facility completed

2 50 New R750,000 R0 R750,000 R750,000 R750,000 Construction of water, sewage and Stormwater, service road and taxiways, security access and electricity expansion

R0 No activity Project Complete


Capital Movables

New To meet the CAA instruction and SACARS requirements

Scaffolding, Kitchen Equipment and Office Equipment Procured

2 50 New R0 R50,000 R50,000 R50,000 R40,000 Kitchen, Office and Site Equipment

R10,000 No activity Procurement

126

1

Annexure “D” Reference No 26092/2 Fikile Rasmeni (1182) MAYORAL COMMITTEE:

OFFICE OF THE CITY MANAGER HOUSING COMPANY TSHWANE (HCT) REVISED BUSINESS PLAN 2017/18

1. PURPOSE

The purpose of the report is to request approval for the amendment/revision of the 2017/18 Business Plan for Housing Company Tshwane (HCT). The revised 2017/18 HCT's Business Plan is attached as Annexure A.

2. STRATEGIC PILLARS 2.1 A CITY THAT CARES FOR RESIDENTS AND PROMOTES INCLUSIVITY 2.2 A CITY THAT IS OPEN, HONEST AND RESPONSIVE 3. BACKGROUND

The Shareholder Operations Unit is concerned with reviewing, monitoring and “overseeing” the affairs, practices, activities, behaviour and conduct of municipal owned entities (MOEs) to ensure the City of Tshwane that the business of MOEs is being conducted in a manner expected in accordance with commercial legislative and other prescribed or agreed conventions. The unit is poised to assist the institution and its MOEs to comply with applicable legislation by providing regular advice and reports on compliance and recommending remedial action where required. The Division regulates the functions of MOEs and co-ordinates these with prevailing political imperatives, whilst ensuring alignment with departmental SDBIPs. In terms of Section 87(6) of the MFMA, the board of directors of a municipal entity may, with the approval of the Mayor, revise the budget of the municipal entity, but only for the following reasons:

To adjust the revenue and expenditure estimates downwards if there is material under-collection of revenue during the current year;

To authorise expenditure of any additional allocations to the municipal entity from the parent municipality;

To authorise, within a pre-scribed framework, any unforeseeable and unavoidable expenditure approved by the mayor of the parent municipality;

To authorise any other expenditure within a prescribed framework.

The City approved all the 2017/18 Business Plans in May 2017, all the business plans were interrogated intensively before they were finally approved by both the Mayoral Committee and Council.

127

2

In terms of Section 87 of MFMA, municipal entities are allowed to revise their Business Plans to align them to the allocated or approved budget and performance indicators.

4. DISCUSSION

HCT revised its 2017/18 Business Plan and was approved by Council in May 2017. The entity's performance for the six (6) months has resulted in the entity revising its 2017/18 business plan. Below is a brief summary of proposed amendment on HCT's Strategic Objectives to ensure alignment with City’s IDP and SDBIP:

128

3

129

4

Summary of adjustment budget on financial performance

RENTAL INCOME

The rental revenue decreased as compared to the original approved budget due to non- delivery of 100 units at Townlands and receiving 266 self-sufficiently units instead of 277 units from the City. There is a variance of 121 units and R1, 8 million on the revenue:

130

5

INTEREST INCOME

The interest income on external investment has decreased due to reduced bank balance. The variance of R11, 127 has been recorded.

OPERATIONAL GRANT

The operational grant from the City remained constant as per the MTREF since no additional grant will be granted to the entity during the 2017/2018 Adjustment Budget.

OTHER INCOME

The other income decreased as compared to the original budget based on the bank recoveries from tenant’s deposit, the entity through the City has secured a 3 year banking contract with ABSA bank and bank charges has reduced drastically as compared to the previous financial year hence reduced bank recoveries. The bank levies bank charges for every deposit that the tenant makes on the entity’s bank and management ensures that this charges are recovered from tenants. The variance of R21, 398 has been recorded.

CAPITAL GRANT TRANSFER

The entity will receive capital grant from the Social Housing Regulatory Authority (SHRA), province and the City of Tshwane to deliver 250 social housing units on Townlands project, upgrade of bulk services on Chantelle x 39 and completion of detailed design and installation of bulk infrastructure and internal reticulation on Sunnyside. The table below shows the source of funding and amounts:

131

6

EMPLOYEE RELATED COSTS

Management made provision for new salary adjustment on the vacant advertised positions. The decrease on the employee costs is due to the vacant CEO, COO and other junior positions during the six months period. The salary adjustment has been made for the following positions:

Chief Executive Officer

Chief Finance Office

Supply Chain Manager

Property Development Manager

Accountant

Clerk of Works

Receptionist/Office Assistant

REMUNERATION OF DIRECTORS

The number of board meetings has been reduced during the 2017/2018 financial year hence a decrease on director’s remunerations.

DEPRECIATION

Depreciation has been increased as a result of reclassification of investment property to property, plant and equipment which is carried at revaluation model less accumulated depreciation.

132

7

FINANCE CHARGES

The capital portion of the loan with National Housing Finance Corporation (NHFC) has reduced hence decrease on the interest portion.

OTHER MATERIAL

The other material expenditure line item has been reduced due to reduction on cartridges bought and consumables for maintenance on properties under management. CONTRACTED SERVICES The contracted services increased due to the inclusion of Turn- around Strategy and Rental Strategy on the adjustment budget. OTHER EXPENDITURE Other expenditure decreased due to less maintenance or operating expenditures at Townlands, impacted by not delivering 100 social housing units at the end of the financial year due to the contractors non- performance. CAPITAL EXPENDITURE The entity will be constructing 250 social housing units on Townlands project, upgrade bulk services, installation of internal reticulation on Chantelle x 39, installation of bulk upgrade on Timberlands projects and detail design and internal infrastructure and internal reticulation on Sunnyside.


Cognisance is taken of the contents of the report. There are no financial implications emanating as a result of this report for the City of Tshwane as the purpose of the report is to request approval for the amendment/revision of the 2017/18 Business Plan for Housing Company Tshwane (HCT). The proposed revised business plan should be aligned to the 2017/18 Medium-Term Revenue and Expenditure Framework.

5.2 COMMENTS OF THE GROUP HEAD: CITY STRATEGY & ORGANISATIONAL

PERFORMANCE

The adjusted Business Plan is noted by the CSOP. It is important to highlight the budget adjustment effected by Housing Company Tshwane. This adjustment should be reported to the board and should form part of the cover report The movement of funds in this regard should be illustrated in the body of the business plan and should be reported in the cover report.

Project Name Current Budget 2017/18

Adjustment Adjusted Budget

133

8

Timberlands project - installation of bulk upgrade (road and storm water) Detail design

10,618,240 -5,296,063 5,322,177

Townlands detail design and internal reticulation

30,000,000 30,000,000

Chantelle detail design and bulk infrastructure upgrade

0.00 - -


0.00 - -


0.00 7,000,000 7,000,000

Townlands project - construction of 1,200 social housing units

70,626,296.00 20,322,348 90,948,644

Housing company Tshwane should illustrate how it will spend this money in a form of Project cash flow and milestone which is termed capital works plan. 5.3 COMMENTS OF THE GROUP HEAD: GROUP LEGAL COUNSEL

The purpose of the report is to request approval for the amendment/revision of the 2017/18 Business Plan for Housing Company Tshwane (HCT). The report is in compliance with section 95 of the Finance Management Act 56 of 2003, which empowers the Accounting Officer of the general financial management functions of the municipality, and to further maintain an effective, efficient and transparent systems. Group Legal Services Department notes the revised 2017/18 Business Plan of Housing Company Tshwane.

5.4 COMMENTS OF THE GROUP HEAD: HOUSING AND HUMAN SETTLEMENT

Cognisance is taken of the contents and the recommendations of the Revised Business Plan of HCT for 2017/18. The Department has been involved and working closely with the Housing Company Tshwane in reviewing their multi-year business plan and setting of 2017/18 delivery targets and budget plan. The Department would like note the following, for consideration by the shareholder, the City: 1. Housing Company Tshwane is the entity of the City mandated to develop and manage

affordable rental housing including social housing. HCT has received conditional accreditation as a social housing institution, which renders it eligible to access grant funding from social housing funding like the Social Housing Regulatory Authority (SHRA) and Gauteng Partnership Fund, amongst others. The grant funding provided by these

134

9

funders is not adequate for development of social housing units. Due to HCT’s size and its small current portfolio to collect revenue, HCT still relies on the shareholder for top-up funding (equity) in order to implement its first 2000 units. According to universal standards, a minimum of 2000 units allows a social housing entity to break even and progress towards self-sustainable trajectory.

2. The HCT has secured funding from SHRA and Province for implementation of the first phase of its flagship project i.e. Townlands in Marabastad. The project will yield a total of 1200 units over 3 years. The HCT achieved financial closure with the above-mentioned funders on the basis that the City will provide the required top-up (Capex grant funding) for the duration of the implementation of the project.

3. HCT is ready and has appetite to secure grant funding for more projects, however it remains reliant from the shareholder for equity/ top-funding to successfully implement its Greenfields projects.

Notwithstanding the comments above, the HCT plays a key role in contributing towards increased delivery of affordable housing rental, however with short-term support from the shareholder. The Department of Human Settlements has not objection to the content of the report and therefore supports its recommendation.


The report does not have human resource implications to the CoT. 6.2 FINANCES

There are no direct financial implications to the CoT. 6.3 CONSTITUTIONAL AND LEGAL FACTORS

The report is in accordance to the Municipal Finance Management Act. 6.4 COMMUNICATION

The Shareholder Unit, CSOP, and the department of Human Settlement have been consulted.


Council Resolution 25 May 2017.

135

10

7. CONCLUSION

The envisaged approval of the revised Business Plan 2017/18 will enable HCT to allocate its resources on the areas that are measurable, achievable and reportable on quarterly bases, which have been funded either through CoT funding or alternative funding that the entity intends to access.

ANNEXURE: A. HCT - 2017-18 Business Plan (adjusted).docx

RECOMMENDED: That it be recommended to the Mayoral Committee: That the revised 2017/18 Business Plan of Housing Company Tshwane be noted and approved.

136

http://ceoctviis058.tshwane.gov.za/c9_tshwane/GovFlowAjax/DownloadAttachment/4880946

11

HOUSING COMPANY TSHWANE

2017/18 Adjustment Business Plan

Dec 2017

Capturer:

Business Planner name and signature

Sign Off:

MD/CEO Signature: ……………………..………………………………

Board Chairperson Signature……………………………………………

Signature of SED from the Cluster: ………..……………………………

Signature of DCM: ………………………………………………………….

Date: …………………………………………………………………………..

Receipt & Review:

Signature of SHU Representative: ……………………………

137

12

Contents 1. INTRODUCTION ........................................................................................................... 16

1.1 Vision ........................................................................................................................... 18

1.2 Mission ......................................................................................................................... 18

1.3Management and Organisational Structure ........................................................................ 18

2. DEPARTMENTAL MEASURES CONTRIBUTING TO TSHWANE CITY STRATEGY

FRAMEWORK ....................................................................................................................... 22

2.1 Alignment with Tshwane City Strategy Framework .................................................... 22

2.1.1 Contribution by departments towards achieving Vision 2030 during 2016/21 term of office

................................................................................................................................................. 22

2.1.2 Provide detailed contributing focus areas against priorities as illustrated in the example

below figure below is an illustration. ...................................................................................... 23

2.1.3 Aligning Transformation Areas with City Priorities & Focus ....................................... 28

2.1.4 KEY SERVICE DELIVERY SYSTEMS REENGINEERING ................................... 29

3. Capex and Opex project Budget Alignment ..................................................................................... 31

3.1 CAPEX PROJECTS ........................................................................................................ 31

3.2 OPEX PROJECTS ........................................................................................................... 32

3.3 CAPITAL PROJECT CONFIRMATION ........................................................................ 32

3.4 CAPITAL PROJECT OUTPUT ...................................................................................... 34

4. DEPARTMENTAL (SDBIP) SCORECARD ........................................................... 34

5. FINANCIAL IMPLICATION .................................................................................................................. 40

6. RISK ASSESSMENT ......................................................................................................... 43

7. CONCLUSION ................................................................................................................... 44

Annexure1: DETAILED MTREF FINANCIAL STATEMENT Annexure 2: DETAILED RISK REGISTER Annexure 3: EMPLOYMENT EQUITY PLAN Annexure 4: PROCUREMENT PLAN

138

13

ABBREVIATIONS USED

AFS Annual Financial Statements

AGSA Auditor-General: South Africa

APC Audit and Performance Committee

APR Annual Performance Report

AR Annual Report

BoD Board of Directors

BPMC Budget and Performance Monitoring Committee

CAE Chief Audit Executive

CEO

Chief Executive Officer

COO

Chief Operations Officer

CFO Chief Financial Officer

CM City Manager

COGTA Cooperative Governance and Traditional Affairs,

CoT City of Tshwane

EM

Executive Mayor

GH

Group Head

GT Gauteng Treasury

HCT

Housing Company Tshwane (Municipal Entity)

KPAs

Key Performance Areas

ME Municipal Entity

MEC Member of Executive Committee of the Gauteng Provincial Government

MFMA Municipal Finance Management Act

MSA Municipal Systems Act

MTREF Medium-Term Revenue and Expenditure Framework

NT National Treasury

SDBIP Service Delivery and Budget Implementation Plan

SWA Sandspruit Works Association (Municipal Entity)

TEDA Tshwane Economic Development Agency (Municipal Entity

139

14

DEFINITION OF TERMS

a) Business Plan:

A business plan is a document that gives the summary of the work of the Department /

Municipal Entity (ME). It highlights the functions of the ME, its organizational

arrangements, planned activities as well as the cost associated with delivering on its

mandate. The planned activities include the IDP Scorecard, SDBIP Scorecard,

Departmental / ME Scorecard and alignment of these planned activities to approved

budget.

b) Deliverables:

These are ME targets set for the financial year and they relate to the overall strategic

objectives of the city. The deliverables as required in this document need to be in line

with the 5 year targets as reflected in the 2016/21 IDP and should demonstrate a

progressive movement towards achieving the city’s goals.

c) IDP Scorecard:

This document identifies the strategic objectives for the term in line with the long term

vision. The IDP reflects the five year term of the City in line with the Tshwane Vision

2055.

d) SDBIP Scorecard:

This document seeks to drive service delivery using the municipal approved budget.

Departments / MEs are expected to align their KPIs to the approved budget and related

projects.

e) Departmental Scorecard:

The ME scorecard reflects the planned activities of the Department / ME in line with its

functions. Targets set in the departmental scorecard are broken down into quarterly

targets. This scorecard will be used to monitor departmental/ME performance on a

quarterly basis.

f) Strategic Focus Area:

These are areas of immediate importance supporting strategic priority areas and

Departmental / ME functional areas. The key focus areas represent the work of the ME

supporting organizational strategy.

g) Functional Area:

The functional areas of the ME are as per the approved organizational structure of the

city (micro structure). They reflect the various areas of work within the ME to which

targeted implementation and budgets are allocated.

h) Strategic / Priority Projects:

The strategic projects are those pronounced by the Executive Mayor. These are key

strategic programs and projects that are aimed at fast tracking the city’s social and

economic transformation and the progress thereof is monitored by the Office of the

Executive Mayor.

i) Incubating Projects:

These include those activities and work that are in their initial planning and research

stages.

140

15

j) Indicators:

These are statements of measurement and are used to indicate whether progress is

being made in achieving the goals. Indicators provide a common framework for

gathering data for measurements and reporting; translate complex concepts into simple

operational measurable variables; enables the review of goals and objectives; assist in

policy review processes; and help provide feedback to the municipality and staff. The

approved IDP 2015/16 and its first review contain these indicators. Departments / MEs

are encouraged to improve these in line with their set targets.

k) Key Performance Area:

The key performance areas as reflected in the approved IDP are a translation of the

strategic objectives into areas of focus. Key performance areas aggregate the strategic

objectives into areas of focus such as water, energy, job creation in line with the

relevant strategic objectives.

l) Strategic Objectives:

The Performance Management Guidelines state that “All components of the IDP need

to be translated into a set of clear and tangible objectives. The statement of objectives

requires a tangible, measurable and unambiguous commitment to be made. In setting

objectives, a municipality needs to carefully consider the results desired; review the

precise wording and intention of the objective; avoid overly broad results statements;

be clear about the scope and nature of change desired and ensure that objectives are

outcome and impact focused. In the 2015/16 IDP, the city revised 6 Strategic Objectives

which are to guide the city’s development interventions for the mayoral term. The

strategic objectives highlight some of the key areas of work for the city and set a tone

for the city’s developmental interventions for the term. In this business plan, it is

proposed that these objectives be aligned to those of the City to reflect all the strategic

work of the city in line with the city’s desired long term objectives and to reflect entirely

the work that happens in the city. In line with the guidelines, the revised strategic

objectives (6), as per the 2015/16 IDP revision, are:

Economic; Spatial; Ecological; Human capital potential; and Institutional.

141

16

1. INTRODUCTION

The Housing Company Tshwane (HCT), was established by the City of Tshwane Metropolitan Municipality (CoT) in 2001. It is a municipal entity as envisaged in section 9(2) of the Municipal Systems Amendment Act, 2000 (Act No. 32 of 2000), under the exclusive jurisdiction and ownership control of the CoT and is duly registered in terms of the Companies Act, (Act 71 of 2008).

The City of Tshwane (COT), its sole shareholder, established the HCT to develop and manage social housing, which is recognised as a pivotal tool in restructuring the CoT. It is mandated to act as a long -term institutional platform through which the CoT would promote the business of procuring, developing, owning, letting, maintaining and managing residential accommodation (primarily for the low and middle income brackets in terms of the National Housing Code).

In terms of Section 76(b) of the Municipal Systems Act, 2000 (Act No. 32 of 2000), the CoT must assist the HCT to achieve the aforesaid affordable housing development goals through HCT undertaking affordable housing developments, and making available to qualifying households affordable housing units and supporting infrastructure within the CoT's area of jurisdiction.

The CoT acknowledges that the HCT is a business entity, and as such requires a maximum degree of autonomy, to allow it to fulfill its business operations (subject to the checks and balances of the Municipal Finance Management Act, 2003 (Act No. 56 of 2003). To this end the parties agree that all financial obligations to the HCT by the CoT will be transferred within sixty (60) days of approval of the annual budget of the CoT.

The HCT also represents the vehicle that ensures the City stays focused on its agenda to offer accommodation to poorer communities who have been historically marginalised from the inner-city precincts, and business development districts, that have grown within the city. The overall objectives of the entity and assessment of its ability to deliver on its promises, the vision, mission and the organizational structure of the entity needs to be understood.

This document outlines the planning that will guide the growth and development trajectory of the HCT over the 2017/2018 Medium Term Revenue and Expenditure Framework (MTREF). Moreover, it analyses the strategic context within which the HCT operates, and articulates a strategic focus that is aligned to perform on its mandate. It is also alive to, and recognizes the opportunities that currently exist towards making the HCT the leading social housing institution within the CoT.

The Housing Company Tshwane Mandate

The HCT was established as a section 21 company by the CoT to implement the City of Tshwane’s institutional/social housing programme as per the Housing Act, 1997 (Act No. 107 of 1997). “Social Housing is one of the housing programs designed by the National Department of

Human Settlements to offer quality, affordable and easily accessible housing

opportunities within the Inner city and well-located areas. In the CoT, social housing is

seen as a vehicle to bring the less affluent people closer to the city center. The CoT is

conscious of the fact that the independent management of social and rental housing

142

17

stock by HCT would relieve the pressure on municipal finances by dedicating the

collection or rentals to an entity without “municipal baggage”, and that the non-payment

culture and trends exhibited in municipal rental stock would be reversed.”

The Service Delivery Agreement through which the HCT is mandated is reviewed annually and the key aspects are listed below:

The role of the entity

The HCT’s vision and mission enunciated above are the foundation and framework that guides the company in providing rental/social housing services which is based on the City’s 2016/21 Integrated Development Plan:

Contributes to the implementation of the City of Tshwane’s approved spatial development framework;

Offers affordable social housing products to the targeted households and/or beneficiary community;

Promote the development of well-located, livable communities within easy reach of social and other amenities; and

Promote local economic development activities within areas earmarked for social housing.

143

18

1.1 Vision

An excellent social housing provider of choice in the City of Tshwane.

1.2 Mission

To sustainably deliver and manage affordable social housing in the City of

Tshwane.

1.3 Values

Caring;

Responsiveness;

Transparency;

Integrity; and

Professionalism.

1.4 Management and Organisational Structure

The HCT is governed by an independent Board of Non-Executive and Executive Directors, in terms of the Companies Act, 2008 (Act No.71 of 2008 (as amended), and related legislation such as the Municipal Systems Act, 2000 (Act No. 32 of 2000), the Municipal Finance Management Act, 2003 (Act No. 56 of 2003, the Housing Act, 1997 (Act No. 107 of 1997, the Rental Housing Act, 1991 (Act No. 50 of 1991), the Social Housing Act, 2008 (Act No. 16 of 2008, the Municipal Structures Act, 1998 (Act No. 117 of 1998), the Prevention of Illegal Eviction from and Unlawful Occupation of Land Act, 1998 (Act No. 19 of 1998), the Skills Development Act, 1998 (Act No. 95 of 1998), the Promotion of Equality and Prevention of Unfair Discrimination Act, 2000 (Act No. 4 of 2000), the Broad-Based, Black Economic Empowerment Act, 2000 (Act No. 53 of 2000), and various Treasury Regulations. The HCT is bound by the City’s approved “Reporting Framework for Municipal Entities”, the Service Delivery Agreement (hereinafter referred to as “SDA”) concluded between HCT and CoT, and also abides by industry-specific legal and regulatory frameworks (e.g. the compliance and reporting regime of the Social Housing Regulatory Authority). The HCT’s constitutional-statutory-regulatory framework for planning, operation and compliance is also defined by the applicable City of Tshwane by-laws, judgments of the High Court, the Supreme Court of Appeal, and the Constitutional Court insofar as they relate to social housing.

144

19

Organisational Structure /Organogram

Vacant Funded Positions Filled Positions New Positions

145

20

Table 1: Staff Estimates

Executive Management

The Chief Executive Officer (CEO) is appointed by the Board of Directors and is accountable to them. The CEO is the accounting officer responsible for the planning, development, administration, management and monitoring of the company’s assets. Provision is made in the reviewed structure for the other following executive management positions:

Chief Finance Officer;

Client Service Manager.

Supply Chain Manager

The table below provides the current state to the human capital component of the entity with indication of vacancies to be filled.

Position Expected filling of vacancy Deficiency addressed

Chief Executive Officer 2017/18. Planning, development, administration, management and monitoring of the company’s assets, strategic leadership, business leadership and management, oversight leadership of all business units of the organization.

Personal Assistant to CEO

Filled Personal Assistant in the Office of the CEO

Chief Finance Officer 2017/18 Strategic Finance, Corporate Governance

Property Development Manager

2017/18 Project management, project management and property development skills

Project Support Officer Filled Greenfields project development and management support

Chief Operations Officer Filled General management, strategic business planning, corporate support services and risk management within the organization

PA to COO Filled Personal assistance and administration to the Office of the COO

Client Services Manager 2018/19 Customer/ tenant relations and service

PA to CFO 2018/19 Personal assistance and administration to the Office of the CFO

Supply Chain Manager 2017/18

Supply Chain Officer Filled Adherence to approved and legislated supply chain management processes and procurement practices

Supply Chain Assitant 2018/19 support to the SCM Manager

Finance Manager Filled Financial management (including the monitoring of the control environment across the organization)

Accountant 2017/18 Financial management

Bookkeeper Filled Financial management

146

21

Accounts Debtors Clerk Filled Financial management

Senior Human Resource Officer

2018/2019 Human Resorce Management

Human Resources Officer

Filled Corporate support services and human resources development

Compliance Officer 2018/2019 Tenant management

Property Manager Filled Appropriate property management skills for the current and future social housing stock.

Leasing / Office Admin Officer

Filled Tenant Liaison, Lease and Office Administration

Maintenance Officer Filled (Internal Staff deployment) Building Maintenance (property and facilities management operational)

Housing Supervisor x 6 3 Filled (Internal Staff deployment) & 3 vacant – 2017/2018

Tenant management (property management operational)

Security Supervisor Filled Provide Safety and Security Services for Tenanted buildings, Asset protection

Security Guards x10 Filled Provide safety and security services of all the rental stock/buildings (property management operational)

General Workers x6 Filled Provide cleaning services and minor maintenance of the buildings (property management operational)

General Worker (Office Cleaner)

Filled Office Cleaner / Tea-Lady / Messenger

Company Secretary Filled Advisory role to the Board of Directors

Clerks of Works 2017/2018 Coordinating social community projects activities within the entity.

Tenant Portfolio Officer 2018/2019 Tenant management

Community Development Officer

2018/2019 Socio-economci uplifting programmes Corporate socal responsibility programmes

Senior Credit Controller 2018/2019 Financial management Revenue collection Credit control and management

Credit Controller 2018/2019 Financial management Revenue collection Credit control and management

Marketing Officer 2018/19 Marketing, Advertising and Promotions Management

Office Assistant/Receptionist

2017/18 General Office Administration

147

22


DEPARTMENT : Housing Company Tshwane

DESIGNATION

ESTABLISHMENT

Approved

Posts as

per the

structure

Posts

filled Vacancies

Proposed

vacancies

to be filled

in 2018/19

onwards

Chief Executive Officer 1 0 1 Moratorium

Office of the Chief

Executive Officer 5 4 1 Moratorium

Office of Chief Finance

Officer 8 4 4 Moratorium

Office of the Chief Operations

Officer 5 3 3 Moratorium

Office of the Property

Development Manager 2 1 1 Moratorium

Office of the Property

Manager 24 21 3 Moratorium

Office of the Client Service

Manager 8 3 5 Moratorium

Totals 54 36 18

2. DEPARTMENTAL MEASURES CONTRIBUTING TO TSHWANE CITY STRATEGY FRAMEWORK

2.1 Alignment with Tshwane City Strategy Framework

The HCT, has taken the City’s priorities into consideration and have aligned and listed its focus areas as indicated hereunder:

2.1.1 Contribution by the entity towards achieving Vision 2030 during 2016/21 term of office

Table 3: Transformation Area Alignment

Transformation Areas

Goal Objectives HCT Focus Areas towards achieving the Goal

Economic Transfromation

Available opportunities for economic self-actualisation

Promote and provide effective support to SMME’s

Revitalise( Urban growth/dismantling poverty and inequality.Stabilize (maintaining transparent procurement processes as required by the SCM Regulations)

148

23


Goal Objectives HCT Focus Areas towards achieving the Goal

Revitalising township and nodal economies

Revitalise economic nodes (City centre - Marabastad)

Spatial transformation

Sustainble human settlements that are acceble and liveable. Refurbishment of transferred rental stocks

Provision of quality services and infrastructure

Deliver /Provide social housing development (Greenfield and Brownfield projects, closer to economic and social amenities. Deliver an effective and efficient management of HCT’s rental stock

Human capital potential

1. A safe, healthy environment, conducive to learning and development 2. Integrated Cosmopolitan Tshwane

Improved education outcomes and Social inclusion

Empowerment such as mentoring, training seminars, workshops, internship programs and formal courses Bringing people closer to work, economic and other social amenities. Contributing towards urban regeneration and revitalization through provision of affordable renatl accommodation in the inner city

Institutional transformation

Responsive leadership to manage and enhance service delivery

Building a financialy sustainable sound city

Stabilize (Enhance processes to ensure increase in rental and levies revenue.

2.1.2 Detailed contributing focus areas against priorities

Focus Areas Detailed Action Capital

Projects Operational Projects

Administration, organization and governance

• Build requisite capacity and streamline processes & systems

• Stakeholder engagement (Tenant education and management plan)

• Compliance with SHRA

All capital projects

Tenant education workshops

Finances • Enhance processes to ensure increase in rental revenue.

• Affordability assessment of tenants.

• Regularization policy development.

• Improved property management systems

Social housing development projects

Rental housing stock

149

24

• Infrastructure development to increase revenue generation (rates & taxes)

Infrastructure services

• Development of social housing (Greenfield and Brownfield developments)

• Maintenance of existing brownfields projects

Greenfield and Brownfield

Feasibility studies, planning, detailed designs, project management, operations and maintenance

Focus Area

Detailed Action

Capital Projects Operational Projects

Economic nodes (Centurion Lake, Silverton, City Center)

• Development of affordable rental units in the city centre

Townlands (Pretoria Ext. 14 – 1200 social housing units) Sunnyside Erf 708 & 709 - 308 social housing units. (Private Investor partnership)

Timberlands (Erf 1113, Arcadia – 574 social housing units)

Industrial nodes (Rosslyn, Babelegi, Ekandustria, Odi / Garankuwa)

• Development of affordable rental units

Chantelle Ext. 39 (1079 units)

-

Focus Areas

Detailed Action Capital Projects

Operational Projects

Reliable services / Investor confidence

Infrastructure development (social housing development projects):

• Water and sewer reticulation • Bulk infrastructure (where required) • Roads and storm water • Effective and efficient management

of HCT’s rental stock

Towlands social housing project (1200 units over 3 years) Chantelle Extension 39 social housing project –internal reticulation

Maintenance of Eloff , Clarina, Silwerkroon etc

REVITALIZE

DELIVER

150

25

and bulk infrastructure upgrade (1079 units over 2 years)

Sustainable services

Infrastructure development (mixed development, in-situ upgrading and infill projects):

• Water and sewer reticulation • Bulk infrastructure • Roads and storm water


Upgrading of bulk infrastructure improve the capacity to support the new social housing developments Maintainance of existing rental stock (brownfields):

- Eloff - Clarina - Silverskroons - Capital Park

S&D - Oosmoot - Claremont - Danville S&D

Integrated human settlements (closer to economic and social amenities)

• Social housing development (Greenfield and Brownfield projects):

• Water and sewer reticulation • Bulk infrastructure • Roads and storm water


Projects under planning & detailed designs:

- Timberlands (detailed designs)

The City’s Strategic Pillars: In support of the above priorities; the City has also developed five Strategic Pillars, ie Pillar 1: A City that facilitates economic growth and job creation Pillar 2: A City that cares for residents and promotes inclusivity Pillar 3: A City that delivers excellent services and protects the environment Pillar 4: A City that keeps residents safe Pillar 5: A City that is open, honest and responsive

Priorities & Focus Areas

The entity has developed the Strategic Objectives below to give effect to the

execution of its mandate. The HCT’s strategic goal is to provide social housing

151

26

to meet the needs of the City of Tshwane residents and as such is supported by

the following objectives:

Strategic Objective 1:

Provision of new Social Housing units on a sustainable basis.


Effective and efficient management of HCT and Social Housing portfolio.


Strive for Financial sustainability by 2019.


Promote and practice sound governance.

152

27

City Priorities

Departmental Focus Areas

Departmental Objective Key Performance Indicator

Stabilise Stabilise service delivery through the development and implementation Integrated Affordable Rental Housing Strategy

Stabilize processes to ensure increase in rental revenue.

Building a financialy sustainable sound entity

Increase rental collection

Increase levies collection

Maintaining entity asset liquidity to an acceptable level

Manage budget processes of the entity in accordance with regulatory frameworks velopment of BEE & SMME’s

Revitalise

Revitalise brownfield structures, provision of infrastructure services, and targeting of identified spatial economic zones.

Revitalise Urban growth/dismantling poverty and inequality

Safe and well maintained buildings.

Promote and provide effective support to SMME’s

Turnaround in resolving tenant maintenance requests

Turnaround in resolving tenant complaints

Development of BEE & SMME’s

Deliver Deliver services by developing and managing affordable rental housing in the City of Tshwane. Acquisition of the viable brownfields rental stocks from the CoT

Provide new Social Housing units on a sustainable basis and receive a transfer of CoT rental units on a piecemeal approach

Increase in number of new social housing units built (Townlands, Timberlands & Chantelle x 39) Acquire and Increase brownfields rental stocks by 266 units( transfer from COT)

Promote effective and efficient management of HCT and Social Housing portfolio (manage social housing stock in accordance with industry norms, and standards as defined by the social housing regulator from time to time).

Occupancy level in units under management

Turnaround in resolving tenant maintenance requests

Turnaround in resolving tenant complaints

Review and approval of Internal Governance Structures and Processes

Policy review and approval i.e. Supply Chain, Delegations of Authority, Human Resources, Marketing & Communication, Management , Financial and Internal control

153

28

2.1.3 Aligning Transformation Areas with City Priorities & Focus

Table 2: Transformation & Priority Areas Alignment

2.1.3 Aligning Transformation Areas with City Priorities & Focus Programs/projects linked to the Strategic Outcomes of the City

Transformation Areas Focus Area City Priorities Key Performance Indicators

Economic Transfromation Revitalise urban growth/dismantling poverty and inequality.Stabilize (maintaining transparent procurement processes as required by the SCM Regulations) Revitalise economic nodes (City centre - Marabastad)

Economic growth and creation of jobs

Development of BEE & SMME’s Increase in number of new social housing units built (Townlands, Timberlands & Chantelle x 39)

Spatial transformation Deliver and provide social housing development (Greenfield and Brownfield projects, closer to economic and social amenities. Deliver an effective and efficient management of HCT’s rental stock

Service delivery excellence and innovation

Promoting a safe and healthy City

Increase in number of new social housing units built (Townlands, Timberlands & Chantelle x 39) Turnaround in resolving tenant maintenance requests Turnaround in resolving tenant complaints

Human capital potential Empowerment such as mentoring, training seminars, workshops, internship programs and formal courses Bringing people closer to work, economic and other social amenities.

Participation, collaboration and partnership

Tenant education

Institutional transformation Stabilize and enhance processes to ensure increase in rental and levies revenue.

Service delivery excellence and innovation

Increase rental collection Increase levies collection Maintaining entity asset liquidity to an acceptable level Manage budget processes of the entity in accordance with regulatory frameworks

154

29

2.1.4 KEY SERVICE DELIVERY SYSTEMS REENGINEERING

The following processes and systems have been identified as areas requiring value chain improvement towards efficient and effective service delivery.

Property Development

Process/ System

Application of the Property Development Policy on all HCT Greenfield Projects.

Fast track development of existing social housing projects.

Purpose To ensure effective and efficient planning and execution of the

social housing projects

To deliver affordable social housing units.

Status Quo

Maintaining and improving the property development plan.

Development process is going slow due to lack of funding.

Desired Process Outcome

Only financially viable and sustainable Greenfield Projects must be executed in terms of the SHRA.

Fast track development of existing social housing projects.

System Needs for 2017/18

Analysing various alternative development methods and methodologies and their current economic status.

Ensure effective procurement processes.

Funding

Property Management

Process/ System

Application of the tenant management

Policy on the HCT Rental stock.

Rental application system.

Complaints management system.

Tenant billing.

Building management System

Purpose

To ensure only qualifying tenants are accommodated to improve revenue collection.

To enable verification of an application at time of application and indicate credit worthy of a potential tenant.

To ensure tenant are satisfied with the services provided

To ensure effective accurate billing

To ensure effective maintenance record and life cycle of buildings

Status Quo

Establish and maintain the property management plan.

No system to verify, but reliability on documents submitted by potential tenant.

Manual system in place

Pastel and manual system

No system


Only qualifying tenants must be allocated in the HCT’s rental stock in terms of the SHRA.

Procure a system/ subscribe to a web based system to verify and vet potential applicants.

Electronic ticketing system for efficiency

Automated billing system

Building management system that can intergrate into property management


Screening of tenants and their current economic status.

Review legibility of tenants status.

New system to assist in qualified verification of applicants.

Electronic automated CRM system intergrated into property management

Intergrated property management system

Intergrated BIS system

155

30

Finance Management

Process/ System

Application of the Tenant Management Policy on the HCT Rental stock.

Rental application system.

Purpose

To ensure only qualifying tenants are accommodated to improve revenue collection.

To enable verification of an application at time of application and indicate credit worthy of a potential tenant.

Status Quo

Establish and maintain the property management plan.

No system to verify, but reliability on documents submitted by potential tenant.


Only qualifying tenants must be allocated in the HCT’s rental stock in terms of the SHRA.

Procure a system/ subscribe to a web based system to verify and vet potential applicants.


Screening of tenants and their current economic status.

Review legibility of tenants status.

New system to assist in qualified verification of applicants.

Human Resources

Process/ System

Empowering members of staff, by means of:

Mentoring, attendance of workshops, seminars, lectures, enrolment for post-matric and post-graduate courses where applicable.

Purpose To enable the HCT to function more effectively and efficiently in order to

deal with the challenges and to deliver on the mandate as an SHI.

Status Quo

Seminars and workshops presented by SHRA and NASHO and were attended by senior and middle management.


Better skilled and empowered members of staff. Retention of existing staff and attraction of potential employees with the apposite skills.


Identifiying and targeting those members of staff who could benefit from further training and education. Also, identifying institutions and organisations that can offer training and education in this regard.

156

31

3. Capex and Opex project Budget Alignment

3.1 CAPEX PROJECTS

The following section seeks to align budget with proposed projects.

Table 5: Project alignment with draft MTREF

Focus Area City Priority

Project Name Project Number

Capex/Opex 2017/18 Approved 2017/18 projected deliverables

2018/19 Budget

2019/20 Budget

Spatial Transformation Area

Deliver: 1200 social housing units

Townlands Capex R82 438,376 250 social housing units

R95,990,687

Spatial Tranformation Area


Chantelle X 39 Capex R 34,000,000 20% installation of bulk services

R37,000,000



Chantelle X 39 Capex R 13,256,025 100% completion of the internal reticulation

Spatial Tranformation Aarea


Timberlands Capex R5,322,177 Approved detailed designs

R30,000,000


Deliver 264 social

Sunnyside Capex R7 000 000 Upgrading bulk infrastructure services

R5,000,000

157

32

housing units

3.2 OPEX PROJECTS

The table below lists operational budget funding operational projects costed at R5m and above.

Table 6:Operational Projects

Project Name CAPEX project supported if applicabel

2017/18 Approved Budget

2017/18 projected deliverables

2018/19 Budget indicative


2019/20 Budget 2019/20 projected deliverables

Timberland Social Housing

- R 1 480 317.00 Approval on Pre-planning studies

0 0 0 0

3.3 CAPITAL PROJECT CONFIRMATION

This section provides a list of projects approved in the 2017/18 MTREF.

158

33

Table 7: 2017/18 Provisioned Projects per ward / region

Project Name Project

Number

Budget 2017/18

Budget Source (list)

Area of implementation Benefiting Areas

Region Ward Region Ward

Chantelle X 39 R 34 000 000

CoT internal funds (Department of Human Settlements & Priority Projects in CM’s office)

Region 1

04 Pretoria North

Ward 04

Chantelle X 39 R 13 256 025

USDG Region 1

04 Pretoria North

Ward 04

Townlands R82 438 376

SHRA; HSDG; CoT Internal funds(Department of Human Settlements & Priority Projects in CM’s office

Region 3

58 Pretoria Central

Ward 58

Sunnyside Erf 708 & 709 R7 000 000

CoT Internal funds(Department of Human Settlements & Priority Projects in CM’s office

Region 3

92 Pretoria Central

92

Timberland R 5,322 177

HCT – Internal funds

Region 3

81 Pretoria Central

Ward 81

159

34

3.4 CAPITAL PROJECT OUTPUTS

The following are Capital Projects Outputs which will reflect in the approved SDBIP. The Capital Project Output will also be used to monitor and evaluate project performance.

Table 8: Capital Project Output

Project Name

Project Number

Budget 2017/18 Capital Output Measure / Indicator


Quarter 1 Quarter 2 Quarter 3 Quarter 4

Townlands R82 438,376 Number of new units developed

Provision of 250 social housing units

0 completed units

0 completed units

100 completed units

150 completed units

Chantelle X39

R13 256 025 Installation of internal reticulation

100% completion of the internal reticulation

0 0 Internal reticulation 100% Complete

Chantelle X 39 (bulk infrastructure upgrade)

R34 000 000 Bulk infrastructure upgraded

20% installation of bulk services

Conclusion of the specification and scope of works

Apponintment of professional team.Tender process and appointment

Site establishment and trenching

Pipe laying, bedding

Sunnyside Erf 708 & 709

R7 000 000 Number of new units developed

Upgrading bulk infrastructure services

Project handover from the City

Appointment of engineer

Appointment of the professional team, Tendering & appointment of the main contractor

Site establishment and trenching

Timberlands

R5 322,177 Number of new units developed


Finalisation of the Town Plannin processes

Designs 100% completed and submitted to City

Submission to City Departments


160

35

Project Name

Project Number

Budget 2017/18 Capital Output Measure / Indicator


Quarter 1 Quarter 2 Quarter 3 Quarter 4

Departments for approval

161

36

Departmental Division

Departmental Focus Area

Key Performance Indicator

2017/18Target Baseline Project Name

Budget Quarterly Targets

Quarter 1

Quarter 2 Quarter 3

Quarter 4

Property Development

Deliver and provide new affordable rental units

Number of new social housing units developed

250 units Site Clearance &

Platforms

Townlands

R82,438,376

0 completed units 0 completed units 100 completed

units

150 completed

units

Approved detailed

designs

Detailed design 20%

completed

Timberland

R5,322,177

Detailed design

25% completed

Detailed design 90%

completed

Submission to City

Departments

Approved detailed

designs

20% installation of bulk

services

New

Chantelle

X39

R34,000,000 0 Tendering and award Site establishment

and trenching

Pipe laying,

bedding

100% completion of the

internal reticulation

Tendering & Award

Chantelle

X39


and trenching

Pipe laying, bedding

and backfilling

Internal

reticulation 100%

Complete

N/A

Upgrading bulk

infrastructure services

Detail design Sunnyside Erf 708 &

709

R7,000,000 0 0 Appointment of the

professional team,

Tendering &

appointment of the

main contractor

Site Establishment

and trenching

Property Management

Acquisition of brownfields rental stocks from the CoT

Number of rental units transferred from CoT to HCT

284 Self-sufficient Elderly Rental stock units transferred

121 rental units transferred

4

Capital Park S & D – 69 units Oosmoot (Villeria)– 60 units Claremont –(BetersWag) 50 units Danville S & D – 87 units

Danville Flats – 18

units

R7,516,939

maintenance provision

50 units

transferred

60 units transferred

174 units

transferred

N/A

Deliver services by developing and managing affordable rental housing in the City of Tshwane.

Occupancy level in units increased

96% 95% Eloff

R3,427,313

revenue

96% 96% 96% 96%

97% 95% Clarina

R983,880

revenue

97% 97% 97% 97%

162

37

96%

95% Silwerkroon

R1,350,938

revenue

96% 96% 96% 96%

96% 95% Capital Park R532,164

revenue

n/a n/a 96% 96%

96% 95% Oosmoot (Villeria) R656,156

revenue

n/a n/a 96% 96%

96% 95% BeterWag (Claremont

50)

R539,667

revenue

n/a n/a 96% 96%

96% 95% Danville S & D and

Danville Flats

R877,931

revenue

n/a n/a 96% 96%

Turnaround in resolving tenant maintenance requests increased

80 % of the tenant maintenance requests are resolved within agreed turnaround time.

75%

Eloff, Clarina &

Silwerkroon

R755,782

76% 78% 79% 80%

Turnaround in resolving tenant maintenance requests increased

70 % of the tenant maintenance requests are resolved within agreed turnaround time.

35% Capital Park, Oosmoot

(Villeria), BeterWag

(Claremont 50),

Danville S & D and

Danville Flats

R755,782

n/a n/a 65% 70%

Turnaround in resolving tenant complaints increased

90% of the tenant complaints are resolved within agreed turnaround time.

80% Eloff, Clarina &

Silwerkroon

R655,782.10

Staff costs

84% 86% 88% 90%

163

38

Turnaround in resolving tenant complaints increased

75% of the tenant complaints are resolved within agreed turnaround time.

35% Capital Park, Oosmoot

(Villeria), BeterWag

(Claremont 50),

Danville S & D and

Danville Flats

R655,782.10

Staff osts

n/a n/a 70% 75%

Finance & SCM

Revitalise Urban growth/dismantling poverty and inequality

Development of BEE & SMME’s

40% of total expenditure to be spent on procurement from BEE and SMME’s

31%

R65,767,869

33% 35% 37% 40%

Stabilise service delivery through the development and implementation Integrated Affordable Rental Housing Strategy

Manage budget processes of the entity in accordance with regulatory frameworks

95% of the annual budget spent

90% Budget management R342,619.28 Staff costs

25%

50%

70%

95%

Stabilize processes to ensure increase in rental revenue.

Rental revenue collected as a percentage of amount billed

Increase rental collection rate of billed units by 6% = 96%

90% Eloff R3,290,220 Cash flow

6% 6% 6% 6%


90% Silwerkroon R1,296,800 Cash flow

6% 6% 6% 6%


89% Oosmoot (Villeria) R623,348 Cash flow

n/a n/a 6% 6%


89% Capital Park R505,556 Cash flow

n/a n/a 6% 6%


89% BeterWag (Claremont

50)

R495,761 Cash flow

n/a n/a 6% 6%


89% Danville S & D and

Danville Flats

R834,040 Cash flow

n/a n/a 6% 6%

164

39

Stabilize processes to ensure increase in levies.

Increase levies collection

rate of billed units by 8%

=30%

22% Clarina R295,164

Cash flow

8%

8% 8% 8%

Stabilise service delivery through the development and implementation Integrated Affordable Rental Housing Strategy

Entity asset liquidity maintained to an acceptable level

Achieving Liquidity Ratio of 1:1

Liquidity ratio of 1:1

R307,801

Staff costs

Liquidity ratio of

1:1

Liquidity ratio of 1:1 Liquidity ratio of

1:1

Liquidity ratio of

1:1

Governance Promote effective and efficient management of HCT and Social Housing portfolio

Internal Governance Structures and Processes reviewed and approved Policy review and approval i.e. Supply Chain, Delegations of Authority, Human Resources, Marketing & Communication, Management , Financial and Internal control

Entity annual strategic review and approval.

N/A Strategic review R355,612

Staff costs

N/A N/A Reviewed and

approved

N/A

165

40

4. FINANCIAL IMPLICATION

Table 9: Summary of the Department’s MTREF

The financial information presented in this section is directly linked to the approved Programmed Budget for operational expenditure, as well as a proposed capital expenditure approved annually by the HCT board and the City of Tshwane

Budget Item Budget 2017/2018

Budget 2018/2019

Budget 2019/2020

Revenue by Source

Rental revenue 8,373,799 20,754,346 29,850,313

Interest earned - external investments

14,073 14,886 15,779

Interest – outstanding debtors

145,200 153,912 163,147

Transfers recognized - operating

31,275,090 36,275,090 38,161,395

Other revenue 65,553 69,358 75,296

Total revenue (excluding capital transfers and contributions)

39,873,715 57,267,592 68,265,930

Expenditure by Type

Employee costs 11,882,249 16,900,759 17,914,806

Directors remuneration

1,297,633 2,056,780 2,195,678

Other materials 749,037 1,769,223 1,895,740

Depreciation 971,944 1,001,053 1,022,019

Finance charges 239,811 195,717 151,561

Other expenditures

6,812,514 13,838,415 14,377,437

Contracted services

13,802,063 22,746,105 27,067,776

Total Expenses 35,755,250 58,508,051 64,625,017

Surplus/(Deficit) for the year

4,118,465 -1,240,459 3,640,913

Transfers recognised - capital

131,948,644 167,990,687 0

Surplus/ (Deficit) for the year 136,067,109 166,750,228 3,640,913

166

41

Table 10: Summary Capital Expenditure

BUDGET ITEMS 2017/18 2018/19 2018/19

CAPEX 142,016,578 167,990,687 0

OPEX 1,039,480 500,000 500,000

TOTAL 143,056,058 168,490,687 500,000

Table 11: Detailed Capital Expenditure

Expenditure Budget 2017/2018

Budget 2018/2019

Budget 2019/2020

Townlands project (1,200 units)

82,438,376 95,990,687

Timberlands project (574)

5,322,177 30,000,000

Sunnyside (264) 7,000,000 5,000,000

Chantelle (1,074) 47,256,025 37,000,000

IT Equipment 100,000 100,000 100,000

Furniture & Office Equipment

200,000 250,000 250,000

Other FA 739,480 150,000 150,000

Total Budget 143,056,058 168,490,687 500,000

Contribution towards Financial Turnaround

Financial Objectives

Strategic Levers

Baseline Proposed intervention

Details of intervention

Target by the end of 2017/18

Increase Revenue

Collection R 3.4 Million (gate takings)

Improve credit control and debt management mechanisms

Improve collection on monthly rental payments through implementation of debt management

6% increase

167

42

and credit control policy

Increase in the rental Stock

158 Units

Increasing the Entity’s property portfolio

Development of new rental properties and the transfer of the City’s self sufficient elderly stock

328 Units

5.2 Contribution towards Financial Turnaround

Table 11: Revenue Generation streams


Strategic Levers

Baseline

Proposed intervention



Increase Revenue

Collection

90%

• Improve credit control and debt management mechanisms

• Improve collection of monthly rental payment through implementation of debt collection and credit control measures

6% increase

Stock Increase

100 Units

• Increasing the property potfolio of the entity.

• Construction of new units.

• Transfer of the all the self sufficient elderly rental stock from the

500 Units

168

43

City to the entity.

5.3 Resources Planning and Financial Requirements Table 12: Staff vs Contracted Services Expenditure

TOTAL STAFF EXPENDITURE

Previous Financial

year (2016/17)

Next Financial

Year (2017/18)

Next Financial

Year (2018/19)

Projected Percentage

Growth/Decrease

Salaries and wages( etc. directors remunerations)

12,094,371 18,957,538

20,110,484

57%

Contracted services

3,072,503 22,746,105

27,067,776

640%

Totals 15,166,874 41,703,643 47,178,260 175%

The contrated services reflect high amount as compared to the previous financial year due to MSCOA mapping but if the previous financial year had to be mapped that will be lower due to planning phase of both Townlands and Timberlands projects that was completed in 2015/2016.

6. RISK ASSESSMENT

The entity will liaise with the risk enterprise department of the City to review the risk register on a quarterly basis. All the departments of the HCT underwent training which was offered by the risk enterprise department. The entity is improving in risk management and risk is a standing item in the Board, Committee and Management meetings. Table 13: Risks and Mitigation Actions

Risk High/

Medium/Low impact

Current Controls to mitigate risk

Actions to improve management of risk

Time frame

Inability to provide social housing units and affordable housing units

Low Maintaining of Conditional Accreditation with the SHRA in order to access grant funding for construction of social housing units.

Submission of funding proposals to the SHRA, GPF and NHFC.

On-going

169

44

Risk High/

Medium/Low impact

Current Controls to mitigate risk

Actions to improve management of risk

Time frame

Non-compliance with MFMA, Social Housing Act and Rental Housing Act

Medium The HCT now has a Supply Chain Management Policy and submits a Quarterly Reporting Tool to the SHRA.

Authority to deviate from procurement processes is now vested in the CEO only, and HCT observes and implements consequence management.

On-going

Inadequate levies collection

High Levies defaulters have been handed over. The HCT hold tenant meetings to motivate & encourage payment of levies. Letters of demand are sent to levies defaulters.

The HCT has established a satellite client service office in Clarina for improved collection of levies and management of arrears. Also, levies defaulters now face eviction.

30-Jun-18

Lack of IT Governance

High IT Governance is a standing item at Board and Committee meetings.

The HCT will adopt the CoT’s IT Governance Framework and Policies.

30-Jun-18

Fraud and Corruption

High The HCT has a Fraud and Anti-Corruption Policy.

Suspicion of fraud and risk to be investigated by an HCT ad hoc Disciplinary Committee as well as the Forensic Unit of Internal Audit Division of the CoT.

30-Jun-18

7. CONCLUSION

The HCT’s strategic objectives include the provision of new social housing units on a sustainable basis, the effective and efficient management of the HCT’s and Social Housing portfolio, as well as ensuring the financial sustainability of the company. To achieve this, the HCT needs to achieve the following targeted 2017/18 outputs:

Completion of the construction of 200 units in Townlands;

Completion and approval of the detail design process in the Timberlands project;

Installation of internal reticulation and bulk services for the 1074 units for Chantelle’s social housing project;

Retention of the Conditional Accreditation status with Social Housing Regulatory Authority (SHRA).

170

45

Successfull take-on and management of all the City’s self sufficient elderly units. The achievement of the HCT’s set objectives is dependent on the co-operation of and collaboration with specific Departments of the City. The table below summarizes these dependencies:

Challenges Interventions implemented Assistance required

1 HCT / CoT SDA. Escalated to the Head od Department: Housing and Huamn Settlements

Signing of the new HCT / CoT SDA

2 Planning approvals.

Meetings with CoT Service Departments.

Improvement of turnaround times of city planning approvals.

3 Project Funding. Adjusting of budget to put some social housing projects on hold.

A Council resolution granting HCT permission to raise loan funding for construction of social housing projects

4. Transfer of CoT-owned rental stock.

Residents / Tenants of Nuwe Stalshoogte, Ou Stalshoogte and JJ Bosmanshuis made it clear to the Housing and Human Settlements Department that they refuse to be managed by the HCT.

CoT to assist HCT with consultation with residents / tenants and Secondment of CoT staff.

5 Allocation of unemployed and Indigent ex-Schubart Park residents in the Clarina Building which is managed by HCT. These tenants are not paying the levies agreed upon.

The HCT engaged the Housing and Human Settlements Department apropos this issue.

Approved and registered Indigent tenants must be excluded from the calculation of levies collection rate. HCT to implement its debt management and credit control policies.

6 Lack of sufficient Maintenance / Refurbishment funds of the CoT transferred buildings

The HCT will engage the CoT for additional maintenance funds to cover the shortfall of the historical maintenance

Sufficient Maintenance / Refurbishment funds

171

46

Annexure1: DETAILED DRAFT DEPARTMENTAL BUDGET 2017/18

Housing Company Tshwane - Table E2 Adjustments Budget - Financial Performance (revenue and expenditure) -

Description Ref

Budget Year 2017/18 Budget Year +1

2018/19 Budget Year +2

2019/20

Original Budget

Other Adjusts.

Total Adjusts.

Adjusted Budget

Adjusted Budget Adjusted Budget

5 6 7

R thousands A E F G

Revenue By Source Rental of facilities and

equipment 10,176 (1,802)

(1,802) 8,374 20,754 29,850

Interest earned - external investments 25 (11)

(11) 14 15 16

Interest earned - outstanding debtors 106 40

40 145 154 163

Transfers and subsidies 31,275 – – 31,275 36,275 38,161

Other revenue 87 (21) (21) 66 69 75

Gains on disposal of PPE

– –

Total Revenue (excluding capital transfers and contributions)

41,669 (1,795)

(1,795)

39,874 57,268 68,266

Expenditure By Type

Employee related costs 14,594 (2,711)

(2,711) 11,882 16,901 17,915

Remuneration of Directors 1,377 (79)

(79) 1,298 2,057 2,196

Debt impairment – –

Depreciation & asset impairment 324 648

648 972 1,001 1,022

Finance charges 240 (0) (0) 240 196 152

Other materials 1,452 (703) (703) 749 1,769 1,896

Contracted services 11,191 2,611 2,611 13,802 22,746 27,068

172

47

Other expenditure 9,046 (2,234)

(2,234) 6,813 13,838 14,377

Loss on disposal of PPE – –

Total Expenditure 38,224 (2,468)

(2,468) 35,755 58,508 64,625

Surplus/(Deficit) 3,445 673 673 4,118 (1,240) 3,641

Transfers and subsidies - capital (monetary allocations) (National / Provincial and District) 110,626 21,322

21,322 131,949 167,991

Transfers and subsidies - capital (in-kind - all)

– –

Surplus/(Deficit) before taxation

114,072 21,996 21,996

136,067 166,750 3,641

Taxation – –

Surplus/ (Deficit) for the year 114,072 21,996

21,996 136,067 166,750 3,641

173

48

Housing Company Tshwane - Table E4 Adjustments Budget - Financial Position -

Description Ref

Budget Year 2017/18 Budget Year +1

2018/19 Budget Year +2

2019/20

Original Budget

Other Adjusts. Total

Adjusts. Adjusted Budget

Adjusted Budget

Adjusted Budget

5 6 7

R thousands A E F G

ASSETS

Current assets

Cash 1 11,892 (160) (160) 11,732 5,026 2,507

Consumer debtors 241 11 11 252 852 1,052

Other debtors 167 52 52 219 234 248

Total current assets 12,300 (97) (97) 12,203 6,112 3,807

Non current assets

Long-term receivables – –

Investment property 13,500 (13,500) (13,500) –

Property, plant and equipment 194,943 17,873 17,873 212,815 380,806 549,297

Intangible 5 (0) (0) 5

Other non-current assets – –

Total non current assets 208,448 4,373 4,373 212,821 380,806 549,297

TOTAL ASSETS 220,748 4,276 4,276 225,024 386,918 553,104

LIABILITIES

Current liabilities

174

49

Bank overdraft 1 – –

Borrowing 315 – – 315 315 315

Consumer deposits 527 – 527 977 2,402

Trade and other payables 953 (76) (76) 877 929 985

Provisions 577 68 68 645 678 719

Total current liabilities 2,372 (8) (8) 2,363 2,899 4,421

Non current liabilities

Borrowing 1,227 – 1,227 911 596

Provisions – –

Total non current liabilities 1,227 – – 1,227 911 596

TOTAL LIABILITIES 3,599 (8) (8) 3,590 3,811 5,017

NET ASSETS 2 217,149 4,284 4,284 221,433 383,107 548,087

COMMUNITY WEALTH/EQUITY

Accumulated Surplus/(Deficit) 212,536 (4,739) (4,739) 207,797 369,470 534,451

Reserves 9,023 9,023 9,023 9,023 9,023

Share capital 4,614 – – 4,614 4,614 4,614

TOTAL COMMUNITY WEALTH/EQUITY 2 217,149 4,284

4,284 221,433 383,107 548,087

175

50

Housing Company Tshwane - Table E5 Adjustments Budget - Cash Flows -

Description Ref

Budget Year 2017/18 Budget Year +1 2018/19

Budget Year +2 2019/20

Original Budget

Other Adjusts.

Total Adjusts.

Adjusted Budget

Adjusted Budget

Adjusted Budget

5 6 7

R thousands A E F G

CASH FLOW FROM OPERATING ACTIVITIES

Receipts

Property rates 8,008 (506)

(506) 7,503 15,298 22,462

Service charges – –

Other revenue 87 (21)

(21) 66 69 75

Government - operating 31,275 – – 31,275 36,275 38,161

Government - capital 110,626 21,322

21,322 131,949 167,991

Interest 131 28

28 159 169 179

Payments

Suppliers and employees (24,225) (103)

(103) (24,328) (57,507) (62,429)

Finance charges (240) 0

0 (240) (196) (152)

Dividends paid – –

176

51

Transfers and Grants – –

NET CASH FROM/(USED) OPERATING ACTIVITIES 125,662

20,721

20,721 146,383 162,100 (1,703)

CASH FLOWS FROM INVESTING ACTIVITIES

Receipts

Proceeds on disposal of PPE – –

Payments

Capital assets (122,175) (20,882)

(20,882) (143,056) (168,491) (500)

NET CASH FROM/(USED) INVESTING ACTIVITIES (122,175)

(20,882)

(20,882) (143,056) (168,491) (500)

CASH FLOWS FROM FINANCING ACTIVITIES

Receipts

Borrowing long term/refinancing – –

Payments

Repayment of borrowing (315) – – (315) (315) (315)

NET CASH FROM/(USED) FINANCING ACTIVITIES (315)

– – (315) (315) (315)

NET INCREASE/ (DECREASE) IN CASH HELD 3,172 (160)

(160) 3,012 (6,707) (2,518)

Cash/cash equivalents at the year begin: 8 8,720 – 8,720 11,732 5,026

Cash/cash equivalents at the year end: 8 11,892 (160)

(160) 11,732 5,026 2,507

177

52

Housing Company Tshwane - Supporting Table SE6a Adjustments capital expenditure on new assets by asset category -

Description Ref

Budget Year 2014/15 Budget Year +1 2015/16

Budget Year +2 2016/17

Original Budget

Other Adjusts.

Total Adjusts. Adjusted Budget

Adjusted Budget

Adjusted Budget

12 13 14

R thousands 1 A F G H

Capital expenditure on new assets by Asset Class/Sub-class

Other assets 121,825

20,882

20,882

143,056

168,141

150

Operational Buildings 580

159 159

739

150

150

Municipal Offices 580

159 159

739

150

150

178

53

Capital Spares – –

Housing 121,245

20,772

20,772

142,017

167,991

–

Staff Housing –

–

Social Housing 121,245

20,772

20,772

142,017

167,991

Capital Spares – –

Computer Equipment 100

– –

100

100

100

Computer Equipment 100 –

100

100

100

Furniture and Office Equipment 250

(50)

(50)

200

250

250

Furniture and Office Equipment 250

(50)

(50)

200

250

250

Total Capital Expenditure on new assets to be adjusted 1

122,175

20,882

20,882

143,056

168,491

500

179

54

Annexure 2: DETAILED RISK REGISTER

180

55

No

Strategic and Business Objectives

Date Risk Identified

Risk Description

Root Cause

Consequence

Imp

act

Lik

eli

ho

od

Inh

ere

nt

Ris

k

Existing Control

Control Type

Perceived Control effectiveness

Resi

du

al

Ris

k

1 Provide new Social Housing units on a sustainable basis

08-Jul-16

Inability to provide social housing

1. Delays in obtaining approved plans and designs from the relevant authorities. 2. Inadequate funding. 3. Lack of Capacity in Supply Chain/Procurement of Professional Teams and Main Contracts.

1. Non accreditation from Social Housing Regulatory Authority (SHRA). 2. Poor service delivery. 3. Reputational damage.

Severe/Catastrophic

5 Almost Certain

5 Critical

25

1. Property development policy. 2. SLA with developers. 3. Service Delivery Agreement with CoT. 4. Detailed designs. 5. Conditional accreditation on level 2 have been granted by SHRA. 6. Funding secured for 100 units for 2016/17 Financial year. 7. Supply Chain Policy 8.SDA with CoT.

Preventative

Good

0.30

Low

8

181

56

No



Risk Description

Root Cause

Consequence

Imp

act

Lik

eli

ho

od

Inh

ere

nt

Ris

k

Existing Control

Control Type


Resi

du

al

Ris

k

units and affordable housing units

182

57

No



Risk Description

Root Cause

Consequence

Imp

act

Lik

eli

ho

od

Inh

ere

nt

Ris

k

Existing Control

Control Type


Resi

du

al

Ris

k

2 Promote effective and efficient management of HCT and Social

11-Jul-17

Non-compliance with MFMA, Social H

1. Non-adherence to Financial Procedures and Processes. 2. Non-adherence to Supply Chain Policy. 3. Non-existance of Finance and Supply Chain templates 4. Critical Finance Posts not filled. 5. Non-adherence to Tenant and Property Management Processes, Procedures and Good Practices. 6. Lack of knowledge and competence in rental and social housing by middle and senior managers.

1. Adverse audit opinions. 2. Loss of accreditation from SHRA.

Severe/Catastrophic

5 Likely

4 Critical

20

1. Finance Policies and Processes 2. Supply Chain Policy 3. Tenant Management Policy, Processes and Procedures 4. Organisational Performance Management System 5. Quarterly Compliance Checklist

Detective

Satisfactory

0.50

Medium

10

183

58

No



Risk Description

Root Cause

Consequence

Imp

act

Lik

eli

ho

od

Inh

ere

nt

Ris

k

Existing Control

Control Type


Resi

du

al

Ris

k

Housing Portfolio

ousing Act and Rental Housing Act

3 Strive

08-

In

1. Delay in construction of Social

1. Over-reliance on CoT

Sev

5 Alm

5 Cri

25

1. Service Level Agreements

Cor

We

0.

Hi

18

184

59

No



Risk Description

Root Cause

Consequence

Imp

act

Lik

eli

ho

od

Inh

ere

nt

Ris

k

Existing Control

Control Type


Resi

du

al

Ris

k

for Financial sustainability by 2019

Jul-16

adequate levies and rental revenue.

housing projects in order to increase number of Greenfields units. 2. Delay in transfer of rental stock from CoT to HCT in order to increase number of brownfields units. 3. Poor levies collection by HCT because of low levies payment rate by Clarina residents.

Operational Grant. 2. Non-achievement of break-even point.

ere/Catastrophic

ost Certain

tical

with Project Teams. 2. Council Resolution for transfer of Silverkroons ( units), Ou/Nuwe Stalshoogte ( units) and Bosmanshuis ( units). 3. Rent Collection Policy. 4. Arrears Management Policy. 5. Rental Housing Tribunal.

rective

ak

70

gh

185

60

No



Risk Description

Root Cause

Consequence

Imp

act

Lik

eli

ho

od

Inh

ere

nt

Ris

k

Existing Control

Control Type


Resi

du

al

Ris

k

4

Promote sound governance

08-Jul-16

Lack of IT governance

1. The HCT Board has not been responsible for IT Governance as required by Chapter 5 of King III.

1. Non-compliance to relevant Regulations, Acts and Codes of

Severe/Catastrophic

5 Almost Certain

5 Critical

25

1. Quarterly ICT Governance report. 2. Quarterly Compliance Checklist.

Preventative

Satisfactory

0.50

High

13

08-Jul-16

Possible Frau

Lack of adequate control systems

Real time information on corrupt activities

Major

4 Moderate

3 Medium

12

None Preventative

Weak

0.70

Low

8.4

186

61

No



Risk Description

Root Cause

Consequence

Imp

act

Lik

eli

ho

od

Inh

ere

nt

Ris

k

Existing Control

Control Type


Resi

du

al

Ris

k

d and corruption

187

62

Management perceived control effectiveness

No Management Action plan

Q1 Progress Inception Date of

Plan

Risk Owner

Action Owner

Target Date

1 1. To develop 100 units for town lands. 2. Development of Project Development Strategy [that includes greenfields, i.e. Social housing and CRU; refurbishments; transfer of rental stock from CoT; FLISP and student accommodation]. 3. Proper costing and budgeting for projects 4.Development of Project Development Plans 5. Training of Property Development Staff in Contract Management and Construction Contract Management. 6. Building of credible pipeline of projects 7. Lobbying for more funding for social housing.

1. The tender for the procurement of the main contractor for the construction of the 100 units had been advertised and closed on the 30th of September 2016. The appointment of the successful bidder is expected during October 2016 and the construction will commence November 2016. 2. The project development strategy for the development of greenfield projects has been drafted. 3. The preliminary investigations and analysis of services required and cost estimates for projects has been undertaken for all the greenfield projects. 4. The project development plans has been compiled. 5. The training for Engineering and construction contract management has been attended between the 25th to 30th of September 2016. 6. The project pipeline for greenfield projects and CRU has been established. 7. The City of Tshwane, the Provincial Department of Human Settlements through (GPF) and Social Housing Regulatory Authority (SHRA) has been engage for funding the developments.

30-Sep-16 CEO Property Development Manager

30-Jun-17

2 1. Authority to deviate now rests with Accounting Officer. 2. Stickler Implementation of Consequential Management. 3. Development of Finance Templates. 4. Development of Supply Chain Templates. 5. Appointment of a CFO. 6. Workshop on Tenant and Property Management. 7. Workplace Skills Plan to include training and development for Leasing officer, Credit Controller, Caretaker, Maintenance officer and Property Manager in Tenant Management and Property Management. 8. Senior Managers to attend Municipal Finance Course.

2. In place 3. In progress 4. In progress 5. Envisaged in the 3rd quarter of 2016/16 6. The property management unit is working on this 7. The SCM tea m is sourcing out quotation, will be done soon 8. In The CEO, is enrolled for this.

30-Jun-16 CEO COO 30-Jun-18

188

63




Plan

Risk Owner

Action Owner

Target Date

3 1. Acceleration of bulk installation and construction of 100 units in Townlands. 2. Acceleration of bulk installation and construction of 130 units in Sunnyside. 3. Acceleration of detailed designs of 574 unit’s social housing projecting Timberland. 4. Acceleration of detailed designs of 1,131 units social housing project in Chantelle Extension. 5. Consultations with residents/tenants of Ou/Nuwe Stalshoogte and Bosmanshuis to be facilitated and concluded. 6. Stricter credit control and stringent levies arrears management processes to be followed. 7. Decentralize client service. 8. Eviction of tenants who refuse to pay levies.

1. The installation of the sewer pipeline has started and expected to be completed November 2016. 2. The tender for the procurement of the main contractor for the construction of 130 units has been advertised and close on the 3rd of October 2016. The installation of the bulk services has been incorporated in to the scope of works for the main contractor and it will start November 2016. 3. The preliminary design report and cost estimates for the Timberland project has been completed. The report indicated that the project is feasibly for the construction of 574 units and this will now inform the detailed design development 4. The detailed design for Chantelle has been completed. Approval of the design drawings is expected March 2017 and construction will commence on July 2017. 5. Consulting with the residents of Stalshoogte and Bosmanhuis to be facilitated and concluded. According to a Council resolution, the properties are to be handed over to the HCT for Management thereof. HCT’s Management has attempted to “facilitate” the handing over process. The effort was rewarded with success as far as Silwerkroon is concerned. However, the Stalshoogte and Bosmanhuis residents were most uncooperative and unreceptive to the takeover by the HCT. The HCT Management has no locus stand and was not supposed to, or empowered to negotiate with the afore-mentioned residents in the first place. It is crystal clear that the Department of Human Settlements and Housing must hand over the above-mentioned properties in the fashion as they did with the Silwerkroon properties. Within that, the HCT is awaiting the official, formal handing over of Stalshoogte, Bosmanhuis and others as per the Council resolution. 6. Stricter credit control and stringent levies arrears management to be followed. The HCT agrees that levies should be collected form Clarina residents. However, the HCT is faced with some serious challenges in this regard as enunciated hereunder: A number of Clarina residents are unemployed and do

30-Dec-16 CEO COO 30-Jun-17

189

64




Plan

Risk Owner

Action Owner

Target Date

not have any sustainable income. Some of the residents are in fact employed, but are not paying their levies. After intervention by the HCT, most of these employed residents are now paying the levies. Importantly, some of them have even made arrangements to pay off the arrears. The PIE Act, however, makes it extremely difficult to evict defaulting residents. Worse still, the City tenants the units and the HCT is not allowed to do the vetting and the tenanting. 7. A satellite office has been established at Clarina to give effect to the decentralization of client services. 8. The short answer to this conundrum apropos residents, who refuse to pay levies, is eviction. However, eviction is a long outdrawn, onerous, costly and uncertain process. The PIE Act makes it almost impossible to evict defaulters. It is instructive to note that this is the reason why the ex-Schubert residents are at Clarina and other properties in the City in the first place. Moreover, mechanism and strategies are being investigated on the issue on why residents are not paying their levies and the consequences of non-payment.

190

65




Plan

Risk Owner

Action Owner

Target Date

4 1. To appoint IT personnel. 2. Development of ITS Governance Framework (IT Governance Charter, IT Strategy, IT Policy, IT Plan). 3. Appointment of an IT Officer. 4. Board IT Report (on IT Investment and IT Expenditure). 5. Development of IT Risk Register. 6. Development of Information Management System. 7. Development of ITS Business Continuity Plan. 8. Development of Information Security Strategy. 9. Finance and Risk Committees Terms of Reference to include carrying out IT responsibilities on behalf of the Board.

1. Envisaged in 3rd quarter of 2016/17 2. in drafting stage 3. Appointed in the 1st quarter of 2016/17 4. in drafting stage 5. in drafting stage 6. in drafting stage 7. in drafting stage 8. in drafting stage 9. done

30-Mar-17 COO HR June 2018

191

66

Annexure 3: EMPLOYMENT EQUITY PLAN

Current Employment Equity Profile

Black Indian White Coloured Total

Males 18 0 0 1 19

Females 19 0 1 0 20

Total 37 0 1 1 39

0

5

10

15

20

25

Ris

k e

xpo

sure

pe

r id

en

tifi

ed

str

ate

gic

risk

Identified strategic risks by the workshop participants

Inherent vs. Residual exposure per identified strategic risk

Inherent risk exposure

Residual risk exposure

Employment Equity Plan 2021

Black

Indian

White

Coloured

Total

Males 14 1 2 1 11

Females

16 1 2 2 11

Total 30 2 4 3 39

192

1

Annexure “E” Reference No 82951/1 Fikile Rasmeni (1182) MAYORAL COMMITTEE:

OFFICE OF THE CITY MANAGER TSHWANE ECONOMIC DEVELOPMENT AGENCY (TEDA) REVISED BUSINESS PLAN 2017/18

1. PURPOSE

The purpose of the report is to request approval for the amendment/revision of the 2017/18 Business Plan for Tshwane Economic Development Agency (TEDA). The revised 2017/18 TEDA's Business Plan is attached as Annexure A.

2. STRATEGIC PILLARS 2.1 A CITY THAT FACILITATES ECONOMIC GROWTH AND JOB CREATION 2.2 A CITY THAT CARES FOR RESIDENTS AND PROMOTES INCLUSIVITY 2.3 A CITY THAT IS OPEN, HONEST AND RESPONSIVE 3. BACKGROUND

The Shareholder Operations Unit is concerned with reviewing, monitoring and “overseeing” the affairs, practices, activities, behaviour and conduct of municipal owned entities (MOEs) to ensure the City of Tshwane that the business of MOEs is being conducted in a manner expected in accordance with commercial legislative and other prescribed or agreed conventions.

The unit is poised to assist the institution and its MOEs to comply with applicable legislation by providing regular advice and reports on compliance and recommending remedial action where required. The Division regulates the functions of MOEs and co-ordinates these with prevailing political imperatives, whilst ensuring alignment with departmental SDBIPs.

In terms of Section 87(6) of the MFMA, the board of directors of a municipal entitymay, with the approval of the Mayor, revise the budget of the municipal entity, butonly for the following reasons:

To adjust the revenue and expenditure estimates downwards if there is material under-collection of revenue during the current year;

To authorise expenditure of any additional allocations to the municipal entity from the parent municipality;

193

2

To authorise, within a pre-scribed framework, any unforeseeable and unavoidable expenditure approved by the mayor of the parent municipality;

To authorise any other expenditure within a prescribed framework.

The City approved all the 2017/18 Business Plans in May 2017, all the business plans were interrogated intensively before they were finally approved by both the Mayoral Committee and Council.

In terms of Section 87 of MFMA, municipal entities are allowed to revise their Plans to align them to the allocated or approved budget and performance indicators.

4. DISCUSSION

TEDA revised its 2017/18 Business Plan, which was approved by Council in May 2017. The entity's performance for the six (6) months has resulted in the entity revising its 2017/18 business plan. Entity had nineteen (19) KPIs and have been reduced to seventeen (17) for the remaining quarters: 3 & 4 for 2017/18 financial year.

Below is a brief summary of proposed amendment on TEDA's Strategic Objectives to ensure alignment with City’s IDP and SDBIP:

Strategic Objective 2 “To identify, design, develop and manage projects with strategic economic and social benefits for the greater Tshwane community

194

3

CAPEX AND OPEX PROJECT ALIGNMENT

195

4

Expenditure be increased due to inflationary adjustments and filling of vacancies as well increases in investment promotion and project management portfolio budget allocation as follows

It should be noted that there are no financial implications to the City of Tshwane. It is therefore that once the entity's revised business plan is approved the entity will be able to meet its performance targets at the end of this financial year.


Cognisance is taken of the contents of the report. The Group Financial Services Department has no objection to the revised Business Plan 2017/18 as it will enable TEDA to allocate its resources on the areas that are measurable, achievable and reportable on quarterly bases. There are no financial implications emanating as a result of this report for the City of Tshwane. The proposed business plan should be aligned to the 2017/18 Medium-Term Revenue and Expenditure Framework.

5.2 COMMENTS OF THE GROUP HEAD: CITY STRATEGY & ORGANISATIONAL

PERFORMANCE

The City of Tshwane as the parent municipality funds entities to which entities are held accountable. It is with this context that CSOP proposes that all entities be measured on both CAPEX and OPEX [projects funded from OPEX] and that such plans be approved and be reported on the same way as CAPEX projects are reported on. TEDA's CAPEX for 2017/18 financial year is R450 after adjustments for furniture and equipment but OPEX is R3 437 396 according to the attached adjusted business plan. This amount of opex accounts for all main projects executed by

196

5

TEDA and these should be accounted for to the parent municipality. A reporting template has been developed for this purpose and captured in the attached business plan for the entity to illustrate to the parent municipality how it will utilise all its grants as received from the City. TEDA is requested to balance all its financial figures under Financial Implications & CAPEX and OPEX budget alignment tables CAPEX and OPEX figures to be aligned with the proposed City of Tshwane budget Adjustment, - proposed adjusted CAPEX is R375 TEDA business plan illustrates a CAPEX projection of R0. - Two OPEX project figures are found in the same adjusted business plan. R4 936 396 & R3 650 981 this must be corrected - There must be alignment and balance between: Operational Projects & Detailed Project Plans and Capital Project tables, Capital Project confirmation and Capital Project output TEDA Mandate and Mission Statement In terms of the entities mandate, emphasis is made on the functions of the entity with specific reference to the Property Management portfolio. This function is boldly captured under the Entities Mission which strongly directs how it will achieve its vision. However this function does not manifest under the Entitie's strategy nor function. Please see note on page 28 under conclusion where the entity refers to permission to be granted to facilitate the commercial aspect of property management. CSOP proposes that this matter be attended to with the urgency it requires to allow the entity to plan properly. Until then, CSOP proposes that the property and management function be removed from the Mission statement of TEDA.

5.3 COMMENTS OF THE GROUP HEAD: ECONOMIC DEVELOPMENT &

SPATIAL PLANNING

None 5.4 COMMENTS OF THE GROUP HEAD: GROUP LEGAL COUNSEL

The purpose of the report is to request approval for the amendment/revision of the 2017/18 Business Plan for TEDA. Note is taken of the contents of the report and annexure thereto.

197

6

In accordance with section 93B (a) and (b) of the Municipal Systems Act, 32 of 2000 a parent municipality, which has sole control of a municipal entity, or effective control in the case of a municipal entity which is a private company -

˃ must ensure that annual performance objectives and indicators for the municipal entity are established by agreement with the municipal entity and included in the municipal entity’s multi-year business plan in accordance with section 87(5) (d) of the MFMA, 2003, and;

˃ must monitor and annually review, as part of the municipal entity’s annual budget process as set out in section 87 of the MFMA, the performance of the municipal entity against the agreed performance objectives and indicators.

The envisaged approval of the revised Business Plan 2017/18 will enable TEDA to allocate its resources on the areas that are measurable, achievable and reportable on a quarterly basis, which have been funded either through CoT funding or other that the entity intends to access. The recommendation is supported.


The report does not have human resource implications to the CoT. 6.2 FINANCES

There are no direct financial implications to the CoT. 6.3 CONSTITUTIONAL AND LEGAL FACTORS

The report is in accordance to the Municipal Finance Management Act. 6.4 COMMUNICATION

The Shareholder Unit, CSOP, and the department of Economic Development and Spatial Planning have been consulted.


Council Resolution 25 May 2017.

7. CONCLUSION

The envisaged approval of the revised Business Plan 2017/18 will enable TEDA to allocate its resources on the areas that are measurable, achievable

198

7

and reportable on quarterly bases, which have been funded either through CoT funding or alternative funding that the entity intends to access.

ANNEXURE: A. TEDA Business Plan Framework Revised 2017-18 Business Plan upd 18 Jan

2018.docx

RECOMMENDED: That it be recommended to the Mayoral Committee: That the revised 2017/18 Business Plan of Tshwane Economic Development Agency be noted and approved.

199



8

TSHWANE ECONOMIC DEVELOPMENT AGENCY

BUSINESS PLAN

REVISED 2017/18

Sign Off:

Mr. Solly Mogaladi

Head of Operations Signature:

……………………..……………………………………………………………………………

………………………………………………………….

Date: …………………………………………………………………………..

Receipt & Review:

Name of CSPM Representative: ………………………………

Signature………………………………………….

200

9

Contents

1. INTRODUCTION ......................................................................................................... 11

1.1 Vision ....................................................................................................................... 12

1.2 Mission .................................................................................................................... 12

1.3 Management and Organisational Structure .............................................................. 14

2. DEPARTMENTAL MEASURES CONTRIBUTING TO TSHWANE CITY STRATEGY FRAMEWORK ................................................................................................................... 17

2.1 Alignment with Tshwane City Strategy Framework .................................................. 17

2.1.1 Contribution by departments towards achieving Vision 2030 during 2016/21 term of office 18

2.1.4 Key Service Delivery Systems Reengineering .................................................. 22

3 CAPEX AND OPEX PROJECT BUDGET ALIGNMENT .............................................. 23

3.1 Capex Projects ........................................................................................................ 23

3.2 OPEX Projects ......................................................................................................... 23

3.3 Capital Project Confirmation .................................................................................... 24

3.4 Capital Project Output .............................................................................................. 25

4 ENTITY SCORECARD ................................................................................................ 26

4.1 TEDA’s Scorecard ................................................................................................... 26

4.2 Operational Projects ................................................................................................ 44

5 FINANCIAL IMPLICATION .......................................................................................... 46

5.1 Summary of the Department’s MTREF .................................................................... 46

5.2 Contribution towards Financial Turnaround .............................................................. 48

5.3 Resources Planning and Financial Requirements .................................................... 49

6 RISK ASSESSMENT .................................................................................................. 50

7. CONCLUSION ............................................................................................................... 51

Annexure1: DETAILED MTREF FINANCIAL STATEMENT Annexure 2: DETAILED RISK REGISTER Annexure 3: EMPLOYMENT EQUITY PLAN Annexure 4: PROCUREMENT PLAN

201

10

DEFINITION OF TERMS

a) Business Plan: a business plan is a document that gives the summary of the work of the

department. It highlights the functions of the departments/ME, its organisational

arrangements, planned activities as well as the cost associated with delivering on its

mandate. The planned activities include the IDP Score card, SDBIP score card,

Departmental Scorecard and alignment of these planned activities to approved budget.

b) Deliverables: these are departmental set targets for the financial year and they relate to

the overall strategic objectives of the city. The deliverables as required in this document

need to be in line with the 5 year targets as reflected in the 2011/16 IDP and should

demonstrate a progressive movement towards achieving the city’s goals.

c) Departmental SDBIP/Scorecard: The departmental scorecard reflects the planned

activities of the department in line with its functions. Targets set in the departmental

scorecard are broken down into quarterly targets. This scorecard will be used to monitor

departmental performance on a quarterly basis.

d) Functional Area: the functional areas of the department are as per the approved

organizational structure of the city (micro structure). They reflect the various areas of work

within the department to which targeted implementation and budgets are allocated.

e) Indicators: these are statements of measurement and are used to indicate whether

progress is being made in achieving the goals. Indicators provide a common framework

for gathering data for measurements and reporting; translate complex concepts into simple

operational measurable variables; enables the review of goals and objectives; assist in

policy review processes; and help provide feedback to the municipality and staff. The

approved IDP 2011/16 and its first review contain these indicators. Departments are

encouraged to improve these in line with their set targets.

202

11

1. INTRODUCTION

Tshwane Economic Development Agency (TEDA) is an entity of the City of Tshwane

(CoT) and was established on the 2nd November, 2006. TEDA was formed to be a key

driver in accelerating economic growth and job creation within the Tshwane area. The

mandate of TEDA has been translated and clustered into the following current strategic

business areas:

• Project Portfolio Management; and

• Investment, Promotion and Funding;

There is a natural nexus between the two focus areas as projects are ordinarily informed

by the outcomes of research work geared towards investment attraction. In the current

situation in the City this information is derived mainly from the City’s strategic units like

the Economic Intelligence Office part of whose mandate is the production of research

work in key sectors of Tshwane’s economy.

Benchmarking insights derived from the other Cities nationally which have had

successes in attracting Foreign Direct Investment (FDI) and Local Direct Investment

(LDI) such as the City of Cape Town, point to the option of locating this mandate

elsewhere in the City such as the Office of the Executive Mayor whilst TEDA continues

to look after projects to the required levels of quality and scale whilst maintaining

strategic links with the OEM: Investment Promotion to ensure synergy. This point is

made in this business plan against the backdrop of the pronounced approach by the new

administration to dealing with businesses and investors. This delineation of scope for

TEDA will not only allow the agency to be focused as per the advice given in the NDP’s

Diagnostic Report on SOEs – relevant to MOEs too, but also ensure an uncluttered and

specialist project management agency for the whole of the City.

The report approved by Council on 29 November 2012 sets out the envisaged role of

TEDA along with an amended mandate. “TEDA is an implementation agent of the

City and as such, its related functions and implementation projects are only

related to those as and when identified by the City…. Furthermore, the City will

also identify the relevant projects to be handed over to TEDA for implementation

and the City will determine the point at which these projects are handed over to

TEDA.”

In addition, project management role often requires that those responsible for its

execution should also have access to assets such as strategic land parcels needed for

Area-based Development (strategic nodal / precinct development) projects.

The underlying principle and rationale is that TEDA is to become a totally project focused

and based entity. This means that everything that TEDA embarks on is to be project-

based including in giving concrete expression to its investment promotion agenda.

As a project-based agency, TEDA will find its connection or link to the Plan of Action of

the City’s strategic framework where from time to time the City will allocate high-impact

projects to TEDA, ideally off the Integrated Development Plan (IDP) for implementation

203

12

as envisaged in the Service Delivery Agreement between TEDA and the City of Tshwane

besides projects that TEDA will conceptualise on its own for the benefit of City as well

as those the Agency with facilitate working in partnership with the private sector. In this

way, TEDA could succeed in effectively fulfilling its mandate and grow towards becoming

a premium entity of the City of Tshwane

It is important that there is consensus regarding the focus and modus operandi

of TEDA among all stakeholders especially the City of Tshwane as Shareholder and

its department on whose behalf TEDA will be implementing these projects. This focus

and modus operandi (TEDA’s mission) is encapsulated as follows;

To centralise and integrate the programme and project management within the city. The

centralisation and integration is meant to ensure proper leverage and coordination of City’s

resources;

To create a dedicated, suitably qualified project management unit that would implement

significant projects with a clear economic development benefits; and

To create a mechanism that would enable the city to accelerate the project delivery

process and free it from bureaucratic processes. In this regard TEDA undertakes to

become an agile entity with swift administrative and business solutions whilst paying heed

to the imperatives of quality, prudent management of scope and budgets.

The Business Plan for the financial year 2017/18 is against this background, a departure

from the previous business plans especially in its advocacy for TEDA’s direct

involvement in the execution of the City’s strategic development programme. In the past

the agency for various reasons had limited role in being the implementation vehicle for

the municipality. The 2017/18 Business Plan takes an orientation of reversing this

anomaly thereby asserting its identity as the implementation vehicle for the City of

Tshwane in relation to high impact projects in particular.

Another new feature of TEDA’s Business Plan is pro-activeness in the form of identifying

precincts for programme-based development

NB: TEDA is however cognisant of the current process towards the reddfinition of its

mandate following the decision by the City to retain the entity. It is envisaged that part of

what has been stated above will have to change in order to resonate with the new

mandate. At the same time, the imperative to continue with the current business until the

new mandate ins unveiled is compelling and requires that the changes suggested in this

mid-term review are in relation to those targets that require reviewing to avoid a

worsening trend than an attempt at pre-empting the outcome of the mandate

assessment.

1.1 Vision

The vision of Tshwane Economic Development Agency is:

“TEDA strives to be a catalyst for economic growth and development to position

the City of Tshwane as a globally competitive Capital City”.

1.2 Mission

The mission of Tshwane Economic Development Agency is:

204

13

“To provide integrated and innovative economic development solutions through

investment promotion and funding, programme management and property

management.”

205

14

1.3 Management and Organisational Structure

The following diagram represents TEDA’s new Organisational Structure which was

approved by the Board in April 2015. The diagram only depicts only the macro structure:

Figure 1: Approved Organisational Structure

BUSINESS UNIT:

FINANCIAL SERVICES

OFFICE OF THE CHIEF EXECUTIVE

OFFICER

BUSINESS UNIT:

OFFICE OF THE COMPANY SECRETARY

SUB-BUSINESS UNIT:

INTERNAL AUDITEXECUTIVE SUPPORT

TEDA BOARD

1 X CHIEF FINANCIAL OFFICER

1 X COMPANY SECRETARY

1 X INTERNAL AUDITOR 1 X EXECUTIVE SECRETARY

1 X CHIEF EXECUTIVE OFFICER

SUB-BUSINESS UNIT:

RISK & COMPLIANCE

1 X RISK OFFICER

1 X EXECUTIVE MANAGER: PROJECTS PORTFOLIO

MANAGEMENT

1 X EXECUTIVE MANAGER: PROPERTIES & ASSET

MANAGEMENT

BUSINESS UNIT:

PROJECTS PORTFOLIO MANAGEMENT

BUSINESS UNIT:

PROPERTIES & ASSET MANAGEMENT

AUDIT COMMITTEE

BUSINESS UNIT:

CORPORATE SERVICES

1 X EXECUTIVE MANAGER: CORPORATE

SERVICES

SUB- BUSINESS UNIT: INVESTMENT CENTRE

SUB- BUSINESS UNIT: MARKETING &

COMMUNICATIONS

SUB- BUSINESS UNIT: PROPERTY ASSETS

PORTFOLIO

SUB- BUSINESS UNIT: PROPERTY ASSETS

FEASIBILITY

SUB-BUSINESS UNIT: PROJECT

MANAGEMENT

SUB- BUSINESS UNIT: PROJECT

DEVELOPMENT FACILITATION

SUB- BUSINESS UNIT: HUMAN RESOURCE

MANAGEMENT & DEVELOPMENT (HRM&D)

SUB- BUSINESS UNIT: INFORMATION &

COMMUNICATION TECHNOLOGY (ICT)

SUB- BUSINESS UNIT: LEGAL &

ADMINISTRATION SERVICES

STRATEGY & PERFORMANCE MONITORING

1 X EXECUTIVE MANAGER: STRATEGY &

PERFORMANCE MONITORING

SUB-BUSINESS UNIT: STRATEGIC SERVICES

SUB-BUSINESS UNIT: PERFORMANCE &

REPORTING

BUSINESS UNIT:

INVESTMENT PROMOTION & FUNDING

SUB- BUSINESS UNIT: EXPORT DEVELOPMENT

& PROMOTION

1 X EXECUTIVE MANAGER: INVESTMENT

PROMOTION & FUNDING

SUB- BUSINESS UNIT: FINANCIAL

MANAGEMENT

SUB- BUSINESS UNIT: SUPPLY CHAIN

MANAGEMENT (SCM)

SUB- BUSINESS UNIT: BOARD SECRETARIAT

SUB- BUSINESS UNIT: ADMINISTRATIVE

SUPPORT

206

15


BUSINESS

UNIT/ SUB-

BUSINESS

UNIT

Approved

posts as

per the

structure

Posts

filled

Vacant

positions

Proposed

vacancies

to be

filled in

2017/18

Office of the CEO

7 3 4 1

Company Secretary

3 3 - -

CFO 8 6 2 1

Corporate Services

13 9 4 -

Asset Management

6 - 6 1

Investment Promotion & Funding

10 6 4 1

Internal Audit 2 - 2 -

Risk and Compliance

1 - 1 -

Projects Portfolio

10 3 7 -

TOTAL 60 30 30 4

207

16

This structure is the result of the Organisational Design (OD) project undertaken by

TEDA and concluded and approved by the TEDA Board in 2015. The distinguishing

feature of this new structure compared to the one before OD is the strengthening of the

core business units in TEDA namely Project and Programme Portfolio (PPM) and

Investment Promotion and Funding (IPM) at this stage. Properties and Asset

Management within the context of commercially viable assets, is still considered as a

strategic function for TEDA in light of its natural linkage to economic development

through projects and investment promotion. Despite the fact that the Board approved

Properties and Asset Management (PAM) is entirely vacant due mainly to a parallel

business unit in the City and moratorium on the filling of posts, TEDA has appetite for

this function given its interwovenness with other functions currently performed by the

agency.

In addition, the PAM function is still a feature of the Council approved TEDA mandate

and resultant Service Delivery Agreement (SDA).

Whilst the above is the Board approved organisational structure it will remain flexible

whilst ensuring that only posts that are deemed critical to advance implementation of the

Business Plan in the core business areas receive priority, as well as exploring alternative

capacity creation options like procurement of expert labour as and when needed.

The following are the critical posts that were identified for delivery of the 2017/18 financial

business plan albeit still below the required organization-wide human resource capacity.

These were:

a) Senior Manager: Project Development Facilitation for managing the interface and

transactions between external projects and the City’s approval processes.

b) Senior Manager: Financial Management. This is funded vacant post that whose

existence is due to resignation of previous incumbent. Acting arrangenets have been put

in place to ensure that the functions are performed at the required seniority level.

c) Senior Manager: Legal and Administration Services. Taking Project/programme

management to scale will require availability of resident legal expert for timely responses

to legal demands in this regard. These include but are not limited to drafting of legal

documents like MoU’s SLA as well as provision of legal advice from time to time

208

17

NB: Should TEDA’s role in property and asset management be permitted, it will be

necessary to fill the post of Executive Manager responsible for this portfolio

TEDA has since approved the appointment of three senior manager posts in Projects,

Finance, and Investment Promotion. The fourth in Strategy and Performance Monitoring

will be filled in Quarter 3

2. DEPARTMENTAL MEASURES CONTRIBUTING TO TSHWANE CITY STRATEGY FRAMEWORK

2.1 Alignment with Tshwane City Strategy Framework

The strategic orientation of the organisation in the medium to long term is to adopt

concentrated growth strategy. The strategy entails the following:

• Embarking on high impact projects responding to the economic and growth needs of the

City

• Maintaining and expanding relationships with traditional trading partners (Europe, North

America and Japan) and BRIC countries with reference to investments.

• Identifying market opportunities for exports in Africa, Asia and BRIC countries.

• Establishing and maintaining relationships with strategic partners

• Deriving optimal value from the property portfolio.

• Playing a programme management role towards integrating existing and proposed

projects.

209

18

2.1.1 Contribution by departments towards achieving Vision 2030 during 2016/21 term of office

Table 2: Transformation Area Alignment


Goal Objectives Departmental Focus Areas towards achieving the Goal

Economic Transformation

A highly productive economy based on entrepeneurship, innovation and one that is diversified and accessible to to all

1. To conceptualise

strategic projects

towards changing the

economic landscape

of the City of

Tshwane.

1. Establishement of the Tshwane Agro-processing Hub

2. Establishment of the Tshwane Clothing and Textile Hub

3. Establishment of the Tshwane Bio-energy facility linked to the agro-processing

2. To promote infrastructure to stimulate economic growth and development

1. Development facilitation for the establishment of the “Super Terminal” – Tshwane Freight and Logistics Terminal in Region 2

3. To promote and provide effective support to SMMEs

1. Hosting of capacity building workshops to empower Tshwane companies

2. Promotion of Tshwane exports through facilitating participation of Tshwane companies on National Pavilions and outward selling missions

4. To attract both foreign and local direct investment in Tshwane

1. Attracting foreign direct investmentand Investment expansion existing corporations into City of Tshwane

2. Facilitating job opportunities via investment attraction and development projects

Spatial Transformation

Accessible, liveable areas which integrate urban life with nature

To promote revitalization of economic centres through collaboration with the private sector

1. Facilitation of Area Based Development (ABD) through solicitation and mobilization of proposals and private capital respectively

210

19

Table 3: City Priorities & Focus Areas

City Priorities Departmental Focus Areas Departmental Objective Key Performance Indicator

Economic growth and job creation 1. Establishement of the Tshwane Agro-processing Hub



Stimulating the rural and agricultural economy

Develop clusters of activity in specialized centre and support emergence of new economic sectors

1. Launch and construction of the Tshwane Agroprocessing Hub

2. Feasibility studies completed for the Clothing & Textile Hub

3. Feasibility studies completed for the Bio-Energy Facility


To promote infrastructure to stimulate economic growth and development

1. Detailed feasibility study completed

2. Investment attraction finalized



To promote Tshwane exports

To support and empower Tshwane SMMEs for export readiness and participation in foreign markets

1. 3 capacity building workshops held for Tshwane companies

2. 4 foreign trade missions facilitated by TEDA

7. Attracting Investment into City of Tshwane


To attract both foreign and local direct investment in Tshwane

1. Attracting R1.5 billion worth of Investment into City of Tshwane

2. Facilitating 350 job opportunities via investment attraction and development projects

Promoting economic opportunities close to where people live, play and work (Spatial transformation)

9. Facilitating Area Based development through partnerships with private sector

To promote revitalization of economic centres through collaboration with the private sector

1. Facilitation of one Area Based Development (ADB) through solicitation and

211

20

mobilization of proposals and private capital respectively

2.1.3 Aligning Transformation Areas with City Priorities and Focus Table 4: Transformation and Priority Areas Alignment

Transformation Areas Focus Areas City Priorities Key Performance Indicators

Economic transformation 1. Establishement of the Tshwane Agro-processing Hub



Economic growth and job

creation

1. Launch and construction of the Tshwane Agroprocessing Hub

2. Feasibility studies completed for the Clothing & Textile Hub

3. Feasibility studies completed for the Bio-Energy Facility


1. Detailed feasibility study completed

2. Investment attraction finalized



1. 3 capacity building workshops held for Tshwane companies

2. 4 foreign trade missions facilitated by TEDA

7. Attracting Investment into City of Tshwane

1. Attracting R1.5 billion worth of Investment into City of Tshwane

212

21


2. Facilitating 350 job opportunities via investment attraction and development projects

9. Facilitating Area Based development through partnerships with private sector

1. Facilitation of one Area Based Development (ABD) through solicitation and mobilization of proposals and private capital respectively

213

22

2.1.4 Key Service Delivery Systems Reengineering

Process/ System

Purpose Status Quo



• Integration to the city SAP system

To align finanacial management between the entity and City

TEDA has no financial system.

SAP system for the the entity.

SAP

• MSCOA Legislative requirement

Awaiting the outcome of the review process for entities.

MSCOA compliance by TEDA

SAP

• Business Planning, budgeting and reporting

Streamlining planning and reporting

Fragmented Business planning, budgeting and reporting

Adherence to the SDA (review of SDA is an urgent priority)

Review of the SDA, sign off by TEDA and City and establishment of contract management committee to monitor implementation of SDA

214

23

3 CAPEX AND OPEX PROJECT BUDGET ALIGNMENT

The Capex projects are those that the City needs to take a favourable decision on regarding which of those will be handed over to TEDA for implementation as per service delivery agreement and TEDA’s mandate.

3.1 Capex Projects

Table 4: Project alignment with draft MTREF

Focus Area City Priority

Project Name

Project Number

Capex/Opex 2017/18 Approved


2018/19 Budget

2019/20 Budget

N/A N/A N/A N/A N/A N/A N/A N/A N/A

3.2 OPEX Projects

Table 5:Operational Projects

Project Name

CAPEX project supported if applicabel

2017/18 Approved Budget

2017/18 Adjustments

2017/18 Adjusted Budget


2018/19 Budget indicative


2019/20 Budget


Tshwane Agro-processing hub Project

N/A R 2 million

(R500,000)

R1,500,000 Solicitation of Prequalification proposals

R 2 million

CoT Council Report approval on Land alienation and Request for proposal (RFP) including development of long term lease agreement

R 8 million Statutory

compliance (EIA, WULA etc.) applied and Technical Design Development

215

24

Tshwane Clothing and Textile hub project

N/A R 1 million

(R197,947)

R802,053 Detailed market and technical feasibility study

R 1 million

Locality analysis and suitability study

R 10 million

Detailed Infrastructure feasibility and Business Plan development

Tshwane Bio-Energy Facility

N/A R 1 million

(R390,882)

R609,118 Detailed feasibility study

R8 million [R 2

million (TEDA)

R 6 million (GIFA)]

Detailed Infrastutcure feasibility

R 8 million Statutory

compliance (EIA, WULA etc.) applied and Technical Design Development

Area Based Development Plans

N/A R 1 million

(R4,575) R,995,425 Precinct Plan Update/Development (Groenkloof Nature reserve)

R 2 million

Two Precinct Plan Update/Development (Precincts to be confirmed)

R 2 million


Development of Vertical Agriculture within City of Tshwane

N/A R 0 R1,029,800

R1,029,800 Detailed Feasibility Study

R1 miilion


R 10 million

Implementation of Vertical Agriculture

3.3 Capital Project Confirmation

This section requires only the list of projects approved in the 2017/18 MTREF and should be included in this table.

Table 6: 2017/18 Provisioned Projects per ward / region

Project Name Project Number

Budget 2017/18


Area of implementation

Benefiting Areas


216

25

N/A N/A N/A N/A N/A N/A N/A N/A

NOTE: The projects information required in terms of table 7, are subject to projects allocation by City in alignment to Table 8.

3.4 Capital Project Output

This section is not applicable to TEDA. Table 7: Capital Project Output

Project Name

Project

Number

Budget 2017/18

Capital Output Measure // Indicator


Quarter 1

Quarter 2

Quarter 3

Quarter 4

N/A N/A N/A N/A N/A N/A N/A N/A N/A

217

26

4 ENTITY SCORECARD

4.1 TEDA’s Scorecard

Table 8: Departmental Scorecard Strategic Objective 1: To develop, facilitate and promote viable foreign and local investments into City of Tshwane

218

27



2017/18Target

Baseline

Quarterly Targets Medium-term targets

Quarter 1

Quarter 2

Quarter 3

Quarter 4

2018/19

2019/20

2020/21

Attracting foreign direct investment and investment expansion existing corporations into CoT

Investment Intelligence acquired

Two intelligence reports acquired for planning

1 - 1 1 - 2 2 2

219

28



2017/18Target

Baseline


Quarter 1

Quarter 2

Quarter 3

Quarter 4

2018/19

2019/20

2020/21

Number of new, quality investment projects attracted into the pipeline

10 investment pipeline projects attracted

New

2 3 2 3 12 14 16

220

29



2017/18Target

Baseline


Quarter 1

Quarter 2

Quarter 3

Quarter 4

2018/19

2019/20

2020/21

Attracting foreign direct investment and investment expansion existing corporations into CoT

Rand value of landed investment projects into the City of Tshwane

R1.5 billion rand value of landed investment facilitated by TEDA

R1 billion

- - - R1.5 billion

R1.7billion

R1.8billion

R2billion

221

30



2017/18Target

Baseline


Quarter 1

Quarter 2

Quarter 3

Quarter 4

2018/19

2019/20

2020/21

Faclitating job opportunities via investment attraction and development projects

Number of job opportunities facilitated in Tshwane

350 job opportunities facilitated by TEDA via investment attraction

300

- - - 350

400

450

500

222

31



2017/18Target

Baseline


Quarter 1

Quarter 2

Quarter 3

Quarter 4

2018/19

2019/20

2020/21

Number of new, quality investment projects realised

2 Investment projects realised

new

- - - 2 3 4 5

Trade Intelligence acquired

2 trade intelligence reports acquired

2 1 - 1 - 2 2 2

223

32



2017/18Target

Baseline


Quarter 1

Quarter 2

Quarter 3

Quarter 4

2018/19

2019/20

2020/21

Hosting of capacity building workshop to empower Tshwane companies

Number of capacity building workshops held for Tshwane companies

3 capacity building workshops held for Tshwane companies

2 - 1 1 1 4 5 6

224

33

Promotion of Tshwane investment and exports through facilitating participation of Tshwane companies on National Pavilions and outward selling missions

Number of foreign outward missions facilitated by TEDA

4 foreign outward missions facilitated by TEDA

3 1 1 1 1 6 8 10

225

34

226

35

Strategic Objective 2: To identify, design, develop and manage projects with strategic economic and social benefits for the greater Tshwane community


2017/18Target

Baseline


Quarter 1

Quarter 2

Quarter 3

Quarter 4

2018/19 2019/20 2020/21

Development of the Agro-processing Hub

Solicitation of Prequalification proposals of the Agro-processing Hub

New

Solicitation of Prequalificati

CoT Council Report approval on Land alienation and Request for proposal (RFP) including development of long term lease agreement

Statutory compliance (EIA, WULA etc.) applied and Technical Design Development

Statutory compliance (EIA, WULA etc.) achieved

227

36


2017/18Target

Baseline


Quarter 1

Quarter 2

Quarter 3

Quarter 4

2018/19 2019/20 2020/21

on proposals

Development of Tshwane Clot

Detailed market and technical feasibility

New

- - Detailed market and technical feasibility study


Detailed Infrastructure feasibility and Business Plan development

Investment attraction and marketing

228

37


2017/18Target

Baseline


Quarter 1

Quarter 2

Quarter 3

Quarter 4

2018/19 2019/20 2020/21

hing and Textile Hub

study of Clothing and textile hub

Development of Tshwane Bio-en

Detailed feasibility study of Tshwane Bio-ene

New

- - Detailed feasibility stu

Detailed Infrastructure Feasibility

Statutory compliance (EIA, WULA etc.) applied and Technical Design Development

Business plan and Capital Investment

229

38


2017/18Target

Baseline


Quarter 1

Quarter 2

Quarter 3

Quarter 4

2018/19 2019/20 2020/21

ergy Facility

rgy Facility

dy

Number of Area Based Development st

One Area Based Development studies produced, reviewed or

New

- - - Precinct Plan Update/Development (Groenkloof Nature reserve)




230

39


2017/18Target

Baseline


Quarter 1

Quarter 2

Quarter 3

Quarter 4

2018/19 2019/20 2020/21

udies produced, reviewed or updated

updated (non-cumulative)

Facilitation of

Quarterly Project

Quarte

Projec

Projects

Projects re

Projects report

Facilitation of Tshwane Freight Terminal and

No. of infrastructure projects facilitated

No. of infrastructure projects facilitated

231

40


2017/18Target

Baseline


Quarter 1

Quarter 2

Quarter 3

Quarter 4

2018/19 2019/20 2020/21

Tshwane Freight Terminal and Logistics Hub

reports

rly projects reports

ts report

report

port

Logistics Hub

232

41


2017/18Target

Baseline


Quarter 1

Quarter 2

Quarter 3

Quarter 4

2018/19 2019/20 2020/21

Development of Vertical Agriculture within City of Tshw

Detailed Feasibility Study

New

- - - Detailed Feasibility Study


Implementation of Vertical Agriculture

N/A

233

42


2017/18Target

Baseline


Quarter 1

Quarter 2

Quarter 3

Quarter 4

2018/19 2019/20 2020/21

ane

Strategic Objective 3:To promote Tshwane as a viable investment destination through the implementation of an integrated marketing and communication

234

43


2017/18Target

Baseline

Quarterly Targets Medium-term indicators

Quarter 1

Quarter 2

Quarter 3

Quarter 4

2018/19

2019/20

2020/21

Production of Quarterly newsletters to promote City as preferred investment destination published

4 editions produced

4 1 1 1 1 4 4

Promoting and positioning the City of Tshwane as viable investment destination.

Exhibitions and Trade Shows facilitated by TEDA

4 trade and exhibition shows

3 1 1 1 1 4 4

235

44

Strategic Objective 4: To establish and build TEDA as a strong and effective organization in the context of good governance best practice


2017/18Target

Baseline

Quarterly Targets Medium-term indicators

Quarter 1

Quarter 2

Quarter 3

Quarter 4

2018/19

2019/20

2020/21

Clean Audit opinion by AG achieved

Clean Audit Opinion achieved at end of audit

Unqualified Audit Opinion

Submission of MLAP report







4.2 Operational Projects

This section is not applicable to TEDA.

236

45

Table 9: Operational Projects

Project Name Budget 2017/18


Area of implementation

Benefiting Areas


N/A N/A N/A N/A N/A N/A N/A

N/A N/A N/A N/A N/A N/A N/A

237

46

5 FINANCIAL IMPLICATION

5.1 Summary of the Department’s MTREF

Table 11: TEDA’s MTREF

Approved

budget

Rollover

2016-17Adjustment Adjusted Budget

REVENUE

Transfers from CoT 56,008,241 53,895,848 -4% 54,150,000 4,282,180 58,432,180 8% 54,150,000 -7% 56,965,800 5%

Professional fees: Project management fees - - 0% 6,650,000 -6,650,000 0 - 18,913,996 100% 27,787,996 47%

Rental Income 3,587,893 1,155,116 -68% 0 0 -100% - -

External Funding: Donations/Sponsorships 394,737 0 -100% - 0 - - -

Interest income 518,005 374,606 -28% 213,075 180,901 393,976 5% 234,382 -41% 540,000 130%

Sale of tenders 14,211 11,404.00 -20% - 20,000 20,000 75% - -

Other revenue^ - 2,659,988 2,659,988 - 1,980,004 -26% 2,108,004 6%

Total 60,523,087 55,436,974 -219% 61,013,075 4,282,180 -3,789,111 61,506,144 11% 75,278,382 22% 87,401,800 16%

EXPENDITURE

Remuneration of Board Members 1,786,483 1,337,783 -25% 1,908,000 0 -500,000 1,408,000 5% 1,582,029 12% 1,676,951 6%

Salaries and Wages 29,123,053 30,670,377 5% 34,512,120 0 -749,062 33,763,058 10% 36,249,530 7% 40,537,990 12%

General Opex* 12,244,453 9,575,523 -22% 15,261,693 1,050,800 -3,210,061 13,102,432 37% 13,881,449 6% 14,541,083 5%

Depreciation 3,073,345 2,132,265 -31% 0 0 2,805,015 2,805,015 32% 2,975,000 6% 3,825,250 29%

Investment Promotion and Funding Opex 1,489,081 4,169,807 180% 4,019,051 69,540 238,068 4,326,659 4% 6,881,163 59% 5,503,481 -20%

Projects Opex 13,166,859 4,842,260 -63% 3,900,000 244,383 1,006,598 5,150,981 6% 12,855,483 150% 17,931,088 39%

Projects Capex 0 0 0% 1,112,211 -1,112,211 0

Taxation 17,944 758,508 4127% 0 500,000 500,000 -34% 535,000 7% 765,050 43%

Totals 60,901,218 53,486,523 -12% 60,713,075 1,364,723 -1,021,654 61,056,144 14% 74,959,654 23% 84,780,893 13%

Accounting Surplus/(Deficit) -378,131 1,950,451 -207% 300,000 2,917,457 -2,767,457 450,000 -3% 318,729 0% 2,620,907 3%

CAPITAL EXPENDITURE

Operating Capex 476,879 1,983,569 316% 300,000 0 150,000 450,000 -77% 318,729 -29% 2,620,907 722%

TOTAL EXPENDITURE 61,378,097 55,470,092 -10% 61,013,075 1,364,723 -871,654 61,506,144 11% 75,278,382 22% 87,401,800

Budget Surplus/(Deficit) -855,010 -33,118 0 2,917,457 -2,917,457 0 0 0

^Includes VAT and Service SETA refunds as at 30 November 2017

*Including items such as; expenses on loss of assets, interest charges and debtors impaired

Budget items

2015/16

(Audited

outcome)

2016/17

(Audited

outcome)

%

Change

2017/18%

Change%

Change

2018/19%

Change2019/20

238

47

5.1.1 Budget adjustment

i. Basis for the budget adjustment

TEDA’s adjusted budget is primarily based on the Municipal Budget and Reporting Regulations 49 which states that an adjustment budget referred to in section 87(6)of the Act may only be used-: a. To adjust the revenue and expenditure estimates downwards if there is material

under-collection of revenue during the current year;

b. To authorise the roll-over of funds that were unspent at the end of the previous

financial year;

c. To correct any errors in the annual budget of the municipal entity.

ii. Principles employed in preparing the adjustment budget

The entity embarked on a resource reallocation process by evaluating the probability of collecting the budgeted revenue and reassessing its plans for the year to ensure that all planned goals will be achieved. The resource reallocation process was limited to the entity’s anticipated revenue. The resource reallocation process included the following: a. Revenue analysis, particularly the envisaged project management, as part of

implementing the Financial Sustainability Model (FSM) where deviations from the

model without alternative revenue streams pose a direct threat in ensuring that the

entity is financially sustainable,

b. Appropriation of unplanned revenue such as interest income, tender document sales,

refund from SARS and Service SETA.

c. Review of the business plan, where plans not attainable are deferred into future

financial years and emerging plans are catered into the business plan,

d. Savings identified from various areas, mainly from employee cost due to vacancies

filled later than planned and natural staff attrition,

e. Identified savings re-allocated to critical areas that are experiencing budget

pressures.

5.1.2 Revenue The operational grant revenue from the City of Tshwane is the blood line for TEDA, where the grant constitute 89% (R 54, 150 million)of the total budgeted revenue. In addition to the grant revenue the entity has an unspent grant from the previous financial year of R4,282,180 where 32% of the unspent grant is for commitments as reported in the 2016-17 audited annual financial statements, with the remainder allocated to other business plan activities . The grant allocation has been the same year on year and thus an indication that the entity will not be getting a sizable increase on the grant in future , hence the drive towards other means of income generation. The envisaged revenue from the project management fees will not be realised during the financial year attributed to the review of the entities mandate, thus prompting the budget to the revised down by R6,650 million. The non-collection of envisaged revenue from project fees on the implementation of capital projects on behalf of CoT as per the Service Delivery Agreement (SDA), derived from the Financial Sustainability Model (FSM) will further affect TEDA’s ability to achieve its future objectives in the outer MTERF as outlined.

239

48

The entity managed to collect other revenue from various sources totalling (R2,860 million) to cushion the project management fees not collected.

5.1.3 Expenditure

The resource reallocation of the approved 2017/18 budget resulted in adjustments in operational expenditure with a total increase of R343,000 whilst capital expenditure increased by R150,000. General increase in expenditure items such as employee cost are due to inflationary adjustments and filling of vacancies. The business plan has been adjusted which resulted in increases in investement promotion and funding and project management portfolio budget allocation. The charts below give a breakdown of expenditure by category.

Table 12: Budget Summary

BUDGET ITEMS

Approved 2017/18 R’000

Adjustment 2017/18 R’000

Adjusted 2017/18 R’000

2018/19 R’000

2019/20 R’000

CAPEX

R 300 R 150 R 450 R 319

R 2,621

OPEX

R 60,713 R 343 R 61,056 R 74,959

R 84,781

TOTAL

R 61,013 R 493 R 61,506 R 75,278

R 87,402

5.2 Contribution towards Financial Turnaround

240

49

Table 13: Revenue Generation streams


Strategic Levers

Baseline

Proposed intervention



Adjusted target by the end of 2017/18

Increase Revenue

Management of COT assets.

- Projects handed over to TEDA by COT

- Contract management function rescucitated.

- Projects to manage identified.

- Hand over of projects by COT and SLA sign off.

R6.6 m

Ro

5.3 Resources Planning and Financial Requirements

Contracted services largely refers to the utilisation of legal services which cannot be sourced internally. Table 14: Staff vs Contracted Services Expenditure

TOTAL STAFF EXPENDITURE

Previous

F/Y(2016/17)

R’000

Required

Budget

F/Y

(2017/18)

R’000

Approved

Budget

FY

(2017/18)

R’000

Projected

Percentage

Growth

Salaries and

wages

R 32,008 R 35,171 R 35,171 10%

Service

Providers

R 721 R 1,101 R 1,101 53%

TOTALS R 32,729 R 36,272 R 36,272 11%

241

50

6 RISK ASSESSMENT

Refer to Annexure 2

242

51

7. CONCLUSION

The TEDA 2017/18 Revised Business Plan hinges on the outcome of the review of the

mandate of entities . This business plan is the product of the resolve by TEDA board

to continue with the normal business of the organization until advised otherwise.

The entity has noted with appreciation the City’s decision to continue with some entities

of th municipality including TEDA. Whilst the revision of the the mandate is still work

inprogress, this process does nevertheless provide an opportunity for the entity to play

its role as a strategic service delivery implementation vehicle for the city of Tshwane

The expected new Service Delivery Agreement will enable this through its well crafted

institutional arrangements that will will help drive in part, the performamce of the entity

on the basis of clearly defined roles and responsibilities between parties to the

Agreement.

One feature of this Business Plan is the ambitious re-entry of the function of Property

and Asset Management into the scope of TEDA’s work. This is whilst appreciating that

this function also resides in the newly established department of Group Property

Management. TEDA does not regard the existence of this department as suggesting

a duplication of function as the entity has appetite only for commercial assets in line

with its economic development mandate. In this regard it is envisagd that following the

segmentation of City properties and assets by GPM, those related to economic

development will be migrated to TEDA to manage on behalf of the City.

The same rationale applies to high impact projects inclined towards changing the

economic landscape of the city of Tshwane - that these will as espoused in the SDA,

be migrated incrementally to TEDA taking into account its current Project Management

capacity and future projections in this regard.

In terms of challenges, the main challenge remains that of duplicated mandates

between TEDA and some City Departments. To this end, TEDA believes that the

review of its mandate, along with the review of the SDA will ameliorate this challenge

towards a more streamlined performance and reporting.

243

52

Annexure1: DETAILED DRAFT DEPARTMENTAL BUDGET 2017/18

Approved

budget

Rollover

2016-17Adjustment Adjusted Budget

REVENUE

Transfers from CoT 56,008,241 53,895,848 -4% 54,150,000 4,282,180 58,432,180 8% 54,150,000 -7% 56,965,800 5%

Professional fees: Project management fees - - 0% 6,650,000 -6,650,000 0 - 18,913,996 100% 27,787,996 47%

Rental Income 3,587,893 1,155,116 -68% 0 0 -100% - -

External Funding: Donations/Sponsorships 394,737 0 -100% - 0 - - -

Interest income 518,005 374,606 -28% 213,075 180,901 393,976 5% 234,382 -41% 540,000 130%

Sale of tenders 14,211 11,404.00 -20% - 20,000 20,000 75% - -

Other revenue^ - 2,659,988 2,659,988 - 1,980,004 -26% 2,108,004 6%

Total 60,523,087 55,436,974 -219% 61,013,075 4,282,180 -3,789,111 61,506,144 11% 75,278,382 22% 87,401,800 16%

EXPENDITURE

Remuneration of Board Members 1,786,483 1,337,783 -25% 1,908,000 0 -500,000 1,408,000 5% 1,582,029 12% 1,676,951 6%

Salaries and Wages 29,123,053 30,670,377 5% 34,512,120 0 -749,062 33,763,058 10% 36,249,530 7% 40,537,990 12%

General Opex* 12,244,453 9,575,523 -22% 15,261,693 1,050,800 -3,210,061 13,102,432 37% 13,881,449 6% 14,541,083 5%

Depreciation 3,073,345 2,132,265 -31% 0 0 2,805,015 2,805,015 32% 2,975,000 6% 3,825,250 29%

Investment Promotion and Funding Opex 1,489,081 4,169,807 180% 4,019,051 69,540 238,068 4,326,659 4% 6,881,163 59% 5,503,481 -20%

Projects Opex 13,166,859 4,842,260 -63% 3,900,000 244,383 1,006,598 5,150,981 6% 12,855,483 150% 17,931,088 39%

Projects Capex 0 0 0% 1,112,211 -1,112,211 0

Taxation 17,944 758,508 4127% 0 500,000 500,000 -34% 535,000 7% 765,050 43%

Totals 60,901,218 53,486,523 -12% 60,713,075 1,364,723 -1,021,654 61,056,144 14% 74,959,654 23% 84,780,893 13%

Accounting Surplus/(Deficit) -378,131 1,950,451 -207% 300,000 2,917,457 -2,767,457 450,000 -3% 318,729 0% 2,620,907 3%

CAPITAL EXPENDITURE

Operating Capex 476,879 1,983,569 316% 300,000 0 150,000 450,000 -77% 318,729 -29% 2,620,907 722%

TOTAL EXPENDITURE 61,378,097 55,470,092 -10% 61,013,075 1,364,723 -871,654 61,506,144 11% 75,278,382 22% 87,401,800

Budget Surplus/(Deficit) -855,010 -33,118 0 2,917,457 -2,917,457 0 0 0

^Includes VAT and Service SETA refunds as at 30 November 2017

*Including items such as; expenses on loss of assets, interest charges and debtors impaired

Budget items

2015/16

(Audited

outcome)

2016/17

(Audited

outcome)

%

Change

2017/18%

Change%

Change

2018/19%

Change2019/20

244

53

Annexure 2: DETAILED DEPARTMENTAL RISK REGISTER

245

54

No


Date Risk Identified/ Reviewed

Risk Description

Root Cause

Consequence

Inherent Risk

Residual Risk

Management

Action plan

Risk Owner

Action Owner

Target Date

246

55

1 To develop, facilitate and promote viable foreign and local

10-May-17

Failure to attract catalytic investments

1. Changes in government policies (i.e. relating to macro economic policies, tax regime ) 2.

1. Failure to meet investment targets. 2. Inability to transform

Medium

12

Low

4

1. Resubmit the motivation to fill Three 3 vacant posts 2. To meet with the City to discuss the

CEO

Executive Investment, Promotion and Fun

30-Jun-18

247

56

investments into City of Tshwane

Unfavourable Global Economic climate 3. Inadequate human resources necessary for invest

economic landscape of the CoT 3. Inability to create/est

issue of incentives 3. To undertake both inbound and outbound trade missions to attract inv

ding

248

57

ment attraction 4. Unavailability of database of land and/or property for strategic investme

ablish foreign market opportunities 4. Lack of growth and

estments and identifying foreign markets 4.To target investors for particular sectors (investor

249

58

nt. 5. Inadequate incentives structure , both local and national, to attract investments

job opportunities

targeting) using both country and company analyses and investment seminar 5. Increase

250

59

d lead generation (10), facilitation and follow-up, company visitations as part of investment ex

251

60

pansion and after care. 6. Information sharing on investing in CoT (assistance with busines

252

61

s permits, access to opportunities, skills availability, etc.)

2 To establish and maint

10-May-17

Inability to implement the financial

1. Non fulfilment of SDA undertakings

1. Continued over relia

Critical

20

High

14

1. Review of the SDA towards securing

CEO

CEO

1. 30 December 20

253

62

ain an economic Infrastructure Investment Vehicle

sustainability model

2. Failure to generate alternative/ own revenue streams

nce on CoT funding 2. Inability to establish an econom

CoT support to TEDA 2. Continued mobilisation of funding from external partners

17 2. 30 June 2018

254

63

ic Infrastructure Investment Vehicle.

255

64

3 To identify, design, develop and manage projects with st

10-May-17

Delays in implementation of projects

1. Shareholder not meeting its SDA obligation in terms of project handover. 2. Lack of proje

1. Inability to realise strategic, economic and social benefit

Critical

20

Low

6

1. Facilitate the establishment of the Contract Management Committee as per SDA provisions. 2. De

CEO

Executive PPM

30-Jun-18

256

65

rategic economic and social benefits for the greater Tsh

ct oversight and monitoring 3. Failure to adequately manage risks related to interdepend

s for the CoT. 2. Incomplete projects 3. Cost overruns

velopment of SLAs and/or Project Charters for business plan linked projects which are specific on

257

66

wane community

encies

deliverable and timelines for delivery. 3. Establish project specific committee with various int

258

67

ernal and external stakeholder as a project management committee providing oversight and mo

259

68

nitoring of interdependencies.

4 To develop, facilitate and

10-May-17

Inadequate marketing of the CoT as an inv

1. Limited targeted marketing and commu

1. Limited foreign and dom

High

16

Low

8

1. The Marketing and Communication str

CEO

Executive : market

30-Jun-18

260

69

promote viable foreign and local investments into City of Tsh

estment destination.

nication strategies 2. Limited investment opportunities available to be marketed 3. Limited

estic investment inflow into the CoT. 2. Failure to position C

ategy will be revised to respond to Trade and Investment Functional Strategy. 2. Liaise with relev

ing and Comms Executive : Trade & Investme

261

70

wane

outward missions due to moratorium on international travelling.

oT as a viable investment destination. 3, Limited exports

ant departments of CoT for confirmed incentives for investors.

nt

262

71

opportunities

5 To establish and build TEDA as a st

10-May-17

Inadequate compliance with governance framework

1. None compliance with mSCOA 2. Lack of underst

1. Qualified audit report 2. Reputat

High

16

Low

5

1. Monitoring of OPCA action plan to address identified weakne

CEO

Company Secretary Office

30-Jun-18

263

72

rong and effective organisation in the context of good gov

anding of full scope of governance. 3. Limited compliance with governance protocols

ional damage

sses. 2. Compilation of a full list of compliance indicators, norms and standards against all ap

of the CEO

264

73

ernance best practice

plicable legislative and regulatory framework.

6 To establish and build TEDA

10-May-17

Disestablishment of the entity

1. Review of the Entity2. Non-approval of Busin

Closure of the Entity

Critical

25

Critical

23

To liaise with CoT for approval of budget and bu

CEO

CEO

30-Jun-18

265

74

as a strong and effective organisation in the context of goo

ess Plan and Budget for 2017/2018

siness plan

266

75

d governance best practice

7 To identify, design, develo

21-Sep-17

Delays in issuing of long-term lease over

Lack of progress by Group Property Mana

Delayed investment solicita

Critical

20

High

18

Awaiting the fast tracking of the long-term lease

CEO

Executive PPM

31-Dec-17

267

76

p and manage projects with strategic economic and soci

farm portion 337 Elandshoek 137Jr

gement within the CoT

tion Delayed construction commencement

process

268

77

al benefits for the greater Tshwane community

269

78

8 Implementation of mSCOA

18-Sep-17

Failure to implement MSCOA

Delays in procuring an MSCOA Integrated Financial System Lack of an implementation pla

Non compliance with the Treasury Circular 80 Non approv

Critical

25

Critical

23

Acquisition of an mSCOA compliant SAP system

CEO

CFO

30-Jun-18

270

79

n for MSCOA Lack of funds to implement MSCOA

al of the 2017 2018 Budget by the CoT, thus delays in tra

271

80

nsferring the grant to TEDA

272

81

273

82

Annexure 3: EMPLOYMENT EQUITY

274

83

Annexure 4: PROCUREMENT PLANS

275

service delivery performance (mid-year …...6 rental: garages, sales of time-table, and ins urance...

Documents