City of Johannesburg Documents/idp doc final... · Mission: The City of Johannesburg commits itself to pro-active delivery and the creation of a city environment in 2040 that is resilient,

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City of Johannesburg

2012/16 Integrated Development Plan:

2014/15 Review

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Vision:

“Johannesburg – a World Class African City of the Future – a vibrant,

equitable African city, strengthened through its diversity; a city that

provides real quality of life; a city that provides sustainability for all its

citizens; a resilient and adaptive society.”

Joburg. My City – Our Future!

Mission:

The City of Johannesburg commits itself to pro-active delivery and the

creation of a city environment in 2040 that is resilient, sustainable and

liveable. It aims to achieve this through long-term 2040 plans, targeted

programmes, services and enabling support that drives economic growth,

optimal management of natural resources and the environment, the

development of society and the individuals within it, and the practice and

encouragement of sound governance, in all the City does.

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Contents

1. Introduction .......................................................................................................... 5

2. The City of Johannesburg .................................................................................. 11

3. Governance and institutional framework ............................................................ 21

4. Delivering on Joburg 2040 Strategy ................................................................... 33

5. Spatial Development Framework ....................................................................... 59

6. Basic Service Delivery ....................................................................................... 67

7. 2014/16 Priority Implementation Plans ............................................................ 709

8. Intergovernmental planning and partnerships .................................................. 167

9. Community Based Planning and Stakeholder consultation ........................... 1884

10. Medium Term Budget ................................................................................. 1984

11. 2013/14 Capital Investment Framework ..................................................... 2040

12. Monitoring and evaluation .......................................................................... 3227

13. Disaster and risk management ..................................................................... 330

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Abbreviations

Abbreviation Explanation

Comm Dev Community Development

CIF Capital Investment Framework

CIPA Capital Investment Priority Area

CRUM Citizen Relations and Urban Management

DED Department of Economic Development

DP Development Planning

DWA Department of Water Affairs

EISD Environment, Infrastructure Services Department

EMS Emergency Management Services

FMMU Facilities Maintenance and Management Unit

GAC Group Audit Committee

GDS Growth and Development Strategy

GCSS Group Corporate and Shared Services

GRMC Group Risk Management Committee

GSPCR Group Strategy, Policy Coordination and Relations

IDP Integrated Development Plan

JDA Johannesburg Development Agency

JM Joburg Market

JMPD Johannesburg Metro Police Department

JOSHCO Johannesburg Social Housing Company

JPC Johannesburg Property Company

JRA Johannesburg Roads Agency

JTC Johannesburg Theatre Company

ME Municipal Entity

MTC Metro Trading Company

NMT Non- Motorised Transport

PAIL Public Access to Internet in Libraries

SAF Strategic Area Framework

SALGA South African Local Government Association

SAPS South African Police Service

SHSUP Sustainable Human Settlement Urbanisation Plan

TARSC Technical Advisory Resource Centre

TIR Transport Information Register

TOD Transit Oriented Development

UDF Urban Development Framework

UDZ Urban Development Zone

UFW Unaccounted for Water

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1. Introduction

The 2014/15 review of the City of Johannesburg’s Integrated Development Plan (IDP) is the

fourth IDP revision of the 2011-2016 term of office, and serves as a review of the IDP adopted

at the start of this term. This is in line with legislation, specifically the Municipal Systems Act

(2000) which requires that each elected council should develop and adopt an Integrated

Development Plan (IDP) at the start of its term of office. A municipal IDP defines the

development and plans of the municipality for the electoral term and includes an assessment of

the City’s level of development, its developmental priorities, key performance indicators and

targets, and operational strategies for the five year term.

The City’s Strategic Planning Framework is detailed in the figure below.

Figure: CoJ Strategic Planning Framework

This City’s long term Joburg 2040 Strategy identifies four key outcomes, and a number of

related outputs, that intend to realise the City’s long term vision. The City’s five-year IDPs then

translate these desired outcomes into medium-term programmes for implementation in that term

of office. On an annual basis, the IDP is reviewed and business plans are developed, detailing

Joburg 2040 Strategy

• Outlines the City’s programmes for current term of office linked to

its priorities

Business Plans / SDBIP

• Detailed business plans and SDBIPs for departments and municipal

entities

5-Year IDP

• Identifies the city’s

future trends and long term strategy

• Outlines the City’s vision and mission to

2040

MEDIUM TERM FINANCIAL

PLAN

ANNUAL BUDGET AND

SDBIP

LONG TERM FINANCIAL

PERSPECTIVE

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short term operational plans. These are linked to annual budgets and the City’s annual Service

Delivery and Budget Implementation Plan (SDBIP).

The review process

As required by the Municipal Systems Act, the City revises its IDP on an annual basis, to ensure

that it remains relevant to its specific operating environment including political, socio-economic

or other changes that may occur. This annual review also enables the City to update its IDP,

based on its overall performance.

2011/12 IDP

In 2011, the City developed and adopted a 2011/12 IDP. This IDP was linked to the City’s

Municipal Turnaround Strategy, developed to address some of the concerns raised by national

government regarding the performance of municipalities. The 2011/12 IDP also stated the City’s

commitment to addressing essential issues. At the start of the mayoral term, the Executive

Mayor committed to an intensive programme of accelerated service delivery as identified in the

City’s Municipal Turnaround Strategy. An Extended Joint Operations Committee monitored and

ensured coordination in the resolution of basic service delivery issues.

Growth and Development

Strategy

Integrated Development

Plan

Business Plans

and SDBIPs

National and provincial agenda

Long-term strategy for the City (informed by government planning, emerging trends and other development issues)

5-year plan linked to long-term goals i.e. breaking down the City’s long-term objectives into 5-year strategic planning Semi-operational Annual IDP then outlines an overview of planning for a specific year against high-level strategic plans

outlined in the 5-year IDP and reports on progress against those high-level goals on an annual basis

Annual planning by departments and municipal entities linked to achieving objectives outlined in 5-

year IDP.

Government priorities and focus areas are set at both a national and provincial level

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2012/13 review

Following the process to revise and update the City’s long term strategy (Joburg 2040 GDS),

which was approved on 20 October 2011, a substantial review of the City’s IDP was necessary

to ensure alignment to the revised strategic focus. As a result, in 2012, a revised 2012/16 IDP

which was informed by the Joburg 2040 Strategy was adopted by Council. The 2012/16 IDP

“Committing to a promising future” detailed the City’s implementation plans for the full term of

office based on the six principles outlined in the Joburg 2040 GDS.

2013/14 review

In June 2012, the City embarked on a review process of its IDP in terms of legislation that

requires municipalities to revise their IDPs on an annual basis. Key to the review of the City’s

IDP was the development of the Joburg 2040 GDS Roadmap in 2012/13 to define what the

City’s plans will be for the next three decades in order to achieve its long-term vision:

“Johannesburg - a World Class African City of the future – a vibrant, equitable African

city, strengthened through its diversity; a city that provides real quality of life; a city that

provides sustainability for all its citizens; a resilient and adaptive society. Joburg. My

City – Our Future”

The GDS Roadmap process allowed the City to review and finalise its priorities for decade 1 as

well as the remainder of the current term of office, building on the flagship and master

programmes detailed in previous IDPs. These priorities include:

Financial Sustainability and Resilience;

Agriculture and Food Security;

Sustainable Human Settlements;

SMME and Entrepreneurial Support;

Engaged Active Citizenry;

Resource Sustainability;

Smart City;

Investment Attraction, Retention and Expansion;

Green Economy; and

Safer Cities.

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2014/15 review

The 2014/15 review is informed by the City’s performance to date as well as external

assessments such as those of credit rating agencies, Auditor General reports and other critical

reviews. The continued rollout of Community Based Planning forms part of the review, as does

various City strategies and plans that were further developed in 2013/14. These include

initiatives such as the City’s Corridors of Freedom, and a focus on Developmental Service

Delivery.

The 2014/15 IDP builds on the work that has been started in the current term of office and

ensures that, while the City continues to deliver services, it is also focused on responding to

residents’ concerns and maintaining a long term development perspective.

The City of Johannesburg is committed to the empowerment of its residents. Therefore all

revised plans are communicated with its communities through a thorough consultation process.

Structure of the 2014/15 Integrated Development Plan

Chapter 1: Introduction

The chapter provides an overview of the document’s structure and content inclusive of:

City vision and mission

Rationale behind the review, process of identifying the ten city priorities

Chapter outline of the 2014/15 IDP document

Chapter 2: The City of Johannesburg

This chapter gives an overview of Johannesburg and the context within which the municipality

operates. Factors influential to planning such as demographics, information for social and

human development, economic growth and development, sustainable services and governance

are elaborated in this chapter.

Chapter 3: Governance and institutional framework

Chapter 3 provides an overview of the governance and institutional framework of the City.

Chapter 4: Delivering on Joburg 2040 Strategy

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This chapter provides further details of the GDS Roadmap as well as the linkages to the IDP

including:

An outline of the City’s GDS Roadmap

An outline of the City’s priorities for the remainder of the term

Chapter 5: Spatial Development Framework

Chapter 5 provides detail on spatial framework within which the City intends to give effect to its

Joburg 2040 Strategy.

Chapter 6: Basic Service Delivery

This chapter provides a high level overview of the City’s operational plan i.e. key operations

across the City.

Chapter 7: 2014/15 Priority Implementation Plans

Chapter 7 details the City’s ten Priority Implementation Plans including targets, indicators and

delivery agendas for the remainder of the term of office.

Chapter 8: Intergovernmental planning and partnerships

This chapter includes details on the City’s intergovernmental planning and partnerships.

Chapter 9: Community Based Planning and Stakeholder consultation

Chapter 9 focuses on the rollout of community based planning in the 2013/14 financial year and

highlights the implementation of the pilot project implemented in Region E. In addition, it

provides an overview of the City’s 2014 IDP and Budget outreach process.

Chapter 10: Medium Term Budget

The medium term budget gives a high level overview of the City’s three-year budget.

Chapter 11: 2014/15 Capital Investment Framework

This chapter gives details on the City’s 10-year capital investment planning (Capital Investment

Framework).

Chapter 12: Monitoring and evaluation

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Chapter 12 provides an overview of the City’s performance management framework as well as

its processes for monitoring and evaluation of programmes.

Chapter 13: Disaster and risk management

The final chapter of the document provides an overview of the strategic risks and mitigation

measures as well as the City’s disaster management plan.

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2. The City of Johannesburg

In order to contextualise the City’s Integrated Development Plan, and the detailed programmes

and projects outlined herein, it is important to provide an overview of key data and statistics

related to the City. This ensures that an overview of development within the City is provided at

the start of this review of the IDP.

CoJ regions

The City has instituted a system of urban management that operates at a regional scale. A

map, indicating the seven regions of Johannesburg is included below.

Map: Johannesburg’s seven regions

Total Population

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The city of Johannesburg had a population of 3,225,307 in 2001 and 4,434,827 in 2011. This

implies a population growth rate of 37.5% between 2001 and 2011, while average population

growth for Metro Municipalities in South Africa over the same period was 21.4%. The population

of the City is currently projected to be 4,676,731 (see figure below) based on 3.1% growth rate

per annum since 2011. Population density in the city of Johannesburg (number of people per

km²) is 2 639.37 – which is relatively low compared to other cities such as Mumbai, Sao Paulo,

Lagos etc.

Figure: City of Johannesburg Population: 2001 -2013

Source: Constructed from Statistics South Africa Data, May 2013

The dependency ratio, which is a calculation of the total proportion of the population that is

either too young or too old to work, i.e. people younger than 20 and older than 64, is 37.2%.

This is below the average of 39.8% for Metro Municipalities in South Africa. The Sex Ratio

(Males per 100 females) is 100.7 implying that there are more males than females in City of

Johannesburg which is typical of a migrant City as more men come from various origins looking

for economic opportunities.

Age Distribution

The city’s population is predominantly young, concentrated in the working age group between

20 years and 39 years. This is also a migration phenomenon as people move from other parts

Estimate

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of the country; particularly the young that are seeking employment. There is a greater

propensity for people to migrate to the City of Johannesburg as it is considered an economic

hub – the first choice of destination by job seekers across the country and region.

Figure 2: City of Johannesburg Population Pyramid

4.8%

3.6%

3.1%

3.6%

5.6%

6.2%

5.0%

4.0%

3.2%

2.7%

2.3%

1.8%

1.3%

0.8%

0.6%

0.4%

0.3%

0.2%

0.0%2.0%4.0%6.0%8.0%

Female

4.9%

3.6%

3.1%

3.5%

5.7%

6.7%

5.7%

4.5%

3.4%

2.6%

2.1%

1.6%

1.1%

0.7%

0.5%

0.3%

0.2%

0.1%

0.0% 2.0% 4.0% 6.0% 8.0%

00 - 04

05 - 09

10 - 14

15 - 19

20 - 24

25 - 29

30 - 34

35 - 39

40 - 44

45 - 49

50 - 54

55 - 59

60 - 64

65 - 69

70 - 74

75 - 79

80 - 84

85+ Male

Source: Constructed from Statistics South Africa Data, May 2013

Household Dynamics

The city had a total number of households of 1,006,910 in 2001 and 1,434,856 in 2011 (an

increase of 42.5% between 2001 and 2011). Due to the household’s growth rate of

approximately 3.7%, the total households in Johannesburg are projected to be currently

1,487,946. The average households’ size is approximately 2.8 in 2011 down from 3 in 2001 and

there are an estimated 36.2% female headed households.

City’s Socioeconomic Development

Johannesburg is the economic powerhouse of South Africa and generates 17% of the country's

gross domestic product, mostly through the manufacturing, retail and service industry sectors.

With all the major banks and Africa's largest stock exchange (the Johannesburg Stock

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Exchange in Sandton) it is considered to be the seat of the financial sector in South Africa.

According to the global ranking of “Most Expensive Cities of the World” of 2013 (by Mercer, the

Swiss Bank UBS, the ECA International and the Intelligence Unit), City of Johannesburg is

ranked number 154 making it relatively least expensive out of a total of 209 cities surveyed. As

a result, it is a favourite destination for retailers from Sub-Saharan countries, particularly those

from South Africa's neighbours.

In Johannesburg the challenges of overcoming service and infrastructure backlogs, meeting

developmental goals and encouraging economic growth mean that new and creative

mechanisms are urgently required. As seen over the years, the city has experienced a rapid

growth in population from around 3 million in 2001 to an estimated 4.6 million today. Despite

notable progress in the City’s human development over the past ten years, high levels of

inequality are still a concern. This together with the high poverty rate (currently 24.7%) needs to

be tackled urgently through fast tracking transformation in the various development initiatives

undertaken by the City. While reduction of unemployment from 37% in 2001 is impressive,

unemployment is still very high at 25%. Of particular concern is youth unemployment which is

estimated at 32%. On the positive side, Johannesburg has seen good progress in education.

The proportion of the population with at least a matric has improved from 29% to 35% over the

ten year period and this is accompanied by a huge reduction of those with no schooling from

7.3% to 2.9%. There has been good progress towards achieving the Millennium Development

Goals (MDGs) in access to services, and the combined access to all four main services (water,

electricity, refuse collection and sanitation) is now 95%.

Income

The city’s income can be categorized as an upper-middle income economy in 2013. World Bank

defines upper-middle-income economies as those with average incomes of R39, 000 to R121,

000. Johannesburg’s GDP per capita at current prices is currently at R114, 000 (figures

converted as at 13 October 2013, courtesy of Panoramic Software, 2013). Johannesburg’s

category as an upper-middle income is recognition of economic achievements in the past

decade in which GDP per capita has almost doubled, while strides towards reducing poverty are

being made.

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Economic outlook

The city of Johannesburg has a friendly business environment and has been successful in

attracting investments. De-concentrating the economy has however remained a challenge. The

dominance of trade and finance in Johannesburg arises from the central location in South

Africa’s geography, amongst other factors. This advantage can be contrasted to the lower

concentration in agriculture and mining which is largely driven by the lack of natural resources.

Thus, Johannesburg needs to continue boosting manufacturing production, in terms of higher

value-added production as well as expansion into new emerging neighbouring markets. In the

last decade, Johannesburg economy was one of the country's fastest growing regions at an

average rate of 6% per year. The GDP growth rebounded from the negative 1.7% in 2008 and is

forecasted to continue growing at an average of 3-5% in the short to medium term.

For Johannesburg to sustain its growth and avoid the middle income trap, it needs to pay

attention to de-concentrating the economy while raising the productivity of not only

manufacturing, but also the already strong services sector. Higher levels of education and skills

as well as creativity, innovation, and competition are necessary. These would not only promote

higher growth but also inclusive growth, which will help reduce the persistent high income

inequality in Johannesburg.

Employment outlook

Johannesburg also continues to fight unemployment, which is one of the major problems facing

South Africa as a whole. Overall, unemployment in the city is around 25% based on a narrow

definition. If the expanded definition is taken into account, unemployment in the City rises to

approximately 40%. Youth unemployment is of particular concern and is estimated to be around

32% (official definition). The finance sector is the biggest employer in the City accounting for

26.6% of total employment, followed by the trade sector which employs 21.1% of the formal

sector workers. The agricultural sector employs the smallest share of the formal sector workers

with only 0.4% (Global Insight, 2013).

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Development indicators

Despite facing a number of economic challenges, Johannesburg has made great progress in

social and economic issues. As such, Johannesburg has been one of the great economic

development success stories, with sustained strong growth and impressive poverty reduction

over the past 10 years. Despite this, high levels of poverty are still a concern in the City, as

indicated by the latest statistics that 24.7% of people are still living below the poverty line. The

number of people living below the poverty line has gone down by 16.2% in the last decade.

The benefits of the city’s economic success have not been shared equally. Johannesburg has

had the highest level of inequality relative to other metros. The Gini coefficient, a measurement

of income inequality in Johannesburg is currently 0.63. This is however an improvement of 4%

over the last decade. What explains high inequality in Johannesburg? The city is regarded as

the economic engine of the country; it attracts people from different classes - people who have

high education levels, unskilled or uneducated persons seeking low income jobs, as well as

students who normally work part-time jobs for sustenance during their years of studying. Much

of the inequalities are inter-regional with Region F and Region A lagging behind other regions.

On the human development side, Johannesburg has done considerably well. Over the last

decade, the city experienced an 8.2% increase in the level of human development (currently

rated 0.74), and this can be attributed to improvements in living standards. This implies that as

people relocate to Johannesburg for better economic opportunities, they often start with low-

paying jobs and then develop themselves through education and skills development. Over time,

they will therefore experience higher levels of human development.

Towards the Millennium Development Goals (MDGs)

Johannesburg also continues to make progress towards meeting the Millennium Development

Goals (MDGs) and is likely to meet most of them on aggregate. To date, the number of

households with access to refuse collection increased by 4.5% since 2001 to 96.9%;

households that have access to piped water within at least a distance less than 200m from

dwelling is currently 96.7 % up from 91.2% in 2001; access to flush toilet facility increased by

4.8% since 2001; access to electricity for lighting is now 90.8% up from 85% in 2001 and the

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combined aaverage access to all 4 main basic services is currently standing at 95%. The

challenge in delivering basic services has been high population growth in the city as well as high

unemployment which has a negative impact on people’s ability to pay for services provided.

Johannesburg has also made some strides towards eradicating informal settlements. Overall,

there was a notable reduction in the proportion living in informal dwellings by 2% since 2001.

This has been accompanied by an increase of 4.5% over the ten year period in the households

living in house or brick/concrete block structure on a separate stand or yard. Rental

accommodation is also increasingly becoming important in the city with rented accommodation

having increased by 9.5% since 2001.

Towards Joburg 2040

The City now has a strategy that charts the overarching direction to achieving higher

socioeconomic development. The strategy hinges upon collaboration with all stakeholders in

Johannesburg. The following endeavours will, as embedded in the strategy, lead the city

towards a sustainably high quality of life.

The City will focus on driving a caring, responsive, efficient and progressive developmental

approach, to enable it to reach full potential as integrated and vibrant spaces.

The City envisages a future that presents significantly improved human and social

development realities, through a targeted focus on poverty reduction and food security

development initiatives that enable self-sustainability, improved health and life expectancy,

and real social inclusivity. By 2040, the City aims to achieve substantially enhanced quality

of life for all.

The City plans to lead in the establishment of sustainable and eco-efficient infrastructure

solutions (e.g. housing, transport, energy, water, waste, sanitation and information and

communications technology), to create a landscape that is liveable, environmentally

resilient, sustainable, and supportive of low carbon economy initiatives

The City will focus on supporting the creation of an even-more competitive, ‘smart’ and

resilient economy, when measured in relation to national, continent and global performance.

The City will promote economic growth and sustainability through the meaningful

mobilisation of all who work and live here, and through collaborating with others to build job-

intensive long-term growth and prosperity, from which all can benefit

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Overall satisfaction with service delivery

Satisfaction1 Survey undertaken

Subject

Matter of

survey

Survey method Survey

date

Sample

size

Survey

results

Comment

Overall satisfaction with

Municipalit

y

Quality of Life survey

using multi-stage

PPS sampling

approach

Aug –

Dec 2011

5826

respondent

s

6.32 The CoJ Quality of Life

(municipal satisfaction) of 6.32

was above the Gauteng City

Region (GCR) average of 6, 25.

GCR was in the midst of the

global economic crisis in 2009

but has weathered the storm

well, with overall (average) QoL

rising from 6.24 to 6.25

Municipal

Service

delivery

Representative

sample approach

whereby the sample

sizes are allotted to

each ward in

proportion to

population numbers

February

2013

5000

households

6.2 The household composite index

remained constant at 62 for

2011 and 2013. This reflects a

fairly high level of satisfaction

with overall service delivery

Satisfaction2 with:

Electricity Representative

sample approach

whereby the sample


each ward in

proportion to

population numbers

February

2013

5000

households

6.94 87.4% expressed satisfaction

with electricity. Overall, the

satisfaction levels regarding the

provision of electricity increased

from 6.61 in 2011 to 6.94 in

2013.

Refuse

collection

Representative

sample approach

whereby the sample


each ward in

proportion to

population numbers

February

2013

5000

households


with refuse collection. The

satisfaction levels for refuse

collection increased marginally

in 2011 to 7.70 and dropped to

6.95 in 2013. However

satisfaction is still very high

1 The service assessment model was designed to measure satisfaction ratings on a 10-point scale with 1 = extremely

low and 10 = extremely high.

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Neighbour

hood

roads

Representative

sample approach

whereby the sample


each ward in

proportion to

population numbers

February

2013

5000

households

6.46 82.1 % expressed satisfaction

with neighbourhood roads.

Results show a satisfaction

mean score of 6.46 for

neighbourhood roads in 2013 –

higher than the 2011 score of

5.93 in 2011. Satisfaction levels

increased across five of the CoJ

regions.

Sanitation

and waste

water

Representative

sample approach

whereby the sample


each ward in

proportion to

population numbers

February

2013

5000

households

6.92 89% expressed satisfaction with

sanitation. Satisfaction is very

high in 2013. Sanitation and

waste water received a mean

score of 6.92 in 2013 – slightly

down from 6.97 in 2011.

Stormwat

er

drainage

Representative

sample approach

whereby the sample


each ward in

proportion to

population numbers

February

2013

5000

households


with stormwater. The

satisfaction level for stormwater

is still very high. The satisfaction

increased marginally to 6.71 in

2013.

Street/pub

lic lights

Representative

sample approach

whereby the sample


each ward in

proportion to

population numbers

February

2013

5000

households


with streetlights. Satisfaction

with street lights received a

mean score of 6.18 in 2013 – up

from 5.93 in 2011.

Water

provision

Representative

sample approach

whereby the sample


each ward in

proportion to

population numbers

February

2013

5000

households


with water provision. Results

reflects that satisfaction with

water provision showed the

highest satisfaction level of all

basic service types measured

(7.45) in 2013 with a slight

decrease from 7.49 measured in

2011.

Communi

cation

efficiency

Representative

sample approach

whereby the sample


each ward in

proportion to

population numbers

February

2013

5000

households

6.70 Since 2007, CoJ communication

efficiency has shown an upward

trend remaining fairly constant

during the 2011 to 2013 period.

Billing

and

Representative

sample approach

February

2013

5000

households

7.10 Satisfaction with billing and

payment remained on a

20

payment whereby the sample


each ward in

proportion to

population numbers

relatively high level – above 70.

Efficiency of dealing with

incorrect accounts recorded a

substantial increase from a

score of 43 in 2011 to 65 in

2013.

Communit

y services

Representative

sample approach

whereby the sample


each ward in

proportion to

population numbers

February

2013

5000

households

6.40 Satisfaction levels with

community services remained

fairly constant around 64 for the

whole period.

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3. Governance and institutional framework

The City’s Governance Model separates the Legislature from the Executive and is used as a

mechanism for oversight and scrutiny at a municipal level. The establishment of Council as a

“Local Council”, performing the function of a legislative assembly, has been critical for the

successful implementation of this model, as the ultimate authority to hold the Executive and the

Administration to account.

The Legislature

The core mandate of the Legislative Arm of Council is focused on five themes:

Accountability, Oversight and Scrutiny;

Strengthen capacity of the Legislative Arm of Council;

Public Participation to safeguard local democratic processes;

Monitoring and Evaluation; and

Sound Financial Management.

Legislative functions also include the approval of by-laws, policies, budgets, the Integrated

Development Plan, tariffs, rates and service charges. Council further considers reports received

from the Executive Mayor, focuses on public participation related to Council matters through

discussions, stimulates debate in multi-party portfolio committees, and ensures community and

stakeholder participation as well as playing an oversight role on the Executive.

An Oversight and Scrutiny Framework guides committees in terms of the oversight role they

play within the Legislature. Councillors also visit sites in person where projects, especially

service delivery projects are implemented, to perform their oversight function.

Oversight reports are submitted to Council on a quarterly basis for further processing. Other

measures include the use of questions by individual Councillors to hold the Executive to

account, as well as motions to ensure debate on Council issues.

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Figure: The Structure of Council

The Speaker of Council

The Speaker, Councillor Constance (Conny) Bapela, is the Head of the Legislative Arm of

Council and plays a coordination and management role in relation to the Section 79 Standing

Committees. Other responsibilities of the Speaker, as legislated, include:

Presiding at meetings of the Council;

Performing the duties and exercising the powers delegated to the Speaker;

Ensuring that the Council meets at least quarterly;

Maintaining order during meetings;

Executive

Members of the Mayoral

Committee (MMCs)

Executive Mayor

Departments and entities

Leader of Executive Business

Speaker

Chairperson of Committees Chief Whip

Portfolio Committees 13

Standing Committees

Whips

Finance

Community Development

Economic Development

Dev Planning & Urban

Management

Housing

Health & Human Dev

Environment Infrastructure and Services

Transport

Public Safety

Corporate Services &

Administration

Rules Petitions and Public

Participation

Ethics Disciplinary

Municipal Public Accounts

Programming

13 Political Parties

GEYODI OCOL Governance

Legislative

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Ensuring compliance with the Code of Conduct by Councillors; and

Ensuring that Council meetings are conducted in accordance with the rules and orders

of the Council.

The Secretary to Council

The Secretary to Council is the administrative head of the Office of the Speaker and reports

functionally to the Speaker of Council and administratively to the City Manager. The Secretary

to Council is responsible for leading and coordinating all functions relating to the Office of the

Speaker, Office of the Chief Whip of Council, Office of the Chair of Chairpersons, Office of the

Opposition and Office of Minority Parties.

Chairpersons of Section 79 Portfolio Committees

Section 79 Portfolio Committees perform an oversight role by monitoring the delivery and

outputs of the Executive. These committees do not have any delegated decision-making

powers. Functions include:

Reviewing, monitoring and evaluating departmental policies;

Reviewing and monitoring of city plans and budgets;

Considering quarterly and annual departmental reports;

Examining the links between the strategy, plans and budgets of the City; and

Holding the political Executive accountable for performance against policies and City

priorities.

Table: Chairpersons of Section 79 Portfolio Committees

Committee Chairperson

Chair of Chairs Clr Solly Mogase

Rules Committee Clr Jeanette Putsoa

Ethics/Disciplinary Committee Clr Zodwa Nxumalo

Housing Committee Clr Jacqui Lekgetho

Petitions and Public Participation Committee Clr Lebohang Tshabalala

Corporate and Shared Services Committee Clr Cathy Seefort

Environment, Infrastructure and Services Committee Clr Ursula Lichaba

Finance Committee Clr Boyce Gcabashe

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Committee Chairperson

Transport Committee Clr Bafana Sithole

Economic Development Committee Clr Willie van der Schyf

Community Development Committee Clr Zerina Motala

Municipal Public Account Clr Sol Cowan

Heath and Social Development Committee Clr Gabriel Matlou

Public Safety Committee Clr Oupa Tolo

Development Planning Committee Clr Salphina Mulauzi

Governance Committee Clr Rosemary Thobejane-Ndoqo

Programming Committee Clr Conny Bapela

Gender, Youth and People with Disabilities Clr Francina Mashao

Oversight Committee on Legislature Clr Justice Ngalonkulu

The Standing Committees

Standing Committees have been established to deal with Council-related matters. These

committees have decision-making powers and are chaired by Councillors, with the exception of

the Audit Committee which is chaired by an independent person. This is in line with the

prescriptions of the Municipal Finance Management Act (MFMA)

The Chief Whip of Council

The Chief Whip, Councillor Prema Naidoo, plays a pivotal role in the overall system of

governance to sustain cohesiveness within the governing party and maintain relationships with

other political parties. The Chief Whip is required to:

Ensure proper representation of all political parties in the various committees;

Maintain sound relations with the various political parties represented in Council; and

Attend to disputes between political parties and build consensus.

The Executive

The Executive is made up of the Executive Mayor, Councillor Mpho Parks Tau, the Mayoral

Committee and the Leader of Executive Business.

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The Executive Mayor, assisted by the Members of the Mayoral Committee, heads the Executive

arm of the City. The Mayor presides at meetings of the executive committee, performs

ceremonial functions, and exercises the powers delegated to the Mayor by the municipal council

or the executive committee. The Executive Mayor is also accountable for the strategic direction

of the City.

Each Member of the Mayoral Committee, as listed in the table below, is responsible for a

specific portfolio and is directly accountable to the Executive Mayor.

Table: Members of the Mayoral Committee

Portfolio Member of the Mayoral Committee

The Executive Mayor (Governance) Clr Mpho Parks Tau

Community Development Clr Chris Vondo

Health and Social Development Clr Nonceba Molwele

Corporate and Shared Services Clr Mally Mokoena

Environment, Infrastructure and Services Clr Matshidiso Mfikoe

Housing Clr Dan Bovu

Development Planning Clr Ross Greeff

Finance Clr Geoffrey Makhubo

Public Safety Clr Sello Lemao

Economic Development Clr Ruby Mathang

Transport Clr Christine Walters

The Leader of Executive Business

Councillor Geoffrey Makhubo is the Leader of Executive Business and provides the interface

between the executive and the legislative branches of the City. The roles and responsibilities of

the Leader of Executive Business are to:

Represent the executive branch on of Council matters and serve as a link between the

executive branch and the legislative branch;

Ensure that the executive business is effectively delegated to Council, via the

Programming Committee;

Consult with the Speaker when the Speaker intends calling a special meeting of Council,

outside the scheduled Council meetings;

26

Consult with the Speaker for purposes of allocating time for discussion of matters of

public importance on the Council Agenda; and

Determine which matters are referred to the Speaker and thereafter to Section 79

Portfolio Committees and Council.

The clusters

The cluster approach adopted by the City in the previous financial year aims to coordinate the

City’s programmes around the four outcomes outlined in the Joburg 2040 Strategy. The

Clusters for Human and Social Development, Economic Growth, Sustainable Services and

Governance, are chaired by Members of the Mayoral Committee and provide political

leadership, guidance and oversight in the implementation of the City’s Priority Implementation

Plans.

The Clusters are configured as such:

Cluster Department and Entity

Sustainable services Environment and infrastructure services department

Joburg Water

City Power

PIKITUP

Housing department

JOSHCO

Economic growth Economic Development department

Johannesburg Property Company

Joburg Market

Transportation department

Johannesburg Roads Agency

Metrobus

Development Planning department

Johannesburg Development Agency

Human and social

development

Social development department

Community development department

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City Parks and Zoo

Joburg City Theatres

Health department

Public Safety

Governance Group Corporate and Shared Services

Office of the Speaker: Legislature

Office of the Mayor/City Manager

Group Finance

Institutional Review

The Institutional Review process of a municipality is guided by the Municipal Systems Act, the

Municipal Structures Act and well as the Municipal Finance Management Act. The frameworks

provided by these Acts clearly define the roles and responsibilities of the City Manager and how

to appoint and manage Section 57 employees.

The Institutional Review in the City of Johannesburg began in 2011 and primarily focused on the

development and operationalization of the high-level design of the City aligned to the Joburg

2040 Strategy. This initiated a restructuring process in some entities and departments. The final

phase focused on the organisational structures for levels 5 to 11.

Finally, amendments to the Municipal Systems Act that came into effect on 1 July 2012 have

prompted the City to end the Fixed Term Contract Employment regime on all levels except

Section 57 positions and some positions in Political Offices.

Employment Equity (EE)

The City has adopted the Statistics South Africa (StatsSA) targets for the Economically Active

Population (EAP) of Gauteng: 78% for Africans, 4% for Coloureds, 2% for Indians and 16% for

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Whites. The gender split target is 50:50 and the target for People with Disabilities (PWDs) is

2%. The City has developed an Employment Equity Plan for the period 2011 to 2016 which

includes these numerical targets.

Talent Management

Talent management has been identified as a key area of focus for the City. The draft Talent

Management Framework has been developed and will serve as a guide in the implementation of

talent management in the City. The implementation of talent management forms the basis of

succession planning and the City’s retention strategy.

Retention of Staff

The City utilises various mechanisms to retain employees such as flexible working hour

arrangements, access to training and development programmes, subsidised education

programmes, fair and transparent human resources policies and employee representation.

These mechanisms are described in the Training and Development Policy, Succession Planning

Framework, Employment Equity Policy, Disability Management Policy, Career Development

Policy and Flexitime Policy.

Recruitment and Filling of Critical Positions

The filling of any vacancies is preceded by an assessment process executed by the “Staffing

Vacancy Task Team”. The task team was established to manage and control the employee

numbers in response to the City’s requirement to reduce employee cost amid the City’s re-

organisation and the ex-Fixed Term Contract (ex-FTC) placement processes.

Furthermore the City has made R30 million available for the filling of strategic and critical

positions. For this purpose a high level Strategic Staffing Panel has been established to

evaluate the need and allocate the funds accordingly.

Structure of CoJ

29

The Administration

The City Manager

Mr Trevor Fowler is the City Manager appointed by the Council in terms of Section 82 of the

Municipal Structures Act, and is designated as the Accounting Officer and the Administrative

Head of the City. He is also the Chief Information Officer of the City and is responsible for the

management of the Promotion of Access to Information Act (PAIA) requirements.

The responsibilities of the City Manager include managing financial affairs and service delivery

in the municipality. The City Manager is assisted by the Chief Operations Officer and the various

30

Group Executive Directors and Group Heads as well as the Heads of the core city

Departments.

The Chief Operations Officer

The Chief Operations Officer, Mr Gerald Dumas, reports directly to the City Manager. The

primary role of the Chief Operations Officer is to ensure services are delivered to the customers

and residents of the City. This must be done in a customer centric, transformative, sustainable

and resilient manner so as to ensure improvement in the quality of life of the residents of the

City. The Chief Operations Officer (COO) manages all the operational, or core, departments of

the City through the City’s Delegations of Power. The COO is also responsible for the City’s

Engineering Centre of Excellence and is one of the Deputy Chief Information Officers (CIO).

The Chief Executive Officers and Managing Directors of the 11 Municipal Entities also form a

key part of the City’s management.

The Group functions

31

The role of the Group functions is to ensure alignment and consistency in the strategic approach

and implementation of the respective discipline across the entire CoJ group, both core

departments and municipal entities. However, this is done in a manner which provides the

required flexibility within the system to meet the specific needs of the municipal entities. The

CoJ Group functions are:

Group Strategy, Policy Coordination and Relations

Group Finance

Group Corporate and Shared Services

Group Communications and Tourism

Group Legal and Contracts

Group Governance

Group Risk Assurance Services

Group Audit

Citizen Relationship and Urban Management

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The Line functions

The role of the line functions in the City is to ensure that the operations of the City are executed.

The CoJ Line functions are:

Health

Social Development

Community Development

Public Safety (JMPD and EMS)

Housing

Transportation

Environment and Infrastructure Services


Development Planning

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4. Delivering on Joburg 2040 Strategy

GDS ROADMAP

The Roadmap in the Context of the GDS

The role of city strategies is to build continuity amidst uncertainty. While challenges emerge so to do

opportunities, however, to achieve sustainability cities must mediate the tensions between economic

growth, human development and natural resource security. Economic growth must be inclusive and not

generate jobless growth, able to absorb a range of skills levels and absorb migrants into the economy of

cities. Economic growth must be decoupled from natural resource use as cities move towards low

carbon economies. Human development-improving the health and well-being of people must not

impact negatively on the natural environment. These basic sustainability outcomes are the focus of most

city strategies. Working towards a sustainable growth path is in the interests of all cities, but the

sustainable outcomes; economic growth, human development and natural resource security create

tensions that have to be mediated. Cities must use available know how- building intergovernmental

partnerships, deepening participation in communities, legislation and regulation are needed to mediate

these tensions.

The City’s approved 2011 Joburg 2040 Growth and Development Strategy aims to respond to

unpredictability by setting a clear pathway towards implementation. But dealing with unpredictability,

change and continuity is not simply a technical process. Understanding change is also about a social

dialogue. Social dynamics are nuanced, quick changing and complex and can only be understood

through on-going and regular dialogue. Public dialogue, getting closer to communities builds intelligence

from the bottom up and is an important part of the city strategy process. Joburg 2040 has been an

important tool to begin this social dialogue - considering the things that matter most to citizens.

This GDS Roadmap responds to its time, keeping with the tradition of previous strategies developed in

the City. This is to say that we are keeping with the practice of updating and responding to rapid change

and shifts in the global, national and local contexts and building it into a long-term thinking model that is

incrementally shaped over time. The GDS has elevated the ‘concept’ of sustainability in the context of

jobless growth, natural resource scarcity and improving the quality of our citizens citizens and good

governance. The role of this roadmap is to deepen our understanding of multiple challenges facing the

city in particular the challenge for sustainable growth.

The role of this Joburg 2040 GDS Roadmap is to enhance the set of sustainability outcomes that give

meaning and implementation force to the vision contained, and to solidify and crystallize action around

the best approach to executing delivery on this strategy.

The purpose of the roadmap

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The GDS Roadmap is a management tool that illustrates the critical steps to guide the implementation of

the City’s Growth and Development Strategy. It allows for strategic choices to be made with a pre-

determined route in place. The Roadmap intends to make implementation of the GDS flexible and

scalable, reflecting the degree of urgency, complexity, innovation and sensitivity associated with long-

term policy measures expressed in the GDS.

It is important because it allows for two important aspects:

1. Allows for anticipation of challenges

a. Critical steps detailed in advance

2. Common understanding among staff

a. Regardless of level of involvement or development, everyone understands the intention of

the strategy

b. Identify and resolve difficulties before they become costly/unmanageable

The roadmapping process tends towards a cross-functional planning team to fully examine potential

competitive strategies and ways to implement those strategies as seen in the diagram below.

-

Objectives of the GDS Roadmap

To align decisions with national and provincial government, including an agreed methodology

for business case development and other assessment tools for infrastructure and other

investment

To find better solutions of achieving shared outcomes with delivery partners

To provide more efficient delivery of actions under the direct influence of the City of Joburg

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To facilitate investments occurring around current city transformation and other legacy projects

which accommodate growth and facilitate redevelopment

To provide a range of mechanisms to achieve urban re/development in line with the GDS

To allows decision making on new funding and investment tools to deliver the GDS

To develop new policies approaches anthat seek to use existing tools more efficiently,

particularly in the early years/ Term of Office period

To allow for better approaches to share information with delivery partners.

Towards achieving our Outcomes

To achieve these outcomes every decade will define the emphasis. Preparatory work and detailed

planning and implementation have already taken place since the launch of Joburg 2040 GDS. The

proposed GDS Roadmap Framework is indicated below:

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In decade 1 the 2040 process will be initiated. We begin by building on the solid foundation of previous

administration which created considerable political stability and oversight and ensured that the City was

managed effectively and maintained adequate levels of services. But in this decade the organisation

gears itself for thinking and conceptualising a very different role and function for itself. The first year

term of office will OPTIMISE ‘getting the basics right’ improving overall service delivery excellence and

working to improve budgeting for infrastructure planning and operations. The infrastructure network

would be improved and maintained ensuring high levels of service.

However the city will embark of key plans for transformation. This would involve defining a new role for

the city in terms of waste management away from management and processing toward business

recycling and growing its recycling economy. The city would conceptualise its role away from passive

distributor of electricity to active co-partner in generation and energy efficiency. Water resources will be

DECADE 1 10 Priorities Optimise service delivery 5 Fundamental Rights to the City Economic Transformation Restructuring the Apartheid City

DECADE 3 Sustainable City Resilience City Liveable City

DECADE 2 Established next generation of energy infrastructure Diversified and accessible economy Scale up innovation, mobility & integration

2040 Decade 1 Decade 2 Decade 3

fundamentals

10yr review 5yr IDP review

5yr IDP

GDS 5YR TRENDS & INDICATOR TRACK

2011

GDS OUTCOMES & OUTPUTS

2016 (IDP)

37

conserved making use of technology and behavioural change strategies to optimise the current water

management system. The city will develop plans and change existing business models moving the city

from the role of passive distributor and manager to active producer, co-manager and coordinator of

generation and conservation. This decade begins with planning for a new energy future and defining a

new energy mix for the city.

We will also lay the foundation for a smart city, using technology and systems to improve service

efficiencies and optimise management of scarce resources. This will entail and internal assessment of

the City’s current ‘smartness’ and develop simple innovation systems and technologies to improve

functioning and overall efficiencies of the institution. Smartness will not be defined only in terms of

technology, the city will embark on recruiting a ‘smart workforce’ building important strategic capacities

and strong work ethnic required to the transform the City.

We begin consolidating spatial plans for the city in 2040. The long term spatial plan will be developed in

an integrated manner. These plans will define the future of the city and articulate a precise, mechanistic

and actionable plan for transforming the Apartheid city into an integrated and spatially just city.

We will achieve financial sustainability- diversifying the revenue base, minimising funding gaps, building

considerable internal reserves. Redefining the city’s role regarding energy production and consumption

would be a central feature of achieving sustainability.

We will also carve a role in the education sector focusing on life long learning and support to schools

from Early Childhood Development through to university education and professional development.

Libraries are defined as key strategic assets for building a culture of social learning and supporting

school based curriculum’s. Related to workforce development the city will become an active enabler of

economic development by; linking skills with demand, building significant research intelligence and

growing networks between business, training colleges, academic institutions and civil society

organisations. The city will get closer to the second economy and support existing entrepreneurs in this

economy. The city will define its role in the green economy and support important creative economy

sectors.

The city will scale up infrastructure development during a decade of sound financial management. The

next generation of energy efficient infrastructure will be built and the city will make considerable

investment in ‘green infrastructure’. The green economy at this stage will be scaled up and the

workforce would be engaged and fully participative in this economy.

We will work continuously to build financial sustainability and create opportunities for financial

innovation further diversifying our revenue base and scaling up investments with positive returns. The

City’s financial position will allow greater investments in infrastructure for economic growth.

The city will scale up its transportation investments according to the Integrated Transport Plan,

introduce and develop new routes and make considerable investments in its multi-modal transport

system. More than half of the city will be integrated through a series a spatial reconfiguration projects

developed and conceptualised as part of the 2040 Spatial Plan.

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A well developed and productive workforce committed to public service and supported by a host of

higher education institutions that supply necessary skills to the demands of firms and employers. The

City will have workable and on going partnerships with chambers of business and key role players in the

economy. City-wide our society will be made up of a highly developed and productive workforce,

working closely with all partners; labour, academic institutions, colleges, schools to ensure that the best

talent is recruited and that everyone contributes to building a productive CoJ workforce.

After the first decade the city will show considerable progress towards transforming the Apartheid City

into an integrated and spatially just city with public space use to integrate communities across racial and

class lines.

At the end of three decades we realise and consolidate important work undertaken. This involves a

comprehensive assessment of progress against key targets and milestones. On-going progress tracking

will ensure that the city realises its targets. The long term goals will be achieved and the next phase of

long term strategy planning will commence. The goals of a more sustainable city would have been

achieved, fully integrated and function and the City will be financially resilient. Importantly we would

have made considerable progress in realising the 2040 Vision.

Providing Context to the City’s Roadmap and Prioritization (Alignment)

The City developed its long-term strategy, the Joburg 2040 GDS, with due consideration of other plans

and priorities identified within the South African context. These include, amongst others, the National

Planning Commission’s (NPC’s) National Development Plan (NDP) – launched in November 2011 and

revised in August 2012. The NDP sets out a vision for South Africa for 2030. The Gauteng Provincial

Government (GPG) has also embarked on a planning process relating to ‘Gauteng 2055’ – a vision for

2055 for the wider Gauteng City-Region (GCR). The Gauteng 2055 plan will be finalised in 2014, and will

build on a preliminary discussion document, published in May 2012.

In addition, the CoJ’s sister metropolitan municipalities, Ekurhuleni and Tshwane, have completed and

are currently undertaking long-term planning that focuses on 2055, with both of these long-term GDS

documents to be released shortly. It is useful to note that in each case, a logic has been proposed in

terms of the planning period (e.g. 2030, 2040 and 2055). Instead of being overly concerned about the

end dates of each plan, emphasis should be placed on issues of ‘idea alignment’ across the spheres of

government, alongside the need to acknowledge the specificities of each unique space.

The revised NDP launched in August 2012 draws on the insights of the Diagnostic and subsequent

engagement, identifying two overarching objectives for 2030: eliminating income poverty, and reducing

inequality. Six priorities are identified:

Uniting all South Africans around a common programme to achieve prosperity and equity;

Promoting active citizenry to strengthen development, democracy and accountability;

Bringing about faster economic growth, higher investment and greater labour absorption;

39

Focusing on key capabilities of people and the state;

Building a capable and developmental state; and

Encouraging strong leadership throughout society to work together to solve problems.

The figure below provides a graphic depiction of the NDP’s ‘cycle of development’ – depicting the key

considerations viewed as critical in taking South Africa towards a more inclusive, equitable and

prosperous 2030.

Figure xx: The NDP’s envisaged ‘cycle of development’

In addition to national planning processes underway, GPG has established some preliminary views on

the ‘strategic pathways’ to 2055 – depicting an acknowledgment of the status quo within the GCR, and

the envisaged future, within the context of four central ideals: equitable growth, social inclusivity and

cohesion, sustainable development and infrastructure, and good governance. These are depicted in the

figure below. The process for refinement and further planning in this respect is one in which all

municipalities, including the City, will be part.

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Figure 2: Overview of Gauteng 2055 Vision – in the context of the 2014 National Outcomes (source:

Draft Gauteng Vision 2055, 24 February 2014)

The above serve as inputs into the City’s prioritisation process, as it plans for the period ahead. In

addition to the above, a critical input when identifying priorities and commitments for Decade Three,

Decade One and the current Term of Office is the CoJ’s GDS itself. This has served as the foundation for

the cluster system, with the GDS paradigm, as reflected below, setting out the foundation of the City’s

thinking – and the alignment of priorities with an envisaged future Johannesburg that is liveable,

resilient and sustainable.

In addition to focusing on alignment with an array of plans, as outlined above, the the importance of

ensuring application of the outcomes approach, as defined by the Department of Performance

Monitoring and Evaluation (DPME) has been emphasised. The City has chosen to adopt the outcomes

approach (i.e. the methodology that involves the cascading impacts, outcomes, outputs, activities and

inputs, driving alignment in planning and M&E). The City’s thinking in respect of long-term and medium-

term priorities, and the identification of commitments associated with the current Term of Office, is

therefore aligned with this approach. As such, there is a need for all clusters to ensure rigour in

cascading outcomes, when identifying the Decade Three, Two and Decade One priorities, and the set of

commitments for the current period. The figure below provides an overview of the outcomes approach,

and the respective levels of delivery.

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Figure 3: The outcomes approach to planning, monitoring and evaluation

It is acknowledged by the City that focus during the development of the first IDP has largely been placed

on the current five-year Term of Office, and attempts to address the long-term perspective, and

ensuring alignment through each successive period of planning – down to the current term.

Linking the Roadmap to the Priorities

Priority setting as a process has to be done in stages to give consideration to the ‘building blocks’ that

will be used as long term implementation is realised. Priority setting, therefore, from a complex set of

interrelated groups of decisions, all aimed at identifying:

What are the areas/issues to focus on?

What are the needs and priorities of each particular service, outcome or condition?

What is the next investment/disinvestment decisions that should be made?

In order to prioritize, 4 principles come to mind:

1. Impact

2. Significance

3. Risk

4. Resources

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While the priorities span across a range of City activities, they provide a sense of focus and urgency. The priority

areas give a focus for direction of effort in the early years of implementation, but do not preclude planning and

investment in other areas; it will continue, provided it is in keeping with the Growth and Development Strategy.

They were identified through a rigorous process of assignment and allotment of resources, taking into account

the previous attempts at developing a Roadmap. This meant that a number of gaps became evident in the

choice of Priorities i.e. limited emphasis is placed on social issues and issues affecting quality of life. Emphasis

has now been placed on refining the direction for all priorities, in the context of the current financial year, and

the remaining periods leading to the end of the term of office.

Intentions of the City’s Priorities

1. Financial sustainability and resilience: The intention is to ensure that finances are at all times

sustained so that the city has the resilience to recover easily and immediately from unexpected,

unfavourable occurrences that may have a severe impact on the city's operations

2. Agriculture and food security: The aim is to address poverty and income inequality by focussing

on poor and vulnerable groups in society.

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3. Sustainable human settlements: The key objective is to address spatial inequality and create

the material conditions for economic growth with an emphasis on strengthening the inclusive

nature of entrepreneurial, middle, working class and marginalised economic activity.

4. SMME and entrepreneurial support: The goal is to address poverty and facilitating

interventions which will optimise the development of the entrepreneurial and middle classes.

5. Engaged active citizenry: The intention is to ensure that citizens of Johannesburg take an active

role in the communities and participate as involved members of society.

6. Resource sustainability: Economic growth is inter-related with the demand for water,

electricity, liquid fuel and mining. Managing limited natural resources as well as the

consequences of using these natural resources is important.

7. Smart city: Building a smart city will result in economic development and job creation, providing

a great place to live and work and using digital technologies for better connectivity and

improved service delivery.

8. Investment attraction, retention and expansion: The aim is to recruit investment into the city

and promoting Joburg as a world class business destination of choice.

9. Green economy: The goal is to create economic opportunities from more sustainable and green

services such as producing bio-ethanol, manufacturing sola geysers and provision of public

transport.

10. Safer cities: The intention is to create a safe and secure city that builds and empowers

communities.

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GDS Roadmap Annexure:

Decades 1-3 and Term of Office Deliverables

OUTCOME 1: IMPROVED QUALITY OF LIFE AND DEVELOPMENT-DRIVEN RESILIENCE FOR ALL

OUTPUT 1: Reduce poverty and dependency

OUTPUT 2: Food security that is both improved and safeguarded (PRIORITY)

OUTPUT 3: Increased literacy, skills and lifelong learning amongst all our citizens

OUTPUT 4: Substantially reduced HIV prevalence and non-communicable diseases – and a

society characterised by healthy living for all

OUTPUT 5: A safe and secure city (PRIORITY)

OUTPUT 6: A city characterised by social inclusivity and enhanced social cohesion

GDS Indicator

Baseline (2010)

Targets

2020 2030 2040

Human & Social Development

HDI 0,66 (medium) 0,70 – 0,79 (high) >0,8 (very high) >0,9 (very high)

Poverty rate 20,9% <15% <10% <5%

Gini-coefficient 0,62 <0,60 <0,50 <0,40

HIV/AIDS prevalence

HIV antenatal women

29,6

10%

5%

<5%

Food security

Severely inadequate

access

Inadequate access

Adequate access

4,7%

12,9%

82,4%

0%

<5%

>95%

0%

0%

100%

0%

0%

100%

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Public Safety Perception Index 56 70 >80 >80

Public Safety Index To be determined To be determined To be determined To be

determined

OUTCOME 1: IMPROVED QUALITY OF LIFE AND DEVELOPMENT-DRIVEN RESILIENCE FOR ALL

OUTPUT 1: Reduce poverty and dependency

DECADE 1 – OUTCOMES - BY 2020 • Create systems for citizens to address

their own development and self-

sustainability e.g. DSDM

• 100 % coverage and delivery of all basic

infrastructure

• Single window services – increase

registration rate & sustainable job

placements under exit strategy

• Integrated social support database (all

spheres of government)

• Proactive increased investment in

deprived wards/ areas in city

• Eliminate social, economic and cultural

barriers to integration

TERM OF OFFICE DELIVERABLES - BY 2016: • 200 000 beneficiaries receiving social support

(ESP) & 50% placed in sustainable jobs –

social support impact report

• Transformative and proactive ESP strategy for

long term with Outcomes aimed at reduced

dependency on City services

• Integrated human development approach

coordinated across all spheres of government

prioritization of resources and programmatic

effort,.

• Transform and uplift all areas identified as

falling within the most deprived 50 % of the

City

• DSDM implementation of key strategic

projects/ programmes

• Cooperatives empowered to provide goods

and services to the CoJ linked to DSDM

OUTPUT 2: Food security that is both improved and safeguarded

DECADE 1 – OUTCOMES - BY 2020

• Increased subsidies and improved distribution of

food support to vulnerable beneficiaries

• Eliminate child hunger linked to ECD approach

• Facilitate alternative markets e.g. bringing farmers

directly to sell to consumers – eliminate the

middlemen value chain

• Facilitate household food production & food

gardens (water harvesting/recycled water)

• Fully functional Agri-Resource Centres citywide,

with Agri-Apprenticeship programmes supporting

communities, schools, and micro-farmers at all

levels

• 80% compliance with minimum standards in retail

TERM OF OFFICE DELIVERABLES - BY 2016: • Food security implementation strategy with

impact of implementation

• Increased food security access for at least 20

% of the estimated food insecure individuals

in the most deprived wards – 50 901

individuals in 17 551 households

• Facilitate urban agriculture to support access

and affordability to food

• Rating, classification and regulation of all

food outlets

• Support and educate targeted households in

own food production

• Facilitate and mobilize NGO sector to be

active in food security and safety networks

• Agri-resource centres and processing hubs

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OUTPUT 3: Increased literacy, skills and lifelong learning amongst all our citizens

DECADE 1 – OUTCOMES - BY 2020 • Universal access for all children to registered

ECD facilities (Grade 0 & R)

• PAIL at all libraries with strategic emphasis

on learning and literacy

• Facilitate smart e-learning linked to academic

institutions at most vulnerable schools

(secondary)

• Facilitate greater access to e-learning

opportunities across all sectors

• Facilitate STEM related programmes at

vulnerable education institutions

• Achieve 100 % internet access in schools

• Promote and enhance City/business spend on

R&D with Outcomes linked to GDS

• Support research initiatives of local

universities

TERM OF OFFICE DELIVERABLES - BY 2016: • Implement skills development plan and

improve labour market access, especially youth

• Number of community members trained on

basic IT/information literacy through the

implementation of the eLearning strategy

• Number of people accessing eWorld through

implementing the eLearning Strategy

• Develop community communication portals

for information, jobs and career opportunitie

• PAIL at all public libraries

• Target e-learning at vulnerable schools

• Internet access at all vulnerable schools

• Maths/Science programmes at all vulnerable

schools

• Strategic utilisation of social infrastructure to

educate and develop community capacity

• Use catalytic projects to mobilise communities

and promote volunteerism

• R&D index – public sector spend per capita

(check international benchmarks i.e. 1% of CoJ

budget spend on relevant training and

education of staff)

OUTPUT 4: Substantially reduced HIV prevalence and non-communicable diseases – and a society

characterised by healthy living for all

DECADE 1 – OUTCOMES - BY 2020 • HIV prevalence rate (antenatal women) –

10%; Increase no of HIV positive people

(including children) on ART

• Eliminate mother-to-child transmission

of HIV

• No patients with MDR-TB

• Reduce infant & child mortality rate

through healthy lifestyles, nutrition and

food security

• Mass-education approaches to prevention

of HIV, Aids, TB

• Increase psychosocial support services

• 100% immunization coverage

• Integrated intergovernmental health

systems

• Free access to public fitness/activity

facilities

• Aggressively address alcohol and

TERM OF OFFICE DELIVERABLES - BY 2016: • Focus on PHC including health posts and teams

at ward level / contribute to Province’s Health

turn-around strategy (TAS) – prioritise – TAS

linked to 10-point plan; also includes quality

improvement plans

• HIV prevalence rate (antenatal women) – 20%

• No vector control hotspots

• Substance abuse & high risk lifestyle

programmes at all schools – stimulate

behavioural change

• 100% of clinics provide comprehensive PHC

package & ART

• COPC sites in all wards

• Healthy Lifestyles programme & Preventative

Health Impact Assessment linked to food

security initiatives

• Smart Health Strategy & Implementation Plan

• Establish CoJ Substance Abuse Treatment Centre

47

OUTPUT 5: A Safe and secure city


• Maintain and advance integrated command

centre and ensure multidisciplinary

approaches to crime prevention

• Community mobilisation and organisation re

community safety

• Work in partnership to address determinants

of crime i.e. youth unemployment, alcohol

abuse, drug abuse - Social cohesion strategy

linked to youth mobilization (addressing

youth unemployment)

• Strategic public/Private safety partnerships

• Reduced incidence of social crime

• Reduce sexual and physical violence against

men and women

• Extend substance abuse campaign and

combat the use the drugs, alcohol and

reckless behaviour

• Build community capacity to build safe

communities

• Maintain integrated and multidisciplinary

Safer cities approach

TERM OF OFFICE DELIVERABLES - BY 2016: • Roll out of the consolidated city safety

strategy and implementation plan, as a

multidiciplinary approach to city safety

• Establish an integrated command centre,

taking advantage of the City’s own

infrastructure

• Re-orientate crime prevention to take into

account urban design, policing and

community partnerships

• Implement a community based crime

prevention approach, inclusive of community

structures – with full roll out of the Joburg 10

Plus Programme to its logical conclusion.

• Support to youth and children in conflict with

the law (diversion programmes, secure care

centres, home-based supervision)

• Establish safe places/shelters for abused

women

• Modernize approaches to urban management

and its linkage to crime prevention (design out

crime)

• Secure and protected public space

environments after hours

• Build moderninzed and capacitated police

force

OUTPUT 6: A city characterised by social inclusivity and enhanced social cohesion


• Enhance nation building and citizen identity

through creating mechanisms for

acceptance and tolerance

• Establish roots for new social compact

between citizens and society through

DSDM and other linked activities

• Anti-xenophobia strategy realized outcomes

• Diversity awareness & tolerance created

and realized spatially through monuments,

museums, heritage, place names, special

days

• Promote citizen participation, involvement

& volunteerism

• Using sport, recreation, arts and culture to

enhance greater social cohesion

• Dialogue opportunities in deprived

communities

• Create value based system and advance

knowledge through building community

TERM OF OFFICE DELIVERABLES - BY 2016: • Number of sport, recreation, arts and culture

events/programmes to promote social cohesion

• Develop and create public spaces for social

cohesion linked to long-term spatial approach

• Upscale Anti xenophobia and citizenship

education, awareness and initiatives

• Develop and support emerging artists - Number

of artists developed and supported

• Number of communities supported in Film

Development/related value chain careers

• Number of arts programmes/projects offered

through partners

• Maintain ongoing social dialogue forums in

communities

• Develop volunteerism and active citizen

programmes

• Develop nation building and citizen identity

programmes

48

OUTCOME 2: PROVIDE A RESILIENT, LIVEABLE, SUSTAINABLE URBAN ENVIRONMENT – UNDERPINNED BY INFRASTRUCTURE SUPPORTIVE OF A LOW-CARBON ECONOMY OUTPUT 1: Sustainable and integrated delivery of water, sanitation, energy and waste

OUTPUT 2: Eco Mobility

OUTPUT 3: Sustainable Human Settlements (SPATIAL and HOUSING)

OUTPUT 4: Climate change resilience and environmental protection

GDS Indicator

Baseline (2010)

Targets

2020 2030 2040

Sustainable Services

Ecological footprint None – To be

established

Annual update of State

of Environment

To be determined

Annual update of

State of

Environment

To be determined


of Environment

To be determined

% share of clean energy

utilized in the city

None – To be

established


of Energy Report

% clean energy to be

determined

% coal and firewood

usage (HHs)

Annual update of

State of Energy

Report


determined

% coal and firewood

usage (HHs)


of Energy Report


determined

% coal and firewood

usage (HHs)

% unaccounted for

water

38% <20% International benchmark International

benchmark

% water reclaimed None To be determined To be determined To be determined

% waste to landfill as a

proportion of waste

generated

1 035 457 tonnes

waste to landfill

Reduce by more than

50%

Zero waste to landfill Zero waste to landfill

% of energy share

utilized from waste

None To be determined To be determined To be determined

Revenue from waste

generated

None To be determined To be determined To be determined

Urban Decay Index 41.57 (transitional) Fixed (– )or better Fixed (– )or better Fixed (– )or better

Modal shift from private

(car driver/ passenger)

to public (train, bus)

transport

57% private: 53%

public (ITP 2008)

40% private: 60% public 35% private : 65% public 30% private : 70%

public

49

OUTCOME 2: PROVIDE A RESILIENT, LIVEABLE, SUSTAINABLE URBAN ENVIRONMENT – UNDERPINNED BY INFRASTRUCTURE SUPPORTIVE OF A LOW-CARBON ECONOMY

OUTPUT 1: Sustainable and integrated delivery of water, sanitation, energy and waste (WASTE)


• Zero waste to landfills by:

• Increase waste recycling rate

• Maintaining separation at source

and reducing waste disposal

• Optimise Rand value generated

from waste aligned to job creation

and urban management practices

(link to DSDM)

• Enforce new waste management practices

• Continue to generate energy from waste

to landfill sites through increased

production

TERM OF OFFICE DELIVERABLES - BY 2016: • Achieve city-wide separation at source

(households, firms, business) – plastics; paper;

glass; organics; metals

• Education and awareness programmes targeted to

stimulate behavioral change

• Regulate Waste pickers system linked to informal

economy and DSDM approaches

• Redevelop operating model and SLAs with

paper/glass recyclers and create a new revenue

source operational from these waste streams

• Operationalise energy from waste at 2 landfill

sites and report on % energy generated

• Establish and implement new waste by-laws

• Implement and reduce new fleet and technological

requirements

• A reduction in waste to landfill by 70%

OUTPUT 1: Sustainable and integrated delivery of water, sanitation, energy and waste (WATER)

DECADE 1 – OUTCOMES -BY 2020 • 100% access to water

• Blue drop status maintained

• Optimal utilization of acid mine water

• Reduce universal free access to water

• 50% new developments to be water harvesting

compliant

• Reduce unaccounted for water to below 15%

• Enhance the scope for water recycling

• Demand side management balanced with

secure water supply

TERM OF OFFICE DELIVERABLES - BY 2016 • 100 % access to water at household level

• The reduction of unaccounted for water

to less than 25% requires refurbishment

of infrastructure and introduction of

smart metering

• Maintain the blue drop status

• Utilization of acid mine drainage as an

alternative potable source of water – in

conjunction with IGR partners

• Regional integrated water management

with MOUs to be established and

operationalized

• Initiate new approaches to water security

e.g. 25% new developments to be water

harvesting compliant requires by-law

revisions etc.

• Stimulate behavioural change and

awareness through creating a culture of a

water-wise and water efficient society

50

OUTPUT 1: Sustainable and integrated delivery of water, sanitation, energy and waste (SANITATION)

DECADE 1 – OUTCOMES • Maintain green drop status

• 50% of new developments to make provisions

for grey water usage

• Increase access to sanitation in households

100%

• Increase water recycling to above 20%

• Bucket system eradicated

TERM OF OFFICE DELIVERABLES 2016 • Eradicate bucket system completely

• Maintain/improve green drop status

• Increasing access to sanitation in

households to above 90%

• Increasing water recycling to 10%

• Consider innovative approach/provisions

for grey water use/re-use/reticulation

OUTPUT 1: Sustainable and integrated delivery of water, sanitation, energy and waste (ENERGY)

DECADE 1 – OUTCOMES • 10 % mix of renewables - Growing diversity in

the mix of energy services

• Introduction of smart approaches to energy

systems

• Optimize the production of natural gas

• Electricity pricing and access decisions made in

favour of the poor

• Demand Side Management to yield benefits in

terms of energy security and minimal losses

• Create a greater role for local green

manufacturing

• Link to green economy:

• Established solar panel and components

industry

• Functional bio-mass plant

• Solar farms on mine dumps

• Functional bio-fuel plant

TERM OF OFFICE DELIVERABLES 2016 • % energy mix - Renewables – solar

systems/gas

• % Energy generated from from waste

• Smart, energy efficient metering/public

lighting/solar traffic signals

• 100 % access to energy

• Coordinated planning and investment linked to

broader housing/spatial plans

• Progress to energy-wise solutions through

innovative consumer education practices

• Solar water geysers in all poor households

OUTPUT 2: Eco-mobility

DECADE 1 – OUTCOMES • Modal split: 60% private/40% public

• Link land use to support shorter trips and sustainable

transportation choices

• Manage the road network efficiently to improve safety

and support a gradual reduction in car dependence.

Make it easier to drive less. Accelerate the shift to low-

carbon vehicles

• Regional transport authority established

• Re-fleeting of City’s fleet with green buses

• Upgrading of public spaces along rivers for walking,

cycling and other recreational activities

• Regional transport network(regional integrated BRT

system)- high speed passenger rail connected to major

TERM OF OFFICE DELIVERABLES 2016

• Continue rollout and operational

sustainability of BRT 1C

• Implement non-motorised transport plans

in four suburbs

• Implement complete streets approach in

suburbs

• Good quality road infrastructure across the

city (% improvement)

• Introduction of programmes to promote

behavioural change towards road safety and

public transport usage

51

OUTPUT 3: Sustainable Human Settlements (Spatial)

DECADE 1 – OUTCOMES • A series of catalytic spatial

transformation projects that is

changing the face of the city

• A 2040 spatial with clear investment

targets

• Fully capacitated integrated and

coordinated intergovernmental spatial

approach in place

• Integrated state investment into the

property market

• Ensure linkage with IUDF and targets

• Established City Spatial Development

Finance Fund

• Ongoing development along corridors

– ensure that patterns of growth and

managed sufficiently

• Strategic approach to residential

densification in place

TERM OF OFFICE DELIVERABLES 2016

• Consolidated Zoning Scheme - tools and policies

in support of spatially integrated

growth/investment in place such as the

• Land assembly for priority corridors

• Priority corridors implemented including:

Portland Perth/Empire and Louis

Botha/Alexandra corridors.

• Regional investment opportunities linked to

economic strategy

• Public housing areas at desired densities

• Emphasis on spatial integration to facilitate

economic development and increase GVA and the

construction and operations of BRT

• Sustainable Human Settlements Urbanisation Plan

– alternative rental stock.

• Inner City – public transport, affordable housing,

informal trade

• Deprivation alleviation – off grid energy solutions

OUTPUT 3: Sustainable Human Settlements (Housing)

DECADE 1 – OUTCOMES • Eliminate informal settlements

• Recognize and give regional funding priority

to transportation facilities, infrastructure, and

services that

• explicitly advance the development of housing

in designated regional growth centers.

• % increase in rental stock

• % increase in high rise/multi story public

housing

• % increase in student/temporary

accommodation

• Inclusion of penalty and exit clauses in

contractual agreements for poor workmanship

by contractors

• Number of formalised settlements with access

to above minimum service levels (% of total)

• People’s Housing Process (PHP) as acceptable

mode of SHS delivery in appropriately

identified areas.

TERM OF OFFICE DELIVERABLES 2016 • Implement Housing Accreditation Plan

• Acquire, manage and develop identified land

parcels for high rise public housing

developments --

• Formalization (legalization) of all well located

settlements

• Sustainable Human Settlements Urbanisation

Plan (SHSUP) in place

• Penalty and exit clauses in contractual

agreements for poor workmanship

• Support households to access debt finance to

buy houses (including as rental stock)

• Activating greater renatla market intervention

• % increase in rental stock

• % increase in high rise/multi story public

housing

• % increase in student/temporary

accommodation

• % implementation of “Better Buildings” Plan

• % of formalized settlements with access to

above minimum service levels

• Backyard shack enablement programme

(legalizing to help in the densification process)

• Land assembly for priority corridors

52

OUTPUT 4: Climate change resilience and environmental protection

DECADE 1 – OUTCOMES • Strong enforcement of environmental

standards

• 50% of all citywide buildings to be

retrofitted

• Effective disaster preparedness systems in

place

• Green economy practices to be entrenched

• Maintain biodiversity and ecological

protection areas

• Build a network for Independent Renewable

Energy Producers and look to future

generation

• Build intelligent infrastructure by investing

in net metering systems

• Retain, conserve, expand and protect

environmental assets including greening

• Conserve and preserve sensitive habitats and

biodiversity

• Improve water quality and integrity of

watercourses, wetlands

TERM OF OFFICE DELIVERABLES 2016 • Establish “green scorpions” to enforce

environmental standards

• 10 % reduction in greenhouse gas emissions

• Number of rivers and streams protected and

rehabilitated

• All new buildings to be energy efficient

• Adaptation solutions i.e. municipal buildings

to be retrofitted (%) and green economy

practices through green manufacturing ion

place

• Promote a network of open spaces and water

courses

• Environmental education and awareness of

environmental risks to stimulayte behavioural

change

• Proactive early warning system to improve

capacity to identify vulnerable settlements/

communities in place

53

GDS Indicator

Baseline (2010)

Targets

2020 2030 2040

Human & Social Development

GVA growth rates 2,69% 50% above

national

average

50% above

national

average

50% above

national

average

Unemployment 23,1% <15% <10% <10%

GDP : Jobs None Narrow the

gap

1:1 1:1

Gini-coefficient 0,62 <0,60 <0,50 <0,40

City Competitiveness

Rankings

None To be

determined

To be

determined

To be

determined

Entrepreneurship growth

(formal and informal)

None To be

determined

To be

determined

To be

determined

OUTCOME 3: AN INCLUSIVE, JOB-INTENSIVE, RESILIENT AND COMPETITIVE ECONOMY THAT HARNESSES THE POTENTIAL OF CITIZENS

OUTPUT 1: Job intensive economic growth

OUTPUT 2: Promotion and support to small business (PRIORITY)

OUTPUT 3: Increased competitiveness of the economy

OUTPUT 4: A smart city of Johannesburg, that is able to deliver quality services (PRIORITY)

54

OUTCOME 3: AN INCLUSIVE, JOB-INTENSIVE, RESILIENT AND COMPETITIVE ECONOMY THAT HARNESSES THE POTENTIAL OF CITIZENS

OUTPUT 1: Job intensive economic growth


• Unemployment < 15 % (linked to NDP

targets) minimum 400 000 jobs

• Facilitate the creation of new industries to

create jobs

• Bridge skills gap through partnerships with

institutions of higher learning

• Support employment creation through public

investment in infrastructure with linkage to

DSDM

• Promote labour absorption practices to

stimulate growth

• Strategic procurement of public services from

organisations in entrepreneurial economy

• City-wide internship programme

• Continually promote an active tourism market

• Youth Employment Programme – subsidise

and incentivize the hiring of younger workers

TERM OF OFFICE DELIVERABLES - BY 2016: • Number of sustainable jobs created

• % reduction in unemployment (currently

600 000 people unemployed in Joburg)

• CoJ Public Works programme focusing on

infrastructure including DSDM approach

• City-wide internship programme

• % Strategic procurement from

organisations in social economy

• Create new employment opportunities in

tourism sector

• Facilitate small business development to

create jobs

• Youth Employment Programme with

implementation (impact on job’s created)

• Business and specialised services tourism

programme

• Support job creation opportunities in waste

recycling, retro-fitting, agri-businesses

OUTPUT 2: Promotion and support to small business

DECADE 1 – OUTCOMES - BY 2020 • Incentivize innovation and new practice

by creating an enabling environment for

new entrepreneurs

• Partnership arrangements to benefit small

and start-up enterprises

• Regulate competition amongst small

business

• Create and support flourishing economic

activities through linear markets, bazaars

etc as a function of spatial-economic

planning

• Small business training programmes

contributing to high-end growth

• Cooperatives and partnership support

programme for skills development

• Strategic procurement to support

emerging and small business entrenched

TERM OF OFFICE DELIVERABLES - BY 2016: • Provide incentives and support for small

business – number of greenfield small

businesses/startups created

• Maintain economic infrastructure supportive of

small business

• Small business training centre and support

linked to green economy objectives

• SMME Procurement Policy implemented that

actively utilises City procurement and leverages

city spend to:

• SMME funding and financial support

• SMME business support in marginalised

areas

• SMME and informal trader education

and skills development

• Improved public-private and public-public

collaboration in the Johannesburg small

business support environment

• Leverage CoJ procurement to support emerging

businesses, BBBEE, women, youth, etc

• Mentorship programme to facilitate support and

development of entrepreneurs

• Nr of SMMEs contributing to GVA growth in

55

OUTPUT 3: Increased competitiveness of the economy

DECADE 1 – OUTCOMES - BY 2020: • Technologically ready to compete with

relevant skills and innovative practices

• An attractive environment for skilled and

educated labour

• Supportive infrastructure for financial and

business services employment

• Lowered costs of infrastructure and cost of

doing business through spatial-economic

linkages

• Domestic market capitalisation

• Attracting FDI: Number of greenfield

projects and bonds maturing

• Attracting FDI: Capital investment linked

ton improvement in the purchasing power

of residents

• Strategic FDI attraction determined by

International relations strategy

(metro/provincial)

• Integrated regional tourism services

TERM OF OFFICE DELIVERABLES - BY 2016: • Establish packages for investment for long term

competiveness (greenfield / capital investment)

• Technological fundamentals and economic

infrastructure in place i.e. % broadband

implementation

• Attractor of talent and skills and advanced

learner ships for the youth number of

learnerships yielding outputs

• Reduce risk climate by exploring global

scenarios for opportune economic growth

• CoJ Trade and Investment Week linked to

outcomes bearing greater investment incentives

– number of new investment projects

• Rand-value trade deals secured through in-

bound/out-bound missions to Africa, BRICs

cities, Northern Cities

OUTPUT 4: A smart city of Johannesburg, that is able to deliver quality services


• Become technologically competent through the

rollout of supportive smart infrastructure

• Build on three key Smart areas of focus

• E-learning

• Smart Safety

• Smart Services

• Become a Smart institution to enhance

efficiency and productivity

• Centralized, coordinated platforms and smart

grids improve insight and decision making

• Access to quality information and ICT

• Enhance capacity, ability and competency to

embrace Smart approaches

• Sustain 100 % coverage of broadband

throughout the City

• Use the cloud, shared services, and wi-

fi to enable:

• Teleworking, Smarter education, E-

health, Connection

• with remote communities

TERM OF OFFICE DELIVERABLES - BY 2016: • Approved Smart City Strategy and

Implementation plan - % of plan

implemented

• Province-wide data centre - an

integrated ICT platform to support

smart practices and technologies

• Links Smart City Strategy to broader

sectors of service delivery, education,

safety and broadband

• Pilot smarter classroom technology to

kickstart learning approaches

• Engage with citizens using apps and

social media – empowering them to

improve the system

• 90 % Broadband coverage operating at

scale

• Smart services strategy – relating to

billing, health, transport, water,

electricity and other services in place

56

GDS Indicator

Baseline (2010)

Targets

2020 2030 2040

Governance

Participation Index None To be determined To be determined To be determined

Customer

Satisfaction Index

65 70 >70 >80

Quality of Life None To be determined To be determined To be determined

Transparency Index 81,2 Ranking : 3

Compliance: 90%

Nr of corruption

cases

Ranking: 2

Compliance: >90%

Nr of corruption

cases

Ranking: 1

Compliance: >95%

Zero corruption

Current ratio 0,8 1 1 1

Debt : Revenue 46,6% 45% 45% 45%

Remuneration :

Expenditure

35,2% 30% 30% 30%

Maintenance :

Expenditure

2,7% 7% 10% 10%

Interest :

Expenditure

5,7% 7% 7% 7%

Net Operating

Margin

8,0% 15% 15% 15%

Capex: Total

Operating

Expenditure

12% 20% 20% 20%

Cash Cover 10,7 days 30 days 45 days 60 days

OUTCOME 4: A HIGH-PERFORMING METROPOLITAN GOVERNMENT THAT PROACTIVELY CONTRIBUTES TO AND BUILDS A SUSTAINABLE, SOCIALLY INCLUSIVE, LOCALLY INTEGRATED AND GLOBALLY COMPETITIVE GAUTENG CITY REGION (GCR)

OUTPUT 1: An active and effective citizen focused GCR

OUTPUT 2: A responsive, accountable, efficient and productive metropolitan government

OUTPUT 3: A Financially and administratively sustainable and resilient city (PRIORITY)

OUTPUT 4: Meaningful citizen participation and empowerment (PRIORITY)

OUTPUT 5: Guaranteed customer and citizen care and service

57

OUTCOME 4: A HIGH-PERFORMING METROPOLITAN GOVERNMENT THAT PROACTIVELY CONTRIBUTES TO AND BUILDS A SUSTAINABLE, SOCIALLY INCLUSIVE, LOCALLY INTEGRATED AND

GLOBALLY COMPETITIVE GAUTENG CITY REGION (GCR) OUTPUT 1: An active and effective citizen focused GCR

DECADE 1 – OUTCOMES - BY 2020 • CoJ contributing to regional governance

governance model

• Continue to drive implementation of NDP

and Gauteng 2055 with alignment of

Metropolitan and Provincial plans

• Strengthen intergovernmental cooperation

• Strategic coordination and shifting scale of

planning and delivery beyond local and

provincial boundaries

• Ensure that there is a coherent set of powers

for metro governance i.ee control over built

environment, housing etc

• Build a shared vision for the GCR

• Provincial and metropolitan international

relations objectives aligned

TERM OF OFFICE DELIVERABLES - BY 2016: • Active participation in the development of the

NDP, Gauteng 2055 and Implementation Plan

• Alignment of Metropolitan, Regional and

National Plans reflected in City of Joburg IDP

• Establish cross border forums on critical issues

such as transportation, social support, social

cohesion, commercial institutionalisation, etc

• Approved and implementable

Intergovernmental Relations Strategy for the

City of Joburg

• Participate in regional social cohesion activities

and promote Joburg in the context of the region

through strategic events

OUTPUT 2: A responsive, accountable, efficient and productive metropolitan government


• Effective capacitation and response of front

line service functions (waste, revenue etc)

• Set up local government public prosecutor

(independent)

• Establish Joburg Ombudsman for public

management

• Creating inspiring working environment –

multi-skilled workforce

• Recruiting and growing leadership that live

the core values of the City

• Empowering employees to develop and use

their talents

• Use of assessment tools in recruitment

• Resilient workforce responsive to the needs

of the community

• e-Government and virtual offices

• Strategy-led governance practices and

funding

TERM OF OFFICE DELIVERABLES - BY 2016: • Capacitated front line services able to

engage with customers proactively

• Enhanced Administrative accountability

through institutional structures

• Oprationalise Joburg Ombusdman

• Workforce skills and productivity audit

report

• Develop customized CoJ Productivity Index

• e-Government implementation and

utilisation approach linked to smart city

• Facility rationalisation, green facilities and

board rooms supporting city administration

• Institute strategy-led governance

mechanisms and budgeting (J2040, IDP,

SDBIP) systems

• Performance monitoring and evaluation

system with impact reporting enabling

decision making

58


• 96% bill collection rate to maximise City

revenue

• Disciplined expenditure management –

efficient management of resources

• Data verified and streamlined - high levels of

confidence in the City by private sector

partners and citizens, through accurate billing

and reliable ratios

• Number of PPPs supporting funding streams

and capital implementation

• Clean audit year on year

• Internationally competitive credit rating

• Achieve international benchmark for

operations and capital expenditure benchmark

• Improve cash reserves according to

Presidency requirements

• Stakeholder confidence in city finances and

financial situation – maintain competitive

edge

• Moderate municipal debt levels

• Smart procurement systems linked to revised

economic approach

TERM OF OFFICE DELIVERABLES - BY 2016: • Financial situation stabilised and

turned around – effective billing and

revenue systems in place

• Complete eradication of the billing

problem and 96 % collection by the

City to maximize revenue

• Clean audits for remainder of term

• Improved credit rating

• Accurate data and biling information

sustained

• Number of PPPs to support capital

implementation and revenue sources

• Improvement in customer/ stakeholder

satisfaction index (close to 70%)

• Long-term capital investment executed

according to plan

OUTPUT 4: Meaningful citizen participation and empowerment


• Community Based Planning based on

participatory governance entrenched

• Community based model for urban management

established and making impact i.e. DSDM

• Metropolitan government contributing to a

transformed and capable state (link to GCR

Output)

• New social compact between government and

citizens in place

• Utilising new media and new communication

techniques to enhance participative practices

• Informed citizenry who know, accept and

exercise their rights and responsibilities –

stimulated through education, awareness and

behavioral change

TERM OF OFFICE DELIVERABLES - BY 2016: • DSDM model implemented and

customized for future action

• Community based planning,

budgeting and oversight as part of

CBP

• Communication strategy yielding

outputs with correct focus on city

achievements and progress - Impact

report on the utilisation of new media

and e-participation techniques

• Strengthening public participation and

access to government information

• Strengthen ward committees and

support to ward councillors

• Cross-cutting approach to stimulate

behavioual change across all

outcomes of the GDS

59

5.

6.

7.

OUTPUT 3: A Financially and administratively sustainable and resilient city

OUTPUT 5: Guaranteed customer and citizen care and service


• Creating customer-centric culture within the

institution by building relevant institutional

structures

• Make e-services the back bone of service

delivery – ensure back room capacity

• Values and customer charter the norm for

engaging with customers

• De-centralise revenue and customer care

services to streamlined, effective and productive

regional centres

• Create one centre for business clients

TERM OF OFFICE DELIVERABLES - BY 2016: • Focus should be on immediate to short

term with targets aimed at quick wins

with lasting solutions

• Customer-centric satisfaction index

with impacts and outputs

• e-Government implementation and

utilization linked to Smart City and

Broadband

• Capacitated and capable call centre able

to resolve and route queries correctly

• Globally competitive customer

satisfaction index

• Customer charter implementation

across all Regions

60

8. Spatial Development Framework

The City’s Spatial Development Framework (SDF)3, through its development strategies and

policy guidelines, continues to restructure the historically fragmented urban form of the City.

The SDF is tasked with integrating processes and agendas into a single, coherent spatial plan

with associated strategies. The most significant influencing factor on the SDF is the Joburg

2040 Growth and Development Strategy (GDS) of the City.

The table below outlines the key development principles of the SDF and the anticipated

outcomes as well as critical implementation interventions.

Table: Desired outcomes through the application of SDF principles

Principles Outcomes Key to implementation

Sustainability Responsible use of the City’s natural and heritage resources (water, open spaces, ridges, rivers etc.);

A sustainable rates base and financial model;

Safe and secure urban environments promoted through safety and design principles;

Affordable energy supply and consumption patterns;

Low emissions and pollution levels;

Promotion of food security within the city and province;

Protection and conservation of the City’s cultural heritage; and

Sustainable economic growth and job creation.

Demand management and resource protection;

Protection and management of environmental systems;

Quality of infrastructure and service delivery (engineering and social) – the role technology can play in future delivery modes and management; and

Sustainable human settlements – affordable, sustainable, housing solutions.

Efficiency An efficient and robust urban form and structure that facilitates:

Appropriate and functional service delivery;

Affordability of business and living costs;

Managed growth within the constraints of future plans relating to infrastructure provision; and

A connected and effective movement system (in terms of time and cost).

High-density, compact, mixed-use urban systems;

An efficient and affordable public transportation system;

Pedestrian friendly cities and neighbourhoods; and

Quality of infrastructure and service delivery.

Accessibility Facilitating physical access to opportunities for all communities and citizens;

An economy that caters for a full spectrum of skills and experience for job seekers;

Diversity of opportunities, e.g. economic,

Efficient and affordable public transportation system;

Pedestrian friendly cities and neighbourhoods; and

Avoid large enclaves of poverty

3 Full document and Annexures available via:

http://www.joburg.org.za/index.php?option=com_content&view=article&id=5941

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social and institutional, afforded by the City;

All modes of transport supporting good access to opportunities; and

A range of housing typologies and tenure models that allow residents to live with dignity and quality of life.

Economic growth.

Map: CoJ Consolidated Spatial Development Framework

SDF review

A revision of the SDF is currently underway to address the following developmental issues,

which include:

• Significant and underestimated population and household growth;

• Changing landscape due to changes in infrastructure and property markets;

• Rapid urbanisation and the need for sustainable accommodation;

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• Natural resource scarcity and the multi-dimensional impacts of climate change;

• New or revised policy, legislation and planning tools; and

• The need to address gaps relating to guidelines and proposals relating to job creation

and effective City transformation; whilst acknowledging and incorporating informality

amongst other challenges.

The key themes and directives associated with the SDF remain Strategic Densification and

compaction of the urban form, maintaining the Urban Development Boundary, an emphasis on

public transport as a key lever towards spatial transformation and inclusive access to the City.

The SDF has a series of components to support and guide development, including:

Seven fundamental Development Strategies to accelerate the delivery of developments

that support a desired urban form and support medium- to long-term objectives include;

o Supporting an Efficient Movement System;

o Ensuring Strong Viable Nodes;

o Supporting Sustainable Environmental Management;

o Initiating and Implementing Corridor Development;

o Managing Urban Growth and Delineating an Urban Development Boundary;

o Increased Densification of Strategic Locations; and

o Facilitating Sustainable Housing Environments in Appropriate Locations.

A Growth Management Strategy (GMS) and priority areas;

Regional Spatial Development Frameworks (RSDFs) and associated urban development

frameworks and precinct plans;

A Capital Investment Framework (CIF) that determines priority capital; and

Supporting annexures and assessment tools including Nodal Assessments and Profiles,

and the Sustainable Human Settlement Development Indices assessment tool to

evaluate the sustainability of development proposals and applications.

Reflections on the inherent strengths and weaknesses of the document and identifying existing

gaps will be a critical part of the review to effectively incorporate and align the tenets of the

Joburg 2040 Strategy. There is also a realisation that the City will need to undertake an

extensive public participation outreach process of the draft document in 2014/15.

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Whilst the SDF fundamentals are unlikely to change substantively in the review, the detail of

future public transport routes and supportive land use guidelines and design codes to support

these themes may well change from current depictions.

New policy and legislation have been noted as one of the developmental issues influencing the

SDF review. Chapter 4 Sec 12 (6) of the Spatial Planning and Land Use Management Act

(SPLUMA), 16 of 2013 notes that: “(municipal) spatial development frameworks must outline

specific arrangements for prioritising, mobilising, sequencing and implementing public and

private infrastructural and land development investment in the priority spatial structuring areas

identified in the spatial development frameworks”.

It is for this reason that a key amendment in this review will be in relation to the demarcation of

the Growth Management Strategy Priority Areas that have guided the City’s capital investment

and developmental priorities since 2008. To avoid confusion with the similarly named Growth

and Development Strategy, the SDF will, in future, refer to Capital Investment Priority Areas

(CIPAS) to reflect these priorities.

The primary objectives of the CIPAs are premised on:

• Spatial locations best placed to deliver the outcomes of the City’s GDS 2040 Vision

• Defining investment profiles for each CIPA indicative of localised development objectives

and targets in relation to the Economy, Housing, Transportation, Social Amenities,

Social Inclusion, Resource Efficiency and Revenue.

• Prioritising City capital funding in CIPA locations via projects and programmes and

developing responsive, developer and investor-friendly land use and financial policies to

ensure that the overall developmental vision and specific targets are not constrained by

infrastructure deficits or planning policy.

It is important to note that the spatial extent of these CIPAs will also undergo a revision given

the more recent consideration of the future alignment of the Rea Vaya Bus Rapid Transit

system and an increased emphasis on facilitating economic growth within emerging and future

development corridors.

Sustainable Human Settlements Urbanisation Plan

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The unprecedented scale and speed of rapid urbanisation has a profound impact on our planets

resources and living conditions within human settlements. The City’s Sustainable Human

Settlements Urbanisation Plan (SHSUP) has acknowledged that a response to rapid

urbanisation needs to consider the provision of sustainable accommodation. In the forthcoming

review, an increased emphasis will be placed on targets and approaches to meet

accommodation needs and demands, both presently and in the future. It is estimated that by

2030 the City would need to accommodate more than one million households based on current

backlogs and future demographic projections. By drawing on available resources and

accommodation typologies (both formal and informal) the Urbanisation Plan has developed a

framework that begins to address these accommodation needs and associated social facilities,

bulk infrastructure requirements and institutional aspects. Strategic Development Areas,

primarily linked to emerging and future corridors, form the spatial basis of the SHSUP and will

be incorporated into the revised SDF. The SHSUP advocates for a new way of planning and

designing our living environments for long-term sustainability. Sustainable development is far

more than the provision of infrastructure or preserving the environment. It is about putting the

community at the centre of development and creating a sense of identity through well designed

built form that promotes a mix of uses, walkability and cycling facilities.

Mass Transit Corridors/ Corridors of Freedom

The Corridors illustrate the new spatial vision for the City using corridor Transit-oriented

Development as a catalyst for growth. The corridors aim to spatially transform the City by linking

people to jobs through placing development along public transport corridors, in particular, Rea

Vaya. This will be used as the backbone of spatial transformation to enable fast, safe and

affordable mobility along corridors. The corridors will be linked to mixed-use development nodes

with high density accommodation, supported by office buildings, retail development and

opportunities for leisure and recreation. This will give rise to a people-centred City where the

needs of communities, their safety, comfort and economic well-being are placed at the core of

planning and delivery processes.

The City has identified three corridors for the current term of office i.e. the Empire-Perth; Louis

Botha and Turffontein Strategic Area Frameworks. Extensive public participation processes with

key and relevant stakeholders to test and verify status quo information is currently underway.

The Strategic Area Frameworks for the Corridors of Freedom are examples of the detailed plans

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to be initiated to outline the land, infrastructure and urban design elements that support the

implementation of the SHSUP and deliver on future accommodation targets in well located

areas.

Accessibility

Whilst economic growth and the provision of residential accommodation is an important

component of the City’s vision, addressing the capacity and backlogs in relation to current and

projected demands on social amenities remains a key concern to the successful implementation

of the City’s spatial plan and associated development objectives. The City recently completed a

study on the accessibility of residents to selected municipal facilities in Johannesburg. The

study was conducted by the Council for Scientific and Industrial Research (CSIR) in 2011/12

and forms part of the geographic accessibility study in the two metropolitan municipalities of

eThekwini and Johannesburg.

Non-renewable resources

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Rising population growth and urbanisation in the City is putting increasing pressure on our non-

renewable resources. This means that our city is becoming more and more vulnerable to the

impacts and effects of climate change.

The hosting of the C40 Cities Climate Leadership Group (C40), a network of the world’s

megacities taking action to reduce greenhouse gas emissions, in Johannesburg during

February 2014 demonstrates the realisation and commitment of the City towards a global

initiative focussed on the effective management of environmental resources. The City

recognises that for real long-term sustainability, development must be socially, economically

and environmentally sustainable in order to ensure the responsible use of environmental

resources and the promotion of environmental best practices.

The review will focus on the issue of resource efficiency guidelines and identify critical mitigation

measures such as enhancing our drainage systems, increasing the resilience of our water

supply, and protecting our natural bio-diversity. The City’s Bio-Regional Diversity Plan is one

such intervention, which explores spatial possibilities and constraints within the City and

reinforces the City’s Urban Development Boundary. Planning guidelines on the Urban

Development Boundary will also form part of the review and will provide a perspective on land

management and environmental protection in a more coherent and pro-active fashion with land

being classified into divisions of Critical Bio-Diversity Areas and Ecological Support Areas.

Poverty and inequality

Whilst urbanisation has resulted in the enhancement of human welfare through improvements to

mortality, literacy and even income levels; it has also been accompanied by the growth of

poverty. Cities have become both the engines of growth as well as significant foci of poverty and

deprivation. Other enhancements in the review will therefore include the refinement of the SDF’s

presentation and understanding of the “marginal” nature of communities given a range of

indicators including employment and income levels, health, education and living conditions.

These have been consolidated and spatially represented into a Deprivation Index within the

City.

http://en.wikipedia.org/wiki/Megacities

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Over the years, the SDF’s historic representation of the “Marginalised Areas” of the City

(typically Alexandra, Diepsloot, Ivory Park, Orange Farm and Soweto) has transformed. Areas

such as Zandspruit / Cosmo City located to the north-west, the Inner City and extensions east

towards Ekurhuleni are also displaying high levels of deprivation and need. Conversely, Soweto

shows more complex and differentiated deprivation levels extending across the range of the

scoring scale (highest to lowest). Not unsurprisingly, these highly Deprived Areas also host the

highest densities in the City and the highest prevalence of informal residential accommodation

via informal settlements, backyard shacks or invaded buildings. The consideration of safety and

security in the urban environment is therefore critical in terms of amongst other aspects design

of the public and private space, managing the urban environment to address urban decay

issues, addressing security of tenure as well as planning for and preparing for natural and man-

made disasters, in particular those resulting from climate change impacts.

Additionally, themes or aspects that have been less prominent or absent from the SDF are

receiving attention in the revision. Working groups are presently considering policy approaches

to:

Resource Efficiency - a framework in response to the issues of resource efficiency and

impacts relating to climate change;

Density Provisions and Guidelines;

Transit-Oriented Development Guidelines - highlights 10 key development and design

principles and demonstrates the practical application; and

Urban Development Boundary Guidelines – provides a rationale for the development

and the prioritisation of land through principles and land use guidelines and procedures

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9. Basic Service Delivery

The South African constitution clearly articulates that municipalities have a responsibility of

ensuring all citizens are provided with basic services. In fulfilling its mandate the City of

Johannesburg has made significant strides on efforts to improve its services making it more

client-focused. Furthermore, commits itself to excellent proactive delivery of services to all

residents, creating an environment that is resilient, sustainable and liveable. It aims to achieve

this through long term plans, targeted programmes, provision of services and enabling support

that drive economic growth, optimal management of natural resources and the environment, the

development of society and the individuals within it, and the practice and encouragement of

sound governance.

The primary mandate of the City is to deliver services to its customers and residents. Thus

Service delivery must be executed in a customer-centric, transformative, sustainable and

resilient manner ensuring an improvement in the quality of life of all the residents of the City.

Cognisant of the historical trend, that service delivery protests have been rife throughout South

African municipalities in the previous year’s, which has resulted in remonstrations. In curbing

this trend the city remains committed to ongoing consultation and engagements with

communities. It continues to improve consultation sessions to be effective and meaningful

through community engagement/ outreach sessions. Service delivery therefore is defined in a

manner that articulates the strategic intent of the City in relation to its customers.

Consequently every aspect of service delivery seeks to satisfy and meet customer needs and

expectations. The critical elements of service delivery are:

Infrastructure development and management;

ICT infrastructure development and management;

Human capital development and management;

Financial resources;

Result-oriented management;

Integrated, coordinated and outcome-based operational planning and management;

Sustainable human settlement and urban management.

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Service delivery is directly aligned with Outcome 2 of the Joburg 2040 Strategy i.e. to “Provide a

resilient, liveable, sustainable urban environment – underpinned by infrastructure supportive of

a low carbon economy”.

In order to achieve and maintain high quality services the City developed service standards and

the below structures to monitor service performance and take action to improve service s when

issues are identified. These include:

Steering and oversight Structure (Central Visible Service Delivery Forum)

This structure will ensure a stronger tie between the City’s leadership and communities

in order to improve integration across all service delivery sectors within the City.

Customer Service Charter and Service Level Agreements

The City is currently developing implementation plans for the Customer Service Charter

and Service Level Standards.

Integrated ward-based service delivery structure

The City has established a ward-based service delivery structure to assist with prompt

service delivery across the City. The City is in the process of developing city-wide

service delivery maps and profiles that will outline the service delivery backlogs and

baselines as well as an assessment and confirmation of customer and citizen needs.

This will culminate in well-integrated, coordinated and outcome-based operational plans

to address ward profiles, service delivery backlogs and baselines and customer needs.

Service Delivery Monitoring Programme

The City is busy with street by street audits in order to update its monthly Service

Delivery baselines. This will form the knowledge base of information on the state of

service delivery in the City. Tracking and monitoring of service delivery performance

and reporting will also commence and quarterly reports will be released on the state of

service delivery in each region. The desired outcome of this programme is to reduce

service delivery backlogs and address service delivery gaps during the current term of

office.

Call centre - 0860 JOBURG or 0860 56 28 74

The CoJ call centre operates on a 24-hour basis (excluding those services which operate during

office hours, e.g. Metro Bus). Customers may contact the call centre to:

Request information on the City’s processes and procedures;

Request information on the City’s various service offerings;

Log a service request;

70

Log a municipal account query;

Enquire on the status or progress of an existing query;

Register a complaint; and

Record a compliment.

Customer Service Centres

The City has 47 full service centres and 10 pay-points across the City. Customers may visit any

of these to, amongst others, make payments, log account and billing related queries, request

meter reading investigations and refunds, apply for ESP/Pensioner rebates, clearances and

new connections etc.

CoJ website (www.joburg.org.za)

e-Services is an initiative by the City to provide online access to a range of services for both

individuals and business in the Greater Johannesburg area. Specific service offerings include:

Log a query or problem;

Online statements;

Once registered, customers can update their billing address online;

Submit meter readings online;

Track the progress of building plans submitted;

Fill in the online valuations form to assist the City in evaluating properties correctly; and

Access GIS mapping services.

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10. 2014/16 Priority Implementation Plans

Chapter 7 details the City’s ten Priority Implementation Plans including targets, indicators and

delivery agendas for the remainder of the term of office.

PRIORITY 1: FINANCIAL SUSTAINABILITY AND RESILIANCE

Group Finance Department is the custodian of financial management in the City and

champion the Financial Sustainability and Resilience Priority. Financial sustainability

and resilience are foundations that support the short and long-term vision of the City to

ensure the City’s continued ability to fund the planned intensive capital investment

program that will result in a spatial transformation of Johannesburg.

Despite the prevailing macroeconomic conditions, the City of Johannesburg is

financially in good shape, is delivering on its promises, and is continuing to record

significant achievements. In the past financial years the City has achieved surpluses is

in line with the City’s Growth and Development Strategy objective of achieving financial

sustainability and resilience. Such surpluses will be augmented with contributions from

private investors, national and provincial government towards a target of spending R100

billion on infrastructure over the next decade.

In developing the SDBIP and IDP, the department remains mindful of developments

locally and globally, particularly the economic factors that influence the budget

assumptions incorporated in the Financial Development Plan (FDP). The FDP

incorporates 15 key focus areas that intend to strengthen the City’s ability to generate

internal surpluses and cash reserves that allow the City to shift in its approach from

consumption to investment. The key focus areas include completeness of revenue;

strategic supply chain management incorporating economic transformation; expenditure

management that eliminates unnecessary expenditure through zero-based budgeting;

and attainment of a clean audit.

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These efforts are underpinned by the following principles:

• Changing the course by changing the way the City optimally utilises its resources;

• Increasing productivity by doing more with less and managing human resources

efficiently;

• Customer eccentric approach; and

• Stabilizing the revenue base of the City

In pursuing financial sustainability, the City of Johannesburg needs to generate and

collect sufficient resources to pay for its activities on an on-going basis. It is envisaged

that expanding the investment in infrastructure will protect the City’s revenue base and

change the face of the City and ensure a better Johannesburg for future generations.

The financial sustainability of the municipality is crucially dependent on key factors:

(a) A vibrant and inclusive economy;

(b) Efficient and appropriate service delivery;

(c) Rooting out of fraud and corruption;

(d) The ability to levy and collect taxes and services charges fairly and efficiently in

order to pay for the service it provides.

A. Expected Outcomes

Financial stabilization and long term financial sustainability – sound financial

management environment that is resilient and able to meet the changing

needs of the City evolving towards Joburg 2040;

96 % Revenue collection rate by the City to maximize revenue;

Clean audit reports for the remainder of term;

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Achievement of specified profitability and liquidity ratios;

Improved credit rating or maintained at AA+;

Accurate data and billing information sustained;

Diversified funding programmes to support capital projects implementation

and secure alternative revenue sources;

Spend in excess of R30 billion on infrastructure expenditure throughout the

City;

Reduction of the debtors’ book;

Smart procurement systems linked to principles of economic transformation.

B. Intergovernmental Engagements

The department engages with Provincial and National Treasury to ensure

alignment with priorities and for reporting purposes as prescribed by legislation.

Financial Sustainability and Resilience Priority

Group Finance is the custodian of financial management in the City and champions the

Financial Sustainability and Resilience Priority. This is the foundation that supports the

short and long term vision of the City to ensure its ability to fund the intensive capital

investment program planned that will result in a spatial transformation of Johannesburg.

Financial Development Plan

In order to continuously meet yearly obligations the department developed a Financial

Development Plan which has a city wide reach and ensures the attainment of financial

sustainability and resilience objectives throughout the City. Although Group Finance

remains the overall champion various champions have been allocated responsibility to

ensure that set targets are achieved satisfactorily on time and to ensure accountability.

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Below are key strategic aspects of this plan:

Strategic Outcome Specific Objective Key Role-player

Project Champion

Target date for achievement

1: Billing Accuracy

Improved and accurate rates and service billings

100% accuracy in respect of service billings

Group Revenue and Shared Services

Lungelwa Sonqishe

June 2015 – 94% June 2016 – 96% June 2017 – 96%

2: Debtor Collections

Improved cash collections of rates and service debtor outstanding amounts

96.1%% collection of debtors In respect of service billings

Group Revenue and Shared Services

Lungelwa Sonqishe

June2015 – 96% June2016 – 96% June2017 – 97%

3: Personnel Remuneration

Reduction in the quantum of personnel remuneration

Reduction of personnel remuneration as a % of operating costs to 30%

Group Corporate Shared Services

Vuyo Mlokoti June2015 – Below 36% June 2016 – Below 35% June 2017 – Below 34%

4: Unnecessary Expenditure

Elimination of unnecessary expenditure

Eliminate all unnecessary expenditure

Economic Development cluster

Charity Chisadza

Initially – July 2014, thereafter on an ongoing basis

5: New revenue sources

Identification and implementation of new revenue sources

Identify new revenue streams for the City

All Departments

Reggie Boqo Ongoing

6: Ratio achievement

Achievement of specified profitability and liquidity ratios

Achievement of selected profitability and liquidity ratios

Group Finance and Revenue

Khomotso Letsatsi

Benchmark Targets: Current ratio –1:1 Solvency ratio Above 2:1 Debt to Revenue ratio – Below 45% Interest to Expenditure ratio – Below 7% Net operating margin above 15% Cash coverage – Above 45 days Investment reserve – R3.15 billion Days in debtors – 45 days

7(a) : 10 year capital expenditure programme – City Infrastructure

Ten-year capital expenditure plan for engineering infrastructure

To achieve R107 billion infrastructure expenditure throughout the City

All Departments and MOE’s

Tiaan Ehlers

06/2015 – R11 bn 06/2016 – R11.5 bn 06/2017 – R10 bn

Improved repairs and maintenance plan relating thereto

To achieve a level of at least 7% of operating expenditure on planned and routine


Tian Ehlers

06/2014 – 5.0% 06/2015 – 5.3% 06/2016 – 5.2%

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Strategic Outcome Specific Objective Key Role-player

Project Champion

Target date for achievement

maintenance

7(b) : 10 year capital expenditure programme – City assets

Ten-year capital expenditure plan for City-owned land, buildings and other facilities

As per Package 11(a)


Helen Botes

As per Package 7(a)

Improved repairs and maintenance plan relating thereto

As per Package 11(a)


Helen Botes

As per Package 7(a)

8: Supply Chain Management

Improvement in the supply chain approval and monitoring

Improvement in the efficiency and performance of the supply chain processes in the City

Group Finance and Revenue

Thembisa Peele

Ongoing

9: Ongoing clean audits

Achievement of ongoing clean and unqualified audits

No qualifications or matters of emphasis in either the City or its MOE’s

Group Finance and Revenue / All ED’s / All MD’s of MOE’s

Ishwar Ramdas

Ongoing clean audit

Within Group Finance the focus of the Financial Sustainability and Resilience priority

centres on the following critical areas:

Revenue Optimization

Expansion of revenue base (2014/15 and 2015/6) by recouping revenue tied up in

historically unbilled areas;

Revenue protection (increased billing, increased collections, reduced impairments)

Encourage and increase payment levels e.g. installation of pre-paid/smart meters

etc.

Enhanced campaigns to inculcate a payment culture;

Completeness of revenue and billing accuracy - ensuring that all properties in the

City of Johannesburg are on Land Information System (LIS) and are billed for all

five services;

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Enhanced strategy to intensify actions to collect outstanding funds and curtailing

the growth of the debtors book;

Cash inflows to be directed to capital programs;

Consolidation of Revenue Step Change benefit realization;

Expenditure Management

Implement cost containment measures in line with National Government;

Funds to be channelled towards City’s priorities and eliminate unnecessary

expenditure;

Zero-based budgeting shifting from consumption to investment;

Gearing departments and entities towards massive infrastructure spending over

the years.

Clean Audit

Having achieved an unqualified audit opinion in the financial year ending 30 June 2013,

the City is committed to double its efforts towards attainment of a clean audit going

forward with specific focus on:

Promote and ensure compliance with best practice in financial management and

accounting standards, regulatory requirements, governance practices and audit

requirements;

Continued review and enhancement of internal controls;

Continuous training for uniformity in reporting thereby improving the quality of

reporting;

Resolving and addressing of all previous issues raised by the Auditor General

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Supply Chain Management

Implementation of strategic supply chain principles citywide ensuring all entities

and departments adhere to group policies

Full compliance to SCM Regulations, policy, guidelines and procedures to

eliminate issues of irregular expenditure;

Periodic review and audit of SCM processes;

Implementation of SCM policy to provide a change in course towards economic

mainstreaming and encouragement of participation by SSME’s in the local

economy;

Supplier performance monitoring;

Strategic procurement initiatives to promote attainment of value for money.

Treasury

Optimize City’s funding model and redemption strategy and diversify funding

options to support capital investment programs;

Improvement of credit rating;

Managing cost of funding

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1.

2014/15: Implementation and Performance Overview

Long term impact (Joburg 2040 related output)

IDP program

me

Key Performan

ce Indicator (2013/16)

Target (2013/16)

Target 2016/17

Projects / intervention

s

Lead Department

Baseline Input and Output targets

2014/15 2015/16 2016/17

Financially and administratively sustainable and resilient city

Revenue Completeness and accuracy

Revenue collection ratio

97% collection of debtors in respect of service billings 4

98.1% Collection of debtors in respect of service billings

Debtor Collection: Improved cash collections of rates and services debtor outstanding amounts

Group Finance

93.80% Input: % reduction on the debtors books (>30 days ) Output 96% collection of debtors in respect of service billings

Input: % reduction on the debtors books (>30 days ) Output: 96% collection of debtors in respect of service billings

Input: % reduction on the debtors books (>30 days ) Output: 97% collection of debtors in respect of service billings

Bill Completeness

100% Accuracy in respect of service billings

100% Accuracy in respect of service billings

Billing Accuracy: Improved and accurate rates and service billings

Input: 50% Reduction in the number of bills returned as a result of incorrect/ incomplete customer information Output: 100% accuracy in respect of service billings

Input: 50% Reduction in the number of bills returned as a result of incorrect/ incomplete customer information Output: 100% accuracy in respect of service billings %

Input: 50% Reduction in the number of bills returned as a result of incorrect/ incomplete customer information Output: 100% accuracy in respect of service billings %


Capital Project Management

To achieve R30.07 billion expenditure for engineering and infrastructure throughout

06/2014 – R 7. 59 billion infrastructure expenditure 06/2015 – R11 billion

R13.5 billion Infrastructure expenditure by 06/2017 – R14.2 billion Infrastructure expenditure by 06/2017 –

10 year capital expenditure programme for engineering and infrastructure

All Departments and MEs

R4.5bn Input: Implementation through project management office New revenue sources Increased revenue collection Output: R11 billion

Input: Implementation through project management office New revenue sources Increased revenue collection Output: R11.48 billion

Input: Implementation through project management office New revenue sources Increased revenue collection Output: R10 billion

4 Calculations excluding LTA, ESP Deceased Estates and estimations longer than 6 months

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IDP program

me

Key Performan


Target (2013/16)

Target 2016/17


s

Lead Department


2014/15 2015/16 2016/17

the City 06/2016 – R11.48 billion

infrastructure expenditure



% of operating expenditure on planned and routine maintenance

5.1% Total of 7% of the operating expenditure spent on repairs and maintenance

Repairs and maintenance plan

Departments and MEs

3.5% Input: Review and implement repairs and maintenance plan % Compliance to the maintenance plan Output: Total of 5.0% of the operating expenditure spent on repairs and maintenance

Input: Review and implement repairs and maintenance plan % Compliance to the maintenance plan Output: Total of 5.3% of the operating expenditure spent on repairs and maintenance

Input: Review and implement repairs and maintenance plan % Compliance to the maintenance plan Output: Total of 5.2% of the operating expenditure spent on repairs and maintenance

Achievement of selected profitability and liquidity ratios

June 2016

Current ratio –1:1 Solvency ratio Above 2:1 Debt to Revenue ratio – Below 45% Remuneration to Expenditure ratio – Below 30% Maintenance to Expenditure ratio – Below 7% Interest to Expenditure ratio – Below 7% Net operating margin above 15% Cash cover –

Financial Development Plan – 6 & 12

Group finance

Current Ratio: 1:1 Solvency Ratio: 2.:1 Debt to Revenue: 49.7.% Remuneration to Expenditure 36.6% Maintenance to Expenditure 3.6.6% Interest to Expenditure: 5% Net Operating Margin: 10% Cash

Current Ratio: 1:1 Solvency Ratio: 2.1:1 Debt to Revenue: Below 45% Remuneration to Expenditure below 36% Maintenance to Expenditure 5.0% Interest to Expenditure 5% Net Operating Margin 12% Cash coverage (days) 58 days

Current Ratio: 1:1 Solvency Ratio: 2.2:1 Debt to Revenue: Below 45% Remuneration to Expenditure below 35% Maintenance to Expenditure 5.3% Interest to Expenditure 5% Net Operating Margin 13% Cash coverage (days) 50 days

Current Ratio: 1:1 Solvency Ratio: 2.3:1 Debt to Revenue: 45% Remuneration to Expenditure below 34% Maintenance to Expenditure 5.2% Interest to Expenditure 6% Net Operating Margin 13% Cash coverage (days) 46 days

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IDP program

me

Key Performan


Target (2013/16)

Target 2016/17


s

Lead Department


2014/15 2015/16 2016/17

Above 45 days Investment reserve – R3.15 billion Days in debtors – 32.9 days

coverage (days): 74.1 days


Smart and efficient procurement processes

Improvement in the efficiency and performance of the supply chain processes in the City

90% Adherence to Citywide procurement plan

100% Adherence to Citywide procurement plan

Review of SCM Procedure Manual Establish a single entry point for all requests for initiation of the procurement process Periodic audit of processes and procedures

Group Finance

SCM Policy 2009 SCM Procedure Manual 2008 SSME Policy 2009

Input: Review of SCM processes and procedures Review of SCM policy Output: 50% Improvement in the efficiency and performance




On-going clean audits

Clean audit report

Clean audit report

Clean audit report

Training Initiatives to control weaknesses within the system

Group Finance

Qualification

Input: Clear all prior year audit issues Identify and mitigate additional areas of audit risk and clear Respond to all current year’s audit and accuracy Improvement on internal controls Output Clean audit report



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PRIORITY 2: AGRICULTURE AND FOOD SECURITY

2014/15 Priority Implementation Plan: Agriculture and Food

Security

Annexure A: Draft 2014/15 Priority Implementation Plan

JOBURG 2040 OUTCOME: IMPROVED QUALITY OF LIFE AND

DEVELOPMENT-DRIVEN RESILIENCE FOR ALL

City Priority: Agriculture and Food Security

The right to food is enshrined in international and national laws. Article 25.1 of the United

Nations Declaration on Human Rights states that “everyone has a right to a standard of living

adequate for the health and wellbeing of himself and of his family, including food…” The South

African Bill of Rights reaffirms in section 26 and 27 that everyone has the right to sufficient food.

The Integrated Food Security Strategy (IFSS) aims to eradicate malnutrition, food insecurity and

hunger in South Africa through increasing domestic food production and trading; improving the

generation of income and job creation in agriculture; and improving food safety and nutrition.

The policies in place to facilitate the implementation of this initiative includes the Integrated

Food Security Strategy (2002); the Zero Hunger Strategy (2009) and the Gauteng 20 Year Food

Security Strategy that the city is drawing upon in the design and implementation of its

intervention strategy.

The securing of food is critical to development and poverty alleviation as without food people

cannot carry out activities that will pull them out of poverty. Conversely poverty fuels food

insecurity creating a destructive cycle of impoverishment. The City’s Agriculture and Food

Security Priority Implementation Plan is one of the key strategic interventions identified to break

the intergenerational cycle of poverty through generating employment and sustainable

livelihoods and enhancing food security. The focus is on a multi-pronged approach which will

include actively supporting and providing incentives for small-scale growers to provide a steady

support of fresh produce from the urban food system, improve access to markets and ensuring

that the City has various strategies and policies in place to realise the right to food.

82

Johannesburg faces a number of challenges with regard to hunger and under-nutrition among

the urban poor. Food insecurity among the urban poor in the most deprived areas is standing at

42% (Urban Food Security Baseline Survey: 2008). This challenge is exacerbated by the fact that

the majority of poor people live far from the city centre and income is spent on transport and

food. Linked to rapid urbanisation are the diseases of lifestyle which are the fastest growing

causes of death among both the poor and middle class.

In order to operationalise the efforts within the City the COJ Food Resilience Framework was

established in 2012 and provides for the structure of three levels of intervention, as follows:

A range of instruments to be used to tackle individual hunger on a day-by-day basis

including food vouchers, food parcels, backyard gardens and programmes connecting

citizens to income generating activity which will enable them to buy food;

The informal food supply sector to be supported with local resource coordination to

assist growers with access to basic supplies, finance and farming advice. Growers will be

linked to properly constituted local trading spaces / linear markets, which largely do not

yet exist in the most deprived portions of the City; and

Urban agriculture at the area level is to be supported where feasible through the

packaging of land, and the establishment of hub-and-spoke infrastructure to connect

networks of local producers to cold-chains, packing houses and wider distribution

networks.

Economic Landscape: The Agriculture and Food Security PIP is positioned to have both a social

and an economic impact primarily on the lives of poor citizens of Joburg. It holds potential in

contributing to addressing the problem of unemployment among young people in particular

through investment in the opportunities brought about by the agricultural value chain. The

economic potential needs to be harnessed through the various actions packaged by the city in

this Priority Implementation Plan.

Developmental Service Delivery Model: The Priority enables communities to partner with the

city in addressing the challenge of hunger, under nutrition, over- nutrition and unemployment.

It enables communities to take personal action and responsibility to grow food to leverage their

food reserves and also to partner with other community members through cooperatives to

enhance their ability to produce additional food they can sell to the public to improve their

83

income. In order to grow the market the city would explore the implementation of the

structured demand approach that involve direct purchase of small farmers’ produce by the city

for its social development programmes to stimulate the growth of the business and generate

employment potential and enable entry into the formal markets.

The hub-and-spoke system will directly enable the DSDM approach through the following

channels/ interventions:

a) Budget spend on agri-resource centres and hub-and-spoke sites will directly support,

sustain and enable local micro value chains in farm production, transport, agro-

processing, linear markets, warehousing and retail- all serviced by co-operatives and

new micro-enterprises drawing entrepreneurial providers and labour from highly

deprived areas

b) Micro-farms organised into co-operatives drawn from the deprived areas are the key

users of the hub-and-spoke system, which allows several small micro-farms to

collaborate and supply the market as if they were one large farm. These hubs can

directly supply city bulk purchase needs for food parcels, catering purposes and be

linked directly with restaurants aligned with the City through healthy lifestyle

partnerships.

Inner city: The initiative seeks to contribute to the inner-city through growing the potential of

rooftop gardens including the use of the abandoned buildings for hydroponic farming, working

with young inner-city farmers to provide inner-city with fresh food.

Corridors of Freedom: The Corridors of Freedom provides an opportunity to the sustainability of

the food security aspect of the program through the creation of markets for micro-farmers and

working with the informal food traders to become ambassadors of promoting healthy diets. The

healthy lifestyle would benefit through promotion of the greenbelt, tree planting, landscaping

the corridors, outdoor gyms and also through an accessible health facility in the corridor

(upgrade or build)

• Agri-Resource centres and satellite sites will serve all 3 of the primary corridors: Louis

Botha served by Alex and Betrams satellite sites, with planned additional satellite site in

Orange Grove.

84

• Significant opportunity for local food markets attached to transit precincts/ Rea Vaya

stations : Transit precincts are ideal sites for linear farmers markets selling micro-farm

produce sourced through Agri-Resource Centre networks & Hub-and-Spoke systems

• Agro-processing opportunities can be pursued as part of the light-industrial mix along all

3 corridors: Factory spaces appropriate for agro-processing (some already under public

ownership) exist in Turfontein, the South-East of the Empire-Perth corridor (east of Eldorado

Park) and in Alex.

• As the Food Resilience & Urban Agriculture Programme matures, People’s restaurant

locations can be sited along the corridors

• Illegal dumpsites along the corridors can be reclaimed as communal/ homestead

gardens aligned to planned green-scaping by City parks.

The key objectives of the city’s interventions are:

To promote access to food in the necessary quantity, quality and regularity for people who

are facing nutritional and food insecurity, under the human right to adequate and healthy

food perspective and work towards the reduction of severe food insecurity within areas that

are identified as highly food insecure by 60% by end of 2016;

To promote and enhance biodiversity and the organic and agro ecological food production,

and strengthen city region healthy eating habits;

To provide support for people interested in farming through small scale agricultural

activities and linking small farm produce to markets / communities and encourage the

consumption and promotion of the food produced by cooperatives and small farmers;

To take advantage of the agricultural value chain to stimulate local economic

development in deprived areas through incentives and setting up sustainable local supply

network through small farmers in local areas;

To facilitate entry into formal markets through removal of barriers to entry for small

farmers, infrastructure development (storage, processing, cold storage facilities and

transportation) and capacity building to meet quality and safety requirements;

To consolidate and enhance partnerships with retailers which provide opportunities for

small farmers and enforce affordable food pricing; and

To create an enabling environment that promotes healthy lifestyles and undertaking

reasonable steps to ensure legal compliance (access to food, food safety).

85

Key Focus Areas

Access to Food Programme

The primary aim of this programme is to promote access to safe and affordable food at

household level. The programme component seeks to respond to immediate needs of

beneficiaries for food and aims to ensure that all of the identified households at the highest

risk of food insecurity are assisted through one of the initiatives (e.g. Food Bank; Food for

Waste; Home based Food Gardens of all types etc).

Urban Agriculture Support Programme

This focus area is aimed at providing a sustainable model for empowering communities to grow

their own food, stimulating local economic development and facilitating access to the markets.

A number of initiatives will be used:

Agri-resource Centers: set up in all regions of the City, these are community based

support systems for agricultural activity at an individual/household and communal level.

Small Scale Initiatives Targeting Specific Areas (Hub and Spoke – Located at the Agri-

Resource Centre): The City will support initiatives in small-scale crop farming and small-

scale intensive animal farming through cooperatives and small enterprises.

Large Scale Initiatives – Food Empowerment Zone: The development of Food

Empowerment Zones in available large pieces of land zoned agriculture. These would

involve farms ranging from one hectare to over 100 hectares set to be harvested to sell

to food retail giants.

o Supporting Emerging Farmers – division of land into various pieces for a cluster

of SMMEs and or cooperatives. This cluster of entrepreneurs which may be up

to 50 farmers involved in diverse farming activities would have share through

being part of a tertiary or secondary cooperative a common slaughter houses,

common cold chain and common distribution point and system.

o Private Sector investment – A large portion of land within the farm where the

emerging farmers would be operating would be leased out to a private sector

partner on condition that they commit to a mentorship programme for the

emerging farmers to reach industry standards.

o Capacity to Transform Into Manufactured Food – Within the empowerment

zones efforts will be made to capacitate the farming enterprises to build

capacity to transform food into manufactured food. In this regard the City will

partner with various stakeholders primarily the Small Enterprise Development

86

Agency (SEDA) through GDED (GEP) on incubator on food processing /Agro-

processing.

o Market Access – The key initiative is to physically bring markets closer to

communities either through setting them up or providing mobile facilities, or by

enabling the local producers to supply to large retailers.

Promoting healthier eating and healthy lifestyles programme

The city like many other urban areas in the world is facing an increase in non-communicable

diseases predominantly brought on by how people lead their lives and treat their bodies

through what they eat. In addition, lack of nutritious food (under-nutrition)5 for the poor is a

reality. This programme targets all residents of the city of Johannesburg and is premised on the

notion that it will be delivered through partnership with the civil society, private sector and

other spheres of government to ensure nutrition security within the city. Levers of the

intervention include:

Community Programmes primarily facilitated by the City in partnership with various

stakeholders that would enable communities to actively participate in activities at local level

(e.g. Street Alive, Outdoor Gyms, Senior Citizens Club Activities, School programmes, fun

walks, support groups etc).

Corporate Focus: City in partnership with the private sector to set up an Excellence Award

for Best Practice in promoting healthy lifestyle within companies.

Educational and Awareness Campaigns via multimedia platforms would be undertaken on

continual basis to raise the knowledge levels of the residents to assist them in making the

necessary decisions to promote healthy living.

The National Health Insurance model also places greater emphasis on population based health

and outcomes. This new strategy entails establishment of ward based primary health care

outreach teams that will offer an integrated health service at community, household and

individual level. They will provide the link with the community to provide an enabling

environment for the communities to take responsibility for their health.

Key outcomes:

5 Under-nutrition refers to lack of sufficient micro-nutrients- such as vitamins, iron and zinc. In children, a

severe and/or chronic lack of adequate nutrition can manifest in underweight and stunting

87

Create an enabling environment for high value food commodities e.g. vegetables, fruit &

animal products to be sold locally linking small farmers in their own areas

Agribusiness Ventures and Farm Enterprises providing fresh, locally grown food for

growing urban population and viable food procurement and distribution systems

Work with large food retailers, distributors and manufactures to create localized system

through which to ensure food security

Sustained visible multimedia and programmatic intervention in collaboration with multi

stakeholders working towards a prosperous, healthy, productive citizenry (Joburg brand

associated with healthy living)

88

National outcome: Vibrant, equitable and sustainable rural communities with food security for all

Joburg 2040 outcome: Improved quality of life and development-driven resilience for all

Long term

impact

(Joburg 2040

related output)

IDP

programme

Key

Performance

Indicator

(2013/16)

Target (2013/16) Projects /

interventions

Baseline

(2006/11)

Target 2013/14

financial year

2014/15 Budget

(per programme)

2015/16 target

Capex Opex

Food security

that is both

improved and

safeguarded

Access to

Food

%6 reduction in

food insecurity

15% reduction in the

severe malnutrition

incidence

Child Health: Growth Monitoring & nutritional support

5% reduction in the

severe malnutrition

incidence

0 X 5% reduction in the

severe malnutrition

incidence

60% reduction in

food insecurity in 60%

of most deprived

areas identified by

food insecurity index7

Food vouchers, food parcels, backyard gardens and programmes connecting citizens to income generating &

affordable nutritious food

42%

households

food insecure

in current

research in

most deprived

areas

20% reduction in

food insecurity in

20% of most

deprived areas

identified by food

insecurity index

0 7494 20% reduction in

food insecurity in

20% of most

deprived areas

identified by food

insecurity index

Number of Neighbourhood

8 and

small scale food

2 Neighbourhood

Food Gardens

established

Applied

through

CIMS

Opex

budget

should

20 Neighbourhood Food Gardens established

6 The % reduction will be against the actual achieved for the 2013/14 financial year. This will become the baseline from 2014/15 year and the 5% reduction will be against this baseline.

7 39 of the City’s Wards are ranked as most deprived areas (rank 8-10 on the City’s poverty index) with a total population of 1 556 744 citizens (1 127 533 working age): 72% of each ward on average under age of 35. 23 of these wards (selected according to highest levels of deprivation and highest population) account for the 60 % most deprived areas to be targeted over remainder of mayoral term. The total population living in these 60 % targeted wards is 897 577, of this population 146 398 households made up of 441 191 individuals are estimated to be food insecure. 60 % of this food insecure target group is 87 839 food insecure households made up of 264 714 individuals, and this is the target to be assisted over the remainder of the mayoral term, in 3 equal annual tranches of 29 280 households per year, made up of 88 238 individuals. 8 A neighbourhood food garden- normally school based gardens and small gardens within park. The objectives at small scale add on existing produce for schools, to supply at minimal scale produce to communities,

mostly elderly). JCPZ inputs on education, Schools, develop and manage the gardens. JCPZ develops a garden and train users, beneficiaries, they manage the garden. Number of gardens developed in schools

(normally through partnerships) JCPZ measure how many schools are benefiting. For park gardens, its number of households benefitted

89



Long term

impact

(Joburg 2040

related output)

IDP

programme

Key

Performance

Indicator

(2013/16)


interventions

Baseline

(2006/11)

Target 2013/14

financial year

2014/15 Budget

(per programme)

2015/16 target

Capex Opex

gardens

and

subject

for

approv

al is

R10,000

,000.00

be 10%

of the

Capex

budget

applied

through

CIMS – R

1 000

(City Parks)

Food Bank initiative: Tonnes of food made available to support identified families in deprived areas facing hunger

450 tonnes

5000 as per

the 2012/13

target house

100% of food

insecure

households in CoJ

ESP database

challenge

addressed through

accessing nutritious

food package

0 R2m 100% of food

insecure households

in CoJ ESP database

challenge addressed

through accessing

nutritious food

package via Food

Bank initiative

(JFPM)

600 Homestead and

Communal Food

Gardens

Food Gardens (schools, cooperatives, individuals, communal )

160 Food

gardens

385 0 9367 600

426 households benefiting from the programme (142 per annum)

Exchanging waste for food in targeted areas

New 142 households

benefiting from

exchanging waste

for food parcels in

targeted areas

Nil R2

million

250 households benefiting from exchanging waste for food parcels in targeted areas (PIKITUP)

% of small-scale

agriculture

60% of small-scale

agriculture projects (in

Priority areas identification and/or

3000

opportunities

20% of identified

household being

X X

90



Long term

impact

(Joburg 2040

related output)

IDP

programme

Key

Performance

Indicator

(2013/16)


interventions

Baseline

(2006/11)

Target 2013/14

financial year

2014/15 Budget

(per programme)

2015/16 target

Capex Opex

projects (in a

mixed housing

developments)

developed and

sustained to

increase food

security to

households

a 34000 mixed

housing opportunities)

developed and

sustained to increase

food security to

households

densification Land assembly for

housing development

facilitated

With provision

in the

settlement

design for

food gardens

food secured as per

COJ Food

Insecurity Index

Job-intensive

economic

growth

Urban Farmer

Support

% Growth in

market share of

emerging

producers

5% Market share

acquired by emerging

producers

Programs

New

2% Market share at

JM

X X 5 % Market share at JM (JFPM)

Hub and Spoke

services

expanded to

increase farming

skills to facilitate

coordination of

transportation,

storage and

marketing to be

competitive

Local packaging

houses &

processing

facilities roll out

(hub & spoke

Diversified farming activities involving 240 emerging farmers supported through the functional Hubs and establishment of local market

Hubs Providing common space local farmers to maximise their access to markets

2 hub-and-

spoke support

centres

Establishment of

local market

serviced by the

Hubs in the three

Regions (A,C,G)

70 farmers

1000 3928 Diversified farming activities involving 91 emerging farmers supported through the functional Hubs and establishment of local market (social development)

91



Long term

impact

(Joburg 2040

related output)

IDP

programme

Key

Performance

Indicator

(2013/16)


interventions

Baseline

(2006/11)

Target 2013/14

financial year

2014/15 Budget

(per programme)

2015/16 target

Capex Opex

principle)

Number of food

empowerment

zones (large scale

farming )

established

4 Food empowerment

zones incorporating

emerging farmers &

private sector within

one farm fully

operational providing

animal & crop framing

Diversified activities

including manufactured

food

Large farm establishment to supply large retailers

New Establishment of 1

(one) Food

Empowerment Zone

South of

Johannesburg

supplying to large

retailers

1 000 2357 Establishment of one Food Empowerment Zone South of Johannesburg operational (Social Development)

Food security

that is both

improved and

safeguarded

Healthy

Lifestyle

Increased

knowledge on

Food Production

27 000 learners

exposed to the

programme

Education on food production programme

New 9000 learners

educated

0 2141 9000 learners educated City Parks

% compliance to

food safety

legislation by food

premises

inspected9

100% compliance to

food safety legislation

by food premises

inspected

(City of Joburg

recognition awards

initiated targeting

work places and

eating establishment )

Citywide Recognition of eating establishments promoting healthy eating and best company practice promoting healthy lifestyle in the work place

New 100% compliance to

food safety

legislation by food

premises inspected

(and recognition

awards given)

x X 100% compliance to food safety legislation by food premises inspected (and recognition awards given)

(Health)

9 Database on the number of premises will be determined at the beginning of financial year

92



Long term

impact

(Joburg 2040

related output)

IDP

programme

Key

Performance

Indicator

(2013/16)


interventions

Baseline

(2006/11)

Target 2013/14

financial year

2014/15 Budget

(per programme)

2015/16 target

Capex Opex

Long and healthy life for all

% of hypertensive patients controlled

50% of hypertensive patients controlled

10

x New 50% of hypertensive patients controlled

0 X 50% of

hypertensive

patients controlled

(Health)

% reduction in the incidence of pneumonia cases in children less than 5 years

15% reduction in the incidence of pneumonia cases in children less than 5 years

x New

10% reduction in the incidence of pneumonia cases in children less than 5 years

0 X 5% reduction in the

incidence of

pneumonia cases

in children less

than 5 years

(Health)

% HIV positive babies born to HIV positive mothers.(LG facilities)

Less than 2% HIV exposed babies born HIV positive

11

3.8% (July 2010 – June 2011)

Less than 2% HIV exposed babies born HIV positive

0 X Less than 2% HIV

exposed babies

born HIV

(Health)

10

A survey conducted in 2012/13 for COJ Health Services determined that 35% of hypertensive patients were controlled

11 National target for HIV exposed babies born HIV positive is less than 2%

93

PRIORITY 3: SUSTAINABLE HUMAN SETTLEMENTS

National Spatial

Outcomes12

Spatial Justice: Spatial reconfiguration to address the historic legacy of the unfair

allocation of public resources and goods.

Spatial Sustainability: Sustainable patterns of consumption and production.

Spatial Resilience: Protection of ecological systems to reduce vulnerability to

environmental degradation.

Spatial Quality: Aesthetic and functional features of the built environment

Spatial Efficiency: Efficient commuting patterns to bring jobs, houses and social

facilities closer to people and people closer to jobs, houses and social facilities.

Joburg 2040

Outcome

Provide a resilient, liveable, sustainable urban environment – underpinned by

infrastructure supportive of a low-carbon economy

City Priority Sustainable Human Settlements

Champion

Department Development Planning

We live on a planet of cities.

It is widely reported that the largest increases in population over the next 50 years will

occur in ‘developing’ cities such as Johannesburg, signalling that the City will continue to

face an increasingly complex array of challenges in the decades to come. These

challenges will require not only a change in our approach to urban development, but a

fundamental change to our urban way of life.

The economic and other forces that drive both state and non-state actors to want growth

and prosperity are likely to be unstoppable; the key to becoming a resilient, sustainable

and liveable City is in the way we choose to define and drive that prosperity. Making our

City efficient and habitable in the face of rising urbanisation requires innovative and

coordinated urban design, planning and governance which transcend cognitive and

behavioural constraints to social transformation.

To realize the agreed-to national programme of building a non-racial, non-sexist, socially

and economically inclusive South Africa, the City is using mass public transit corridors to

reorganise the current form of the City, and transform it into a sustainable human

settlement. Corridors of Freedom are the antithesis to the apartheid spatial form and

will, over time, birth a fundamentally different society to the one we inherited in 1994.

Corridors of Freedom are therefore an urban revolution which seeks to build a new City

along and around mass transit movement lines to create housing, economic and social

opportunities in proximity to each other. They will be achieved through the application of

a variety of public instruments and incentives which seek to create, increase and capture

value. The primary output of the Corridors of Freedom is to reorganise space in the City

to increase overall economic efficiency and productivity by bringing social facilities, jobs

12 Adapted from Chapter 8 of the National Development Plan.

94

and housing closer to each other. The overarching principles of spatial development

outlined in Section 8 of the National Development Plan (NDP) are key determinants of

the sustainable human settlements outcomes that the City needs to work toward. These

outcomes are as follows:

Accessibility - ease with which people, goods and information move around the

urban system.

Integrated living spaces - which respond to as many aspects of living (work,

play, learn) as possible. Ensure integration across uses and income levels. This

requires a more intense and efficient use of space.

Economic opportunities - provide for a range of employment opportunities to

get as many people working as possible. Understand the different roles of the

City in this regard - enabler, facilitator, regulator, sponsor.

Range of housing options – choice in terms of sizes, configuration and tenure

options. Housing provision to be understood beyond the affordable housing

scope to transcend failures/trends in market led housing solutions.

Social and open space amenities - emphasise investment in humans. Social

amenities provide spaces which also foster social cohesion.

Social cohesion - emphasis on an urban environment and system which

consciously nurtures the evolution of a more cohesive society. This will manifest

in some of the investment choices made - i.e. city sponsored public

transportation system, well located and maintained social amenities, participatory

approach to planning and development.

These outcomes in turn inform the programmes that need to be achieved by the City’s

collective institutional machinery, to incrementally transform Johannesburg into a

resilient, liveable and sustainable human settlement. The plans, mechanisms and

strategies that will aid the implementation of the SHS priority are inter alia as follows:

National Development Plan;

Gauteng 2055;

Strategic Area Frameworks;

CoJ Municipal Rates Policy;

CoJ Financial Development Plan;

Urban Development Zones;13

Capital Investment Plan (CIP) and Capital Investment Priority Areas (CIPAs);

Inner City Road Map Implementation Plan;

Special Economic Zones;

Social Restructuring Zones;

SHS indices and design guidelines;

Strategic Integrated Transport Plan Framework;

Complete Streets Policy and Guidelines.

13

Currently applicable in the CBD, but City to explore extension of the UDZ along the Corridors of Freedom.

95

96

PROGRAMME MASS PUBLIC TRANSIT CORRIDORS

PROJECT 1 IMPLEMENTATION OF INTERVENTIONS IN CORRIDORS

LEAD DEPARTMENT/ME Development Planning

PROBLEM STATEMENT

Inefficient spatial form

Lack of socio-economic transformation

Low quality living environments with poor access to social facilities + economic opportunities

KPI (2013/16) % implementation of interventions in identified corridors and TOD Nodes per R250 million capital works programme

BASELINE Strategic Area Frameworks (SAFs) for Louis Botha, Empire-Perth and Turffontein

OUTCOMES

Integrated living spaces

Engineering, economic, social infrastructure

Social cohesion


15 This 2014/15 review of the IDP reflects the revision of Key Performance Indicators from the input-based indicators that were reflected in the 2012/13 IDP to output-based indicators. The output-based indicators are implementation oriented,

to be consistent with the City’s outcomes-based performance monitoring and evaluation framework.

16 The SAFs for each corridor are complemented by other projects that are designed to enable the implementation of these plans. These projects include a land use tool, an infrastructure investment plan and an economic infrastructure

analysis for each corridor. In some cases, these projects will be done for specific precincts within each corridor. The infrastructure investment plan and economic infrastructure analysis are led by EISD and Economic Development

respectively. These projects are done as part of the Departments’ daily workload.

National Spatial Outcomes14

:

Spatial Justice: Spatial reconfiguration to address the historic legacy of the unfair allocation of public resources and goods.


Spatial Resilience: Protection of ecological systems to reduce vulnerability to environmental degradation.


Spatial Efficiency: Efficient commuting patterns to bring jobs, houses and social facilities closer to people and people closer to jobs, houses and social facilities.

Joburg 2040 Outcome : Provide a resilient, liveable, sustainable urban environment – underpinned by infrastructure supportive of a low-carbon economy

Key Performance Indicator (2013/16)

Projects / interventions15

Target (2013/16) Baseline (2006/11)

Actual 2013/14 financial year

Target 2014/15 financial year 2014/15 Budget (‘000) 2015/16 target

Capex Opex

% Implementation of Strategic Area Frameworks for Corridors and TOD Nodes16

Corridor Partnership Programme

5 000 -

Westbury Precinct Development

100% New Designs Phase 1 of construction (public environment upgrades including NMT and community

11 000 - Phase 2 of construction

97

17 Westbury Clinic Upgrade, new Noordgesig Clinic, new Esselen Street Clinic, Orchards Clinic.

gardens)

Non-motorised transport infrastructure

15 km of cycle lanes implemented along the UJ/Wits corridor

Designs 10km of Cycle lanes implemented along the UJ/Wits / Melville to Park Station route

Projects 100% completed 80000

NMT facilities along Rea Vaya routes

NMT facilities along Rea Vaya routes

Rea Vaya Phase 1B infrastructure completed

Improvements along the Rea Vaya routes

Identified NMT projects completed

75600

% completion of strategic land acquisition in seven (7) priority development corridors

Strategic land acquired for seven (7) priority development corridors

New indicator Acquisition instructions issued to JPC for land in: Empire-Perth Louis Botha Turffontein

Purchase of 6 portions of land in Auckland Park Purchase of identified land in corridors

2 360 - Acquisition instructions issued to JPC for land in: Diepsloot-Randburg

Engineering Infrastructure: City Power

100% expenditure of allocated capital budget

New indicator 100% expenditure of allocated capital budget


19400 - 100% expenditure of allocated capital budget

Engineering Infrastructure: City Power





Social Infrastructure: Community Development (Libraries, Stadia, Recreation Centres and Sports Facilities





City Parks 100% expenditure of allocated capital budget



5 000 - 100% expenditure of allocated capital budget

Health17 100% expenditure of allocated capital budget




98


PROJECT 2 REA VAYA PHASE 1C INFRASTRUCTURE

LEAD DEPARTMENT/ME Transport and JDA (implementation)

PROBLEM STATEMENT

Inefficient spatial form

Lack of socio-economic transformation

Poor urban mobility

KPI (2013/16) Implementation of phase 1C infrastructure (8km of roadways, 5 stations and Alex / Wynberg depot 40% completed towards public transport expansion and services to

residents)

BASELINE Designs completed

OUTCOMES Safe, affordable + efficient public transport

Increased accessibility to and within the Corridor


:








Projects / interventions



Target 2014/15 financial year

2014/15 Budget (‘000) 2015/16 target

Capex Opex

Rea Vaya: Implementation of phase 1C infrastructure (including 8 km of roadways and 5 stations)

Rea Vaya Phase 1C (Louis Botha corridor)

Phase 1C implemented

Designs completed

75% of designs completed and road construction commenced and in progress

R536 - Phase 1C maintenance plans in place Additional stations constructed


99


PROJECT 3 REA VAYA BRT RIDERSHIP

LEAD DEPARTMENT/ME Transportation

PROBLEM STATEMENT Increase Rea Vaya BRT share of public transport mode

KPI (2013/16) TBC

BASELINE 45 000 passenger trips per day

OUTCOMES Safe, affordable + efficient public transport

Decrease in greenhouse gas emissions


:









Target (2013/16)

Baseline (2006/11)



2014/15 Budget (‘000) 2015/16 target

Capex Opex

Increase Rea Vaya BRT share of public transport mode

Number of passenger trips per day commuted through Rea Vaya (Phase 1A and 1B)

60 000 passenger trips per day through Rea Vaya

30 000 passenger trips per day



- 377

60 000 passenger trips per day through the Rea Vaya


100

PROGRAMME TRANSIT ORIENTED DEVELOPMENT

PROJECT 1 TOD ROLL OUT IN PRIORITISED NODES

LEAD DEPARTMENT/ME Development Planning and Transport

PROBLEM STATEMENT Poly-nucleic City Form

Undefined hierarchy of nodes and uncoordinated investment and interventions

KPI (2013/16) New indicator

BASELINE SDF and DED Nodal assessment

OUTCOMES Integrated living spaces Engineering, economic, social infrastructure Social cohesion

National Spatial Outcomes

20:









Target (2013/16)

Baseline (2006/11)



Capex Opex

New indicator Jabulani: Second phase of construction to upgrade public environment and create new transit precinct. Interventions include stormwater infrastructure, and

100% SDF and DED Nodal Assessment

tbd 100% expenditure of allocated budget

% of 350 000 - 100% expenditure of allocated budget


101


:









Target (2013/16)

Baseline (2006/11)



Capex Opex

a section of the station link.

New indicator Kliptown: Kliptown Walter Sisulu Square Upgrade


tbd 100% expenditure of allocated budget

2 000 - 100% expenditure of allocated budget for Walter Sisulu Square upgrade

New indicator Randburg: Selkirk Infrastructure installation


tbd 100% 20 000 - 200 units

Catalytic public investment in Randburg Civic Precinct and CBD

Randburg: Public environment upgrading in Randburg CBD and civic precinct property development


100% 100% % of 350 000 - 100% expenditure of allocated budget

102

PROGRAMMES PRIORITY AREA IMPLEMENTATION + GRAVEL ROADS

PROJECT 1 IMPLEMENTATION OF PRIORITY AREA PROGRAMME

LEAD DEPARTMENT/ME Development Planning, DED, Housing, JOSHCO, JPC, JDA

PROBLEM STATEMENT Lack of catalytic investment in identified Priority Areas (previously marginalised areas)

KPI (2013/16) Catalytic public investment in Priority Areas: Gravel roads, public environment upgrades

BASELINE 100% of capital works program complete

OUTCOMES Upgrading and improvement of historically marginalised areas of the City

Integrated public investment in focus areas to lever private investment for local economic development and job creation


:










Actual 2013/14 financial

year


2014/15 Budget (‘000) 2015/16 target

Capex Opex

Catalytic public investment in Priority Areas

Diepsloot: Ngonyama Road upgrade and new park development

100% implementation of Priority Area Programme for financial years

100% of Capital Works Programme Complete

100% implementation of Priority Area Programme for financial year

100% - - 100% implementation of Priority Area Programme for financial year

Kilometres of gravel roads upgraded to surfaced roads according to Complete Streets standards

Upgrading of gravel roads to surfaced roads in 7 marginalised areas

7 marginalised areas of focus

16.99km 32.2km tbd tbd tbd 32.2km


103

PROGRAMME INNER CITY REGENERATION

PROJECTS

TEMPORARY HOUSING (JOSHCO)

STATE-LED HOUSING (HOUSING AND JOSHCO)

LINEAR MARKETS (ECONOMIC DEVELOPMENT)

IMPROVED MOBILITY (JOBURG ROADS AGENCY)

INVESTMENT ATTRACTION (ECONOMIC DEVELOPMENT)

LEAD DEPARTMENT/ME Citizen Relations and Urban Management


PROBLEM STATEMENT Degenerating CBD

KPI (2013/16) 18 linear markets developed or upgraded 2175 affordable rental stock and temporary/ emergency shelter in the Inner City Improved Inner City mobility

BASELINE Inner City Roadmap

OUTCOMES

Economic growth and investment

Vibrant 24/7 Inner City

Social cohesion

Range of affordable housing


22:







Key Performance

Indicator (2013/16)


Target (2013/16)

Baseline (2006/11)



2014/15 Budget (‘000) 2015/16 target

Capex Opex

Informal Trading Work-stream:

Roll out of informal trade

18 linear markets

Inner City Road Map

Refurbishment of Noord Street market.

5 linear markets upgraded or developed24


104


:







Key Performance

Indicator (2013/16)


Target (2013/16)

Baseline (2006/11)



2014/15 Budget (‘000) 2015/16 target

Capex Opex

Number of linear markets upgraded or developed

facilities in designated areas

developed or upgraded

7 linear markets upgraded or developed23

Investigation towards permanent closure of 8 short streets identified in the Inner city towards enhance mobility

Closure of 8 short streets for pedestrianisation and informal trading

Walking promoted as a mode of choice

New Temporary closure of 8 identified short streets for informal trading

- 2 000 Implementation of recommendations of the study

Housing Work-stream: Number of affordable rental stock and temporary/ emergency shelter in the Inner City

Provision of affordable rental stock and temporary/ emergency shelter in the Inner City

2175 affordable rental stock and temporary/ emergency shelter in the Inner City

Inner City Road Map Implementation Plan

AA House - 245 affordable stock (remaining 30) Europa – 168 Affordable stock (161) Affordable City Deep 136 family units (216) Selby 172 family units

Europa House 1 000 - Project complete

Nederburg Rental Housing

15000 - Project complete

11 Eloff Street Building


195 Commissioner Street Building


Inner City M1 – motorway 100% New Resurfacing, drainage and 100% resurfacing,

24 (1) Metro Mall informal trade stalls, (2) Faraday Market upgrading, (3) Hoek Street Linear Market, (4) Jeppe Street Linear Market, (5) Westgate Linear Markets. 23 (1) Eloff Street Linear Market, (2) Twist Street Linear Market, (3) Jeppe Market, (4) Yeoville Market (upgrading), (5) Metro Mall (market repairs), (6) Quartz Street Linear Market, (7) Faraday Market (additional trading stalls).

105


:







Key Performance

Indicator (2013/16)


Target (2013/16)

Baseline (2006/11)



2014/15 Budget (‘000) 2015/16 target

Capex Opex

Mobility: Lane kilometres of road upgraded

upgrading Resurfacing, drainage and miscellaneous bridge upgrade

miscellaneous bridge upgrade

drainage and miscellaneous bridge works

M2 – motorway upgrading

100% Resurfacing, drainage and miscellaneous bridge upgrade

New Resurfacing, drainage and miscellaneous bridge upgrade

100% resurfacing, drainage and miscellaneous bridge works

Inner City Mobility: Improved Mobility within the Inner City

Rehabilitation of the Robinson Canal

100% of planned work completed per schedule to improve mobility within the Inner City

New Phase 1A complete Phase 1B complete

Integrated Traffic Signalling

100% of planned work completed per schedule to improve mobility within the Inner City

New Upgraded compliant signalised traffic intersections

PROGRAMMES ALTERNATIVE RENTAL STOCK

HOUSING DELIVERY IN INTEGRATED AND SUSTAINABLE HUMAN SETTLEMENTS

106

PROJECT 1 NEW HOUSING ALTERNATIVE TO BACKYARD SHACKS

MIXED25 HOUSING OPPORTUNITIES IN THE CITY

LEAD DEPARTMENT/ME Housing

PROBLEM STATEMENT

Slow housing delivery

Unsustainable housing location and typologies

‘Informal and illegal’ housing market

KPI (2013/16) Mixed housing opportunities created

New housing standard developed

BASELINE SHSUP (base document)

OUTCOMES

Range of affordable housing opportunities in the City Safe + healthy rental accommodation Locally based support mechanism that empowers owners to improve their accommodation + rental income Supportive engineering infrastructure + billing of services


:







Key Performance

Indicator (2013/16)



Actual 2013/14 financial

year


2014/15 Budget (‘000) 2015/16 target

Capex Opex

Mixed housing opportunities created

Mixed housing opportunities

34 000 mixed housing opportunities

3000 units delivered 3200 units delivered

New housing standard

Sample houses for rent and Technical

Four sample houses and

Better House Programme

Sample house and Technical Support

Construction of sample houses and

- 653 Sample houses and Technical Support Centres completed for four

25 Mixed housing means a mix in typology, income group and tenure.


107

developed

Support Centres to assist construction and access to finance

Technical Support Centres completed

Centre completed in one focus area (Braamfischerville)

establishment of Technical Support Centres in two focus areas.

(4) focus areas

PROGRAMME ALLEVIATION OF LIVING ENVIRONMENT DEPRIVATION

PROJECT 1 NUMBER OF INFORMAL SETTLEMENTS BENEFITTING FROM OFF-GRID BASIC SERVICE PACKAGE

FACILITATION OF LOCAL MICRO-ENTERPRISES TO MAINTAIN OFF-GRID SERVICES

LEAD DEPARTMENT/ME EISD, Health and Social Development, Economic Development, City Power, Joburg Water, Pikitup

PROBLEM STATEMENT Inadequate access and cost of services in deprived areas.

KPI (2013/16) 50 informal settlements benefiting from off-grid basic services package

BASELINE New indicator

OUTCOMES Co-production in the delivery of basic services Poverty alleviation


27:







Key Performance

Indicator (2013/16)





Capex Opex

Number of informal settlements benefiting from off-grid basic

Technical specification of basic services package28

100% completion of off-grid service solution in 50 informal settlements

New Concept document and action plan for 1 highly deprived area (Slovo Park informal settlement)

100% completion of Phase 1 – Report on an integrated off-rid solution for Slovo Park

- 108000 Reduced living environment deprivation , as measured by improved access to sanitation in 50 informal settlements serviced


28 a) off-grid energy, b) off-grid sanitation, c) waste management to compost and/or reuse recyclables as energy, d) temporary shelter built from smart materials replacing traditional shack, e) microcredit for installation costs of (a) , (b) and maintenance applied through charges for services at zero or close to zero interest.

108


:







Key Performance

Indicator (2013/16)





Capex Opex

services package

Facilitation of local micro enterprise/co-operatives to maintain and roll-out off-grid services package as a first step to developing capability in deprived areas to deliver and maintain permanent services infrastructure

50 informal settlements

New Development of financial operating model for co-operatives and micro enterprises Specification of a training trajectory designed to build the skills and capabilities of the same co-operatives and micro-enterprises Development of a candidate profile and screening process for local unemployed youth and adults in informal settlements

100% development of financial operating model 100% specification of training trajectory 100% development of candidate profile and screening process

50 clusters of Micro enterprises and co-ops linked to 50 target informal settlements

109

PRIORITY 4, 8 & 9: ECONOMIC DEVELOPMENT

A brief description of the services provided which may include the level and standard of

service provided to each customer group;

Investment Promotion & Facilitation

Promotion of Investment Opportunities

Marketing of Investment Projects

Information on the various investment sectors and industries within South

Africa

Facilitation of investment missions, including travel itineraries

Introduction to key stakeholders in private and public sectors

Introduction to potential joint venture partners and black economic

partnerships

Consultation on the prevailing regulatory environment

Information on incentive packages

Guidance with plant/site locations – Industrial Development Zones

Assistance with work permit applications

Logistical support for relocation

Dedicated aftercare service

Input into policy formulation

110

111


FIRST PHASE PROJECT IDENTIFICATION / EVALUATION /

SCOPING

PACKAGING

AND SCOPING THE

PROJECT

JOBURG T&IP

STEP 1 STEP 2 STEP 3 STEP 4

TIME FRAME OF ONE MONTH

STEP 5

T&IP

DRAFT INVESTMENT

BRIEF TEMPLATE

AND PROJECT

MATRIX

STEP 6

EVALUATION OF PROJECT

REQUEST COMMENT

TAKE FINAL DECISION

ON PROJECT

T&IP / FER /

GGDA/ DTI / FER /GGDA / DTI

•PRE-FEASIBILITY

OF PROJECT •OBTAIN

PRELIMENARY INVESTMENT

RESEARCH AND ANALYSE MARKET

INTELLIGENCE •PRELIMENARY

COMPANY & PROJECT

IDENTIFICATION

FINAL REVIEW

/ SIGN OFF ON PROJECT

BRIEF

T&IP

IDENTIFY

POTENTIAL INVESTORS

T&IP/GGDA/FER

112


SECOND PHASE MARKETING, RECRUITMENT AND

PLANNING

SCREENING AND SELECTION INVESTORS/ PROJECTS

STEP 8

T&IP / FER

SITE VISIT, COMPANY

AUDIT/INVESTMENT APPRAISAL & DUE

DILIGENCE (ONLY WHEN REQUIRED)

STEP 9

T&IP / GGDA / EC

PREPARE COMPANIES

AND TECHNICAL INTERVEN-

TIONS

& INVESTMENT APPRAISAL /DUE

DILIGENCE

STEP 11

T&IP / EC / GGDA

STEP 7

DOMETSIC PROMOTIONAL

AND RECRUITMENT

ACTIVITIES

T&IP/EC/GEDA/

CoJ MKTNG/

STEP 10

T&IP/FER/

EC/

COMPLETE *MB

AND SCREENING AND SELECTION OF

PROJECTS/INVESTORS

(TARGETING ACTIVITIES)

TIME FRAME OF ONE MONTH TO SIX MONTHS

MATCHMAKING &

INVESTMENT SEMINARS

STEP 12

FER/T&IP

113

A description of senior management capability and structure;

A cadre of highly experienced and qualified Trade and investment promotion with proven

track record. The team that possesses the ability to use both the left hand side and the right

hand side of their brains. Dedicated and highly skilled personnel with proven track record.

The team with strategic international networks and economic diplomacy..

Objective

A programme of all the activities leading towards trade and investment attraction , business

retention expansion, growth and job facilitation towards 2040. The following are the building

blocks of strategic activities that makes up the BSIV programmes :

• Sector Research v/s Trade and investment markets & Economic Corridors

• Identification and Packaging Investment Project and Opportunities

• Investors Roundtable

• Investment Fast tracking

• International Investment Forum

• Investor’s Day -Infrastructure Investment Economic Corridors

• Market Day- Agro-processing Market of the Future

• Tourism Roundtable

• Investor’s Days –Property Development and Construction

• Trade Exhibition - Export Week • Permanent Exhibition – displaying value added products

• Exporter’s Roundtable- Freight and logistics

• Generic Marketing Campaign – Fresh Produce & Agro-processing

• Export Development

• Export readiness

• Product Component Model

• Market penetration/off-take- Walmart & export

• Joburg –GEP-SEDA –Walmart 180 clients (small and emerging

exporters)

• CoJ Incentives Programme

• Investment Global Outreach Programme

• Why is this a priority?

This is a mayoral priority as it supports the City’s GDS 2040 for:

– job creation

– Increased rand value of exports and investment

– Investment attraction in line with NDP and Millennium Development Goal 8

114

– Raising export in line with NDP

– Contribute towards critical and strategic economic infrastructure development to

make conditions conducive for Foreign Direct Investment.

• Link to strategy

The primary outcome of the cluster is to create an environment that will ensure economic

growth that is job inclusive, resilient, and competitive, and harness the potential of citizens.

The cluster will ensure the realisation of the following outputs:

Job intensive economic growth;

Promotion and support to small exporters;

Support skills acquisition

Increased competitiveness of the economy;

Balanced spatial economic development

Support economic corridors of freedom

Strategic and employment intensive sectors

A smart city of Johannesburg that is able to deliver quality services to

citizens in an efficient and reliable manner.

• Narrative on strategic focus areas and plans to address issue

1. Joburg Export Development Programme

The Programme is linked to the national integrated export strategy and caters for

small exporters based in Johannesburg in any sector that have an exportable

commodity or service. Enterprises applying to participate must have been

established in the South African market for at least two years. The Project aims to

help these companies take that giant stride from local enterprise into export markets.

Make companies export ready administratively, technically and product wise.

Expanding the exporter base. Growth and diversification of Joburg’s export basket.

Focus on the enhancement of the national export culture, provision of information

and advice, capacity building, creation of opportunities. Assist companies at all levels

to ensure retention, expansion and diversification by company, product and market

(Global Exporter) . The Trade and Investment’s medium and short term master

programmes (Five year IDP) and key flagship projects:

• Buy Sell Invest and Visit Joburg 2013

• Export Development

Exporter Development

115

• Administrative readiness

• Technical

• Business readiness

• Export readiness

Product Development

Market Development

2. Global Outreach programme

The World Economic Forum is the leading business convening and networking forum

in the world. It is proposed that the COJ align a number of its commercial diplomacy

engagements to the regional summits held by the WEF. This would facilitate

networking with the top leadership of the world’s leading firms. The City of

Johannesburg is lobbying the WEF to be hosted for the first time in Johannesburg

which will have an impact on Johannesburg Business Tourism and Conferencing.

The City further aims to commensalise on Brand S.A as an accredited strategic

stakeholder . The City will have access to 2500 investors and decision makers

attending WEF by hosting a sideline Joburg Forum in partnership with Brand S.A.

Targeted WEF summits for the COJ’s consideration are:

• Davos-Kloster, Switzerland

• Abuja, Nigeria –

• Tianjin, China – 11-13 September 2014 ( Fresh Produce-Citrus & Agro-

processing)

• Delhi, India – November 2014

A combination of economies from the BRICS, leading emerging markets and

developed economies have been prioritized.

• China (Beijing/Tianjin)

• India (Delhi)

• Nigeria (Abuja, Lagos)

• Switzerland (Davos) Fresh Produce and Agro-processing, Jewellery

• Singapore/Indonesia –Fresh Produce and Agro-processing

• UAE –Fresh Produce and Agro-processing

• Germany (Frankfurt) Fresh Produce and Agro-processing, Auto ,Energy

• Turkey (Istanbul) leather and agro-processing

• Sri Lanka Common Wealth Business Forum

• Key Desired outcomes

– Increased rand value of exports

116

– Increased rand value of investment

– Job creation

– To ensure successful implementation of the trade and investment BSIV

programme

– To develop and review a brochure of fully costed and bankable projects

annually.

– To develop and review the incentives booklet annually

– To institutionalise the Executive Investment Fast tracking Committee

– To have a business to business matchmaking

– To generate the rand value of trade and Investment business transactions

– To expose small exporters ,emerging exporters and aspiring exporters

(SMME’s , BEE’s ,WE & Cooperatives)

– To showcase value added goods and services with elasticity of demand

– Branding and image building of the City of Johannesburg

3. Incentives Development

In order to increase industrial competitiveness and increase broad participation of enterprises in the economy, the City and the dti provides financial and non-financial support to qualifying companies in various sectors of the economy. Financial support is offered for various activities, including manufacturing , business competitiveness , export development and market access as well as foreign direct investment. The aim is to:

Identify and collate city wide investment incentives

Identify Relevant Incentives from the dti, GEP,SEFA,IDC and DBSA

Annual review existing incentives with relevant stakeholders in the City

Package and market incentives

4. Investment Project Packaging

The project approach is to firstly make an initial review of all the sectors of economic importance as guided by the CoJ. The review will consider the characteristics of each sector including existing infrastructure, competitive benefits, special needs, tax incentives, establishment of new trade partners, labour force skill and capacity as well as present private sector interest in that specific sector. This will be mapped in line with economic corridors of freedom as well as international investors and the strategic targeted market. The potential impact of projects will be considered on the local economy, future growth rates, foreign investment, job creation as well as advantages to previously disadvantaged

communities.

Post the development of a project database the projects will be evaluated for their current degree of project preparation. A project preparation budget will be implemented in order to develop bankable business plans. Additional project preparation will include financial engineering and modelling, legal advice, design work, economic impact and feasibility studies of the projects. Funding strategies will be developed though consideration of possible sources of capital, likely terms as well as projected returns for investors. Due consideration will be given to the availability and extent of CoJ’s internal resources.

117

The business plans will be prepared to the point that it can be presented to external funders to gain commitment and generate appetite for them to conduct a due diligence. In its broad sense, investment programming is a complex concept which covers project identification and prioritisation, project planning and financing, program and project management and monitoring and evaluation, therefore given the complex nature of such an assignment the preferred service provider should demonstrate capability but most importantly the proper fit for this assignment

5. Conducting In-depth Sector Research per Market , Economic Corridor and Formulating a Strategy to Promote and Position Economic Sectors in the City of Johannesburg vis-à-vis Exports and FDI Inflows Aim of project:

a. Creating an in-depth understanding of economic sectors in Johannesburg based on rigorous analysis of past and current performance in order to pragmatically position identified sector opportunities in Johannesburg to attract foreign direct investment to identified economic corridors of freedom

b. The in-depth understanding of identified sectors will be able to inform a detailed strategy of which investors to approach for fostering investment and growth in different sectors, and map/plan of how to implement this

c. Attracting FDI into the City of Johannesburg will have broad spillovers, including across departments of the City, various regions of the City, as well as provincial and national implications

Key components of the project:

d. In-depth Sector Research e. Trade, Investment, Market & Economic Corridor Mapping f. Investment optimization strategy for Corridors g. Services export strategy in line with national integrated export strategy h. Strategy Implementation

118

i. Establishment of the Competitiveness Council j. Trade and Investment roundtables

Green Economy Roundtable

Incentives Roundtable

Competitiveness roundtable

Institutionalisation of the investment fast tracking committee

Tourism roundtable

Exporter development roundtable:

Youth In Export Seminar k. International Investment Forum l. SAITEX Trade Exhibition m. Foodex Japan in partnership with Joburg Market n. Joburg Permanent Trade Exhibition

119

6. Key policies and strategies linked to the priority that guidesTrade and Investment

promotion are as follows:

Follow National, Provincial & COJ Policies & Mandates

IPAP II GEGDS IDP

ASGISA Industrial Policy Framework GDS 2040

(New Growth Path) Econ Dev Pol &Strat Framwk NSDP

Action PLAN 1&2 Region Spatial D Framework Green accord

Procurement Accord Macro Economic Policy National

Development plan Integrated Manufacturing Strategy

Gauteng Employment Growth Development Strategy

7. Job creation & Employment

Reduction in poverty and unemployment

New skills or additional skills development and labour absorption

Small business opportunities & market entry

Low skills requirement for entry into job market

Trade and Investment Promotion

8. Millenium Development Goal 8

9. NEPAD priorities

10. NGP POLICY ALIGNMENT

11. NDP POLICY ALIGNMENT

Aims:

– To create 11mil jobs by 2030

– Reduce unemployment to14% by 2020 & to 6% by 2030

– Increase GDP 2.7 times in real terms between now and 2030

– GDP per capita increase from R50k/person in 2010 to R110k in 2030

– Export volume growth by 6% a year to 2030

– Savings rate should rise from 15% of GDP to 25%

– Gross Fixed Capital rise from 17%-30%

Targets:

– Increase Exports

– Support Small Business

– Improve Education

– Boost Rural Development

– Provide affordable transport

– Reform public health

– Improve labour market

120

STRATEGIC ANALYSIS

Reflection of the previous financial year:

As stipulated by the MFMA, this section should include commentary on the past years

performance and the impact on future performance objectives. Highlight impediments,

achievements and progress against the department/ME priority programmes. Further, a

description of the changes to the service levels and standard over the period covered in the

medium term revenue and expenditure framework.

Analysis:

The aim of this section is to identify the context in which the department/ME plans are

drafted. This is an environmental scan which provides insight into key drivers which will

impact directly on the work of the department/ME. It is recommended that

departments/MEs do a contextual analysis as well as the SWOT analysis of its environment.

This exercise will assist department/ME in understanding forces driving risk and change so

that a response can be developed.

PESTL Analysis:

This analysis reflects on the political, economic, social, technological and legal environment

in which the department/ME operates in. This analysis will assist the department/ME in

answering the following questions:

121

Political:

Politically stable environment

Economic:

Competitiveness

Increasing traffic congestion

High telecommunication costs

Competition from other cities

Physical distance from certain markets e.g. Europe and

Other cities offer more competitive incentives

Investment climate

Ageing local infrastructure e.g. Sewage and rain water drain

systems

Electricity supply constraints

Perceptions of crime

Increasing skills shortage

Volatility of the international financial markets

Technology:

Disruptive and intermittent IT system

Legal:

Strong legal environment

122

Where are we now?

How is the situation in which we operate under changing?

What is likely to happen?

What should we do?

123

Strengths:

Organisational and Institutional

Investment Promotion Unit established

Competitiveness

Geographic position in the SADC region and proximity to

markets in SADC and Sub Saharan Africa

International gateway to the rest of the continent

Home of the largest stock exchange on the continent

Linkages to national, regional and global supply chains

Investment climate

Security of property rights

A stable and working democracy

Functioning court system

English language proficiency

Advanced telecommunications, transport and other

infrastructure

Availability of good educational institutions

Sophisticated financial services system

Opportunities:


Advocating for investment incentive changes with Treasury and

the Directorate of Trade and Industry

Competitiveness

Position as a leading investment destination in

Investment climate

Collaboration with universities and other high learning institutions

to build skills in selected areas

Facilitate investments in upgrading the infrastructure within the

city

Facilitating Investment in upgrading the transport infrastructure

within the city and linking the city to other economic centres in

124

Weaknesses:


Limited financial and human resources within the Investment

Promotion Unit

No direct control over all aspects of the investment climate e.g.

investment incentives

Even though there are relationships with Business chambers

links between the private sector and the TIPD can be improved

Threats:


Failure to manage diffused governance

Traditional investment incentives are managed by national

government

Competitiveness

Increasing traffic congestion

High telecommunication costs

Competition from other cities

Physical distance from certain markets e.g. Europe and

Other cities offer more competitive incentives

Investment climate

Ageing local infrastructure e.g. Sewage and rain water drain

systems

Electricity supply constraints

Perceptions of crime

Increasing skills shortage

Volatility of the international financial markets

125

The ‘SWOT Analysis’ considers the department/ME internal strengths and weaknesses in

relation to the external opportunities and threats. Some of the opportunities and threats

might have emerged from the contextual analysis that would have been done.

Strength: What do we do well?

Weakness: What do we not do well?

Opportunity: Where can we improve?

Threat: If we do not improve, what is likely to happen?

126

Key Success Factors vs. CoJ Objectives

Key Factors in order of priority for the City of Joburg Trade & Investment

Market Share 95% 0.5% 0.5% 3%

Key for Success CoJ other other other

1 Situational analysis(Swot,Pestie) Strong

2 Identify opportunities Strong

3 Manage operational activities Strong

4 Buy-in and teamwork Strong

5 Motivated Staff Ave

6 Quantity of skilled staff Ave

7 Financial Muscle/Budget Strong

8 Align B/plan with vision Weak

9 Identify 5 flagship projects/year Strong

10 Establish and manage staff Strong

127

PESTL Analysis:

This analysis reflects on the political, economic, social, technological and legal environment

in which the department/ME operates in. This analysis will assist the department/ME in

answering the following questions:

Where are we now?

How is the situation in which we operate under changing?

What is likely to happen?

What should we do?

SWOT Analysis:

The ‘SWOT Analysis’ considers the department/ME internal strengths and weaknesses in

relation to the external opportunities and threats. Some of the opportunities and threats

might have emerged from the contextual analysis that would have been done.

Strength: What do we do well?

Weakness: What do we not do well?

Opportunity: Where can we improve?

Threat: If we do not improve, what is likely to happen?

128

2014/15: IMPLEMENTATION AND PERFORMANCE OVERVIEW

This section outlines the critical path to be followed by the department/ ME in the year

ahead. As the title suggests, this should the “what”, the “why”, the “when”, and the “how” as

well as the desired outcomes. As outlined in the MFMA the following key areas should be

covered:

Measurable objectives;

Expected outcomes;

Programme outputs and targets of the institutions programmes;

Projects aligned to priorities

Performance measurements

Quarterly cumulative targets

The table below can be used as a guide to present in summary this information.

129

JOBURG 2040 OUTCOME: An inclusive, job-intensive, resilient and competitive economy that

harnesses the potential of citizens

Joburg 2040 outcome: An inclusive, job-intensive, resilient and competitive economy

Key Priority Long term

impact (Joburg

2040 related

output)

IDP programme Key

Performance

Indicator

(2013/16)

Target (2013/16) Baseline

(2006/11)

Target 2013/14

financial year

Target 2014/15

financial year

Target

2015/16

financial

year

2014/15 Budget (per programme)

Capex Opex

SMME and Entrepreneurship Development

Promotion and support to small business Job intensive economic growth

Number of SMME and Entrepreneurs that are supported by the COJ and other Agencies Number of permanent jobs created Number of SMME hubs launched

7 SMME Hubs 12 Sector-based Incubators 15 000 SMME and 150 Cooperatives supported by COJ and other agencies 5 000 jobs created by SMME supported

10 000 SMME supported across City Depts. & ME 15 000 sustainable jobs created by supported SMME A measured improvement in the rate of job creation by SMME

1250 SMME supported

4 000 SMME 5 000 SMME 10 000 SMME

Nil R5m

SMME and Entrepreneurship

Promotion and support to small business

Linear Markets Number of linear markets implemented

5 Linear Markets implemented

New 0 5 Linear Markets implemented in the Inner City or Corridors

5 Linear Markets Implemented

R50,58m Nil

Creation of Work Opportunities using the EPWP Incentive Grant

Creation of 35 000 Work Opportunities 2012/2013 Creation of 50 000 Work Opportunities

Creation of 50 000 Work Opportunities 2013/2014

Creation of 50 000 Work Opportunities created

Creation of 50 000 Work Opportunities

Nil R36.492 000

130



impact (Joburg

2040 related

output)

IDP programme Key

Performance

Indicator

(2013/16)


(2006/11)

Target 2013/14

financial year

Target 2014/15

financial year

Target

2015/16

financial

year


Capex Opex

2013/2014

Joburg Broadband Network(JBN)

Reduce cost of doing business Reliable fast broadband infrastructure

Access and connectivity

% reduction in the CoJ telecommunication costs by 30 June 2016

20% reduction in CoJ telecommunication costs

Terms of references Appoint Service Provider

Migration Plan and Audit verification of the Broadband fibre optic network

Migration to phase City service unto the broadband network

Nil R50m (still to be requested)

Green Economy Deliver a thriving Green and competitive Economy that maximises government and private sector assets such as land to create green industries, green jobs and green SMME entrepreneurs.

Sector Diversification, Productivity and Competitiveness Support – Green Economy

Deliver a thriving Green and competitive Economy that maximises government and private sector assets such as land to create green industries, green jobs and green SMME entrepreneurs.

Number of SMMEs (artisanal and apprentices) re-oriented and trained in green skills Number of SMMEs/co-ops facilitated with opportunities in the green sector; Number of jobs facilitated in the roll out of City wide green infrastructure initiatives and through the demand created by the City’s green procurement and practices

Green Re-orientation Facilitated Staff costs Green Economy and Incentives Policy and Stakeholder facilitation

Research in emerging green sectors Green procurement reform facilitated to empower SMMEs uptake

Two (2) newly identified green industries and implemented

Nil R7m

Buy Sell Invest and Visit Trade & Investment Promotion,

Increased competitiveness of the City’s economy

Investment Promotion Targeting WEF and CBF summits and

Increased Rand value of trade and investment and/or business transactions

R1 billion value of Investment and /or business transactions facilitated

R1 billion value of Investment and /or business

R300 million value of business transactions and/or



Nil R2m

131



impact (Joburg

2040 related

output)

IDP programme Key

Performance

Indicator

(2013/16)


(2006/11)

Target 2013/14

financial year

Target 2014/15

financial year

Target

2015/16

financial

year


Capex Opex

Attraction, Business Retention Expansion

sector specific roundtables (Buy Sell Invest and Visit Joburg)

facilitated. Increased number of jobs facilitated

transactions facilitated

investment attracted 2630 construction jobs 4602 permanent jobs



Rejuvenation of the inner City

ICPS Properties released for development

New target Property released for development

4 properties 6 properties R11m Nil

Increased inner city competitiveness and commercialisation of economic activity nodes within the corridors

Catalisation of economic activity nodes in priority corridors through commercialisation

Mapping financial modelling , overlaying of commercialised concepts for investment optimisation

10 000 jobs 60 SMME’S

10 000n jobs 60 SMME’s

nil 5000 5000

Institutionalisation of Executive Investment Fast tracking Committee

Executive Investment fast tracking Committee institutionalised

Executive Investment fast tracking Committee institutionalised

Report approved by Sub mayoral committee

Report approved by mayoral committee ,launch and operation

Operationalisation

Nil R100K

132



impact (Joburg

2040 related

output)

IDP programme Key

Performance

Indicator

(2013/16)


(2006/11)

Target 2013/14

financial year

Target 2014/15

financial year

Target

2015/16

financial

year


Capex Opex

Increased export and sector competitiveness of the City’s economy

Trade Promotion SAITEX & Foodex Japan Exhibition and Joburg Permanent Trade Exhibition and targeting sector specific roundtables

Rand value of business transaction

R1.5 billion value of business transactions


R600 million value of business transactions



Nil R2m

Increased export and sector competitiveness of the City’s economy

Trade Promotion SAITEX & Foodex Japan Exhibition and Joburg Permanent Trade Exhibition and targeting sector specific roundtables

Rand value of business transaction






Nil R2m

133



impact (Joburg

2040 related

output)

IDP programme Key

Performance

Indicator

(2013/16)


(2006/11)

Target 2013/14

financial year

Target 2014/15

financial year

Target

2015/16

financial

year


Capex Opex

Increased investment competitiveness of the City’s economy

Develop an investment optimisation strategy for economic corridors

Implementation of the investment optimisation strategy for economic corridors

Investment optimisation strategy

Investment optimisation strategy

Investment optimisation strategy implemented

Implementation

Nil R3m

134

PRIORITY 5: ENGAGED ACTIVE CITIZINERY

This priority is focused on residents’ daily experiences as they interact with the municipality. The engaged active citizenry concept advances a simple principle and notion that every resident of the City is an important stakeholder and deserves to be heard and engaged with consistently on matters of public governance and service delivery. In return, every resident is expected to be an active and responsible participant in shaping the future of the City and the general well-being of society. Through mutual coproduction the City aims to continue working together with communities to produce better outcomes. These depend upon using diverse skills and expertise of both the professionals and residents. This is particularly valuable where problems cannot be easily solved with standard solutions. A ward-based approach to active citizenry is envisaged, using a multi-centric model to promote active and participative citizenry embedded on a better understanding of residents’ needs and issues. In addition, organisational culture change, pro-active engagement, continuous citizen interaction, creation of social capital, community based planning and budgeting, advancing the ideals of responsible citizenry, civic education and empowerment will be focused on through this priority. Key outcomes

Active citizenry showing inspirational leadership at all level of society;

Enlisting of community based structures to re-energise the City and develop the interest of shared responsibility and values for the development of the city and neighbourhoods;

Creation of social compact and effective urban governance;

Enhancement of the vision of a caring municipality;

Meaningful state-society engagement;

Promote values of responsible citizenship and solidarity; and

Mobilisation of communities to take charge of their future and assume responsibility for outcomes.

135

Priority

programmes

Projects Intended

impact of

project

Key Project

Performanc

e Indicators

Measurement

unit

Baseline 2014/15

Performance

Target

Cumulative performance targets

(Tangible, measurable targets that fulfil requirements of

being SMART)

Quarter1 Quarter2 Quarter3 Quarter4

Engaged Active Citizenry

Citizen Relationship and Social Mobilisation

Active citizenship and social mobilisation

Implementation of city wide engaged active citizenry action plan

% implementation

70% 29

100% implementation of engaged active citizenry priority mobilizing 13 000 people to become active, patrons and local champions for sustainable and better communities

Finalise and approve city wide integrated priority programme action plan

50% implementation city wide targeting 3000 citizens



Integrated service delivery monitoring and performance assessment in line with service standards

Improved citizen satisfaction

Achievement of the Customer Charter Service Standards by reporting Department and MEs focusing on service delivery

% achievement of the Customer Charter Service Standards

70% achievement of the Customer Service Charter Standards

3090%

achievement of the Customer Service Charter Standards

60% 70% 80% 90%

29 Engaged Active Citizenry action plan to include CBP community conversations, GDS outreach, City PIPs, civic empowerment, self- reliance community initiatives, active citizenship, proactive

leadership outreach and reinforcement programme, strategic partnerships and public awareness

30 The achievement of the target solely depends on the delivery and performance by reporting departments and MEs

136

Priority

programmes

Projects Intended

impact of

project

Key Project

Performanc

e Indicators

Measurement

unit

Baseline 2014/15

Performance

Target

Cumulative performance targets

(Tangible, measurable targets that fulfil requirements of

being SMART)

Quarter1 Quarter2 Quarter3 Quarter4

Engaged Active Citizenry

Community Based Planning

Community Based Planning

Active and responsible citizenship

% percentage coordination and implementation facilitation of approved CBP Catalyst Projects

New 31

100% coordination and facilitation of CBP Catalyst and Partnership Projects

Finalised region based roll out plan of CBP Catalyst and Partnership Projects

30% implementation

70% implementation

100% implementation

31

The CBP strategic partnership projects are subject to approval of such projects by the City following community engagements

137

PRIORITY 5: RESOURCE SUSTAINABILITY

JOBURG 2040 OUTCOME: Provide a resilient, liveable, sustainable urban environment – underpinned

by infrastructure supportive of a low-carbon economy

Resource Sustainability: Description and Focus

Economic growth is strongly interrelated with the demand for water,

electricity, liquid fuel and mining and the resultant generation of

waste.

Managing natural resources as either pristine resources or as

valuable economic commodities is the prime objective of this Priority

with a focus on the consequences of using these natural resources

for human activity. Human actions are depleting Earth’s natural

capital, putting strain on the environment that the ability of the planet’s

ecosystems to sustain future generations can no longer be taken for

granted.

This means that the City has an obligation to ensure ecological

sustainable development and the use of natural resources while

furthering justifiable economic and social or human development for

purposes of survival and prosperity.

Johannesburg population will grow from 4.4 million people (2010/11)

to 5.5 million in the next ten years (2020). Taking current capacity

levels into consideration most of the infrastructure to support this

growth must therefore still be provided in years to come.

It is now the opportune time to ensure that such infrastructure are

sustainable, resilient and of a low carbon nature.

The City needs to explore and invest in new innovative measures that

will not only protect the City’s life-supporting ecosystems, but will

enhance the quality of life of its citizens. The concept of resource

sustainability includes the following key elements:

Climate change and air quality

Water security and water resource management

Biodiversity

Ecological infrastructure and open spaces

Integrated waste management

138

Key outcomes:

Reduce impact on climate change and supply of an energy mix

(diversification)

Acceptable levels of clean air

Improved and protected water courses

Water Conservation and Demand Reduction

Protection of biodiversity

Ecologically functional open space system and equitable provision of

recreational open spaces

Reduce waste to landfill sites and increasing recycling initiatives

Behavioural change around demand side management (DSM) and

environmental sustainability

Broad Assumptions

Politically-driven governance model to ensure long-term regional

focus

Joburg in the short term incrementally builds towards the city-region

through the 3 decades

Joburg will adapt NDP 2030 into its planning horizons from 2014

Decade 2 provides the NDP tie-in and delivery based on current NDP

The City needs to explore and invest in new innovative measures that

will not only protect the City’s life-supporting ecosystems, but will

enhance the quality of life of its citizens. The concept of resource

sustainability includes the following key elements:

139

Key Performance Area Policy Framework Regulatory Framework

Respond to climate change impacts.

Long-term Mitigation Scenarios for SA, 2007

Climate vulnerability assessment & action plan, 2008

Climate Change Adaptation Plan, 2009

SA Integrated Resource Plan, version 2, 2010

Discussion Paper on Carbon Tax for SA, 2010

National Climate Change Response White Paper, 2011

Energy & climate change Strategy & Action Plan, 2013

None

Air pollution reduction 2010 Air Quality Management Plan (to be reviewed in 2014/15 FY))

National Environmental Management: Air Quality Act, 39 of 2004

Air permitting & licensing (By-laws)

140


Demand side management (water and energy)

National White Paper on Energy, 1998 National Energy Efficiency Strategy, 2005 Energy Efficiency Design Guidelines for

buildings, 2008 Energy Demand Side Management Policy,

2012

Water Conservation & Demand Management (Accelerated Water Conservation and Demand Management Strategy towards 2014), 2012

National White Paper of Renewable Energy Policy, 2003

National Energy Bill, 2008

Strategic Framework For Water

Services , September 2003 National Water Services

Regulation Strategy, 2010

Protection of the ecological reserve and river ecosystems and conservation of water resources

Catchment Management Policy (2008) Wetland Protection & Management Plan

(2009) State of Rivers Report (2010)

Stormwater By-laws Stormwater manual

Biodiversity conservation and enhancement of ecosystem goods and services

Biodiversity Strategy & Action Plan (2009) Open Space Management Framework

(2008) Bioregional Plan (2011)

Constitution (Act 108 of 1996) The National Environmental

Management Act (Act 107 of 1998)

National Environmental Act (Protected Areas Act)

Conservation of Agricultural

141


Resources Act Environmental Conservation

Act Municipal Systems Act (Act 32

of 2000

Integrated waste management and regulation of the city’s waste streams

Integrated Waste Management Policy & Plan, 2011

National Waste Management Strategy,2011

Waste Management Act 59 (2008)

Waste Management Bylaws (2013)

Integration and mainstreaming of environmental issues

Requirements for High Density Areas Environmental Management Frameworks

for priority areas State of the Environment Report – 2014

(underway)

142

Annexure A: Implementation Plan: Resource Sustainability

Programme CLIMATE CHANGE, AIR QUALITY AND ENERGY PROGRAMME ( Flagship Programme)

Problem Statement Increase in atmospheric Green House Gas (GHG) emissions & High levels of air pollution High impact on Climate Change and vulnerability Declining revenue base from electricity sales

Desired Outcome Reduction in atmospheric greenhouse gas emissions/ carbon footprint Identification of opportunities and revenue streams created by Clean Development Mechanisms (CDM) under Kyoto Protocol Adaptation to the impacts of climate change by increasing resilience

Impact Indicator % Reduction in GHG emissions % Impact on enhanced resilience

Baseline Used national baseline (5-10% reduction by 2020), developing a Joburg baseline through Global Protocol for GHG emissions for Communities (GPC) measurement process

Key Performance Indicator

(2013/16) Projects / interventions Target

(2013/16) Baseline (2007/11)

MtCO2

Target 2013/14 FY

2014/15 Budget (per programme) 2015/16 target

Opex Capex

Sector: Energy % Reduction in GHG emissions as a result of purchasing less electricity from coal-base source (ESKOM)

Roll-out of Solar water heaters (City Power)

15% 8% new R50m R7.9m 15%

Retrofitting council-owned buildings (City Power)

5% 3% New To be confirmed

To be confirmed

5%

Sector: Transport % Reduction in GHG emissions from council owned fleet

Rollout for BRT Metrobus green fuel and other transport

30% 26% New To be confirmed

To be confirmed

30%

Sector: Water % Reduction in GHG emissions from

Installation of biogas plant at other WWTW’s (Joburg Water)

10% 7% new To be confirmed

To be confirmed

10%

143


Projects / interventions Target (2013/16)

Baseline (2007/11)

MtCO2

Target 2013/14 FY


Opex Capex

WWTW’s Sector: Waste % Reduction in GHG emissions from waste to energy

Harvesting landfill gas to energy (EISD)

20% 7% 10% Nil Nil 20%

Conversion of organic waste to energy (Fresh Produce)

7% new To be confirmed

To be confirmed

7%

Sector: Biodiversity % Reduction in GHG emissions from waste to energy

Tree planting – 20 000 20% 20 000 trees planted

t.b.c t.b.c 20%

144

Programme WATER DEMAND MANAGEMENT

Problem statement Limited water supply (limited resources)

Desired Outcome Adequate water supply for urban use

Impact Indicator Maintain supply volumes at the approved extraction volumes (WUL allows for 1570Ml/day by 2020)

Baseline 2013 (Actual volumes extracted)

Key

Performance Indicator (2013/16)





Opex Capex

Limit daily usage of water (not to exceed target of 1500ML/day

Interventions to reduce water losses (non-revenue water)

6% Reduction32 (from 31% losses to 25% losses)

New

(12/13 NRW= 40.7%)

JW still using % UFW for this year and target is 29%

R98 286 25%

Interventions to increase the use of rain water harvesting:

Households (JW)

Institutions (EISD)

TBD TBD New TBD

Increase in Ground water TBD TBD New TBD

32

15.7% reduction = ± 246.49 Ml/day

145

Key Performance

Indicator (2013/16)





Opex Capex

supply from alternative sources (additional ML/day)

(exploring phase)33

Programme RIVER HEALTH & ECOLOGICAL INFRASTRUCTURE

Problem statement Poor state of river health (water quality, aquatic life, erosion, sedimentation, alien vegetation etc.) Fragmentation and degradation of open space networks and associated ecological infrastructure

Desired Outcome To improve the ecological state of rivers Well managed and ecological functional open space system and equitable provisioning of open spaces contributing to livable communities

Impact Indicator

Number of water courses rehabilitated to improve river health (measured in terms of present ecological status class which is an aggregate of the total river health including water quality, aquatic life, habitat integrity, riparian vegetation)

% increase in secured and well managed open space

Baseline 2 Water courses improved; 5 % Reduction of E.coli in Water Quality Hotspot Areas State of river Report 2010: Improvement of PESC; Klipspruit Environmental Management Framework Report; Jukskei Environmental Management Framework Report


Projects / interventions Target (2013/16) Baseline (2006/11)


2014/15 Budget R‘000 (per programme)

2015/16 target

Opex Capex

Number of water courses

Various interventions34

Number of river health monitoring

New New Nil Nil Improve 2 river health monitoring points

33

An investigation into the feasibility of ground water is included in the EISD business plan for 2014/15

146


Projects / interventions Target (2013/16) Baseline (2006/11)


2014/15 Budget R‘000 (per programme)

2015/16 target

Opex Capex

rehabilitated points improved from a lower class to a higher class35

River clean-ups (EISD)

8 River clean-ups conducted

New 3 River clean-ups

R4.6 mill R40 mill 4 River clean ups

Rehabilitation projects

Number of rehabilitation projects completed

New 2 7 projects completed

Jobs created in river health programme (EISD)

450 350 150 500

2011/12 2012/13 2013/14 2014/15 2015/16

POLLUTION CONTROL (RIVER CLEANUP) 1. Alexandra

Jukskei River: Litter and Debris control

POLLUTION CONTROL (RIVER CLEANUP) 1. Diepklooof (Bailey

Spruit tributary of klip river): Litter and Debris control

2. Lower Jukskei river in Diepsloot: Litter

POLLUTION CONTROL (RIVER CLEANUP) 1. Diepkloof (Bailey


2. Lower Jukskei river in Diepsloot : Litter and

POLLUTION CONTROL (RIVER CLEANUP)

1. Diepkloof (Bailey


2. Lower Jukskei river in Diepsloot

POLLUTION CONTROL (RIVER CLEANUP)

34

Various types of interventions are being undertaken to improve the quality of water courses. These interventions include pollution control (river clean-ups),

and rehabilitation projects such as fencing, embankment repairs and impoundment repairs, wetland rehabilitation, silt control, etc.

35 A new measurement to determine the general river health in a broader context is being explored. It must be determine in terms of the desired state of a

river which is based on the Present Ecological State (PES) and the viability of improving the PES.

147

2011/12 2012/13 2013/14 2014/15 2015/16

and Debris control 3. Weltevreden Park:

Litter and Debris control

4. Bruma Lake: Litter and Debris control

Debris control 3. Pampoen spruit

tributary of little jukskei river in Kysands: Litter and Debris control

4. Kaalspruit: Litter and Debris control

Diepsloot: Litter and Debris control

3. Pampoen spruit tributary of little jukskei river in Kysands: Litter and Debris control

4. Klip river

REHABILIATION 2. Kelland:

rehabilitation of wetland

3. Zola Wetland: rehabilitation of wetland

REHABILIATION 5. Orlando dam:

removal of alien invasive and fencing the conservation area

6. Zoo Lake: desilting of silt pond

7. Zola Wetland: rehabilitation of wetland

REHABILIATION 5. Bruma Lake:

rehabilitation of the lake 6. Zola wetland:

rehabilitation of wetland

REHABILIATION 5. Bruma lake:

rehabilitation of the lake

6. Mshenguville: Wetland rehabilitation

7. Princess Dump: rehabilitation measures to improve the water quality of

REHABILIATION 1. Mshenguville –

cont.: Wetland rehabilitation

2. Princess Dump- cont.: rehabilitation measures to improve the water quality of Klip river

3. Cottesmore Wetland Rehabilitation

4. Diepsloot Wetland Rehabilitation

5. Soweto Klipriver Klipspriut Rehabilitation

6. Alexandra/ Modderfontien/ Lombardy East New Ecological Infrastructure: Jukskei River

148

2011/12 2012/13 2013/14 2014/15 2015/16

Rehabilitation 7. Orange Farm New

Ecological Infrastructure: Klip River and wetland Rehabilitation

149

Programme BIO DIVERSITY PROTECTION

Problem statement Loss of biodiversity and associated ecological goods and services (flood attenuation, pollination, prevention of heat island effects, climate change resilience)

Desired Outcome Ensure persistence of ecological goods and services

Impact Indicator % of critical Biodiversity areas protected (Total area = 30,349ha). (10% protection by 2020)

Baseline Bioregional plan (high level identification and spatial representation of critical biodiversity areas in Bioregional plan) Biodiversity strategy and action plans

Key

Performance Indicator (2013/16)


Target (2013/16)

Baseline (2006/11)



Opex Capex

% of critical Biodiversity areas conserved

Proclamation of Protected Areas (EISD)

5% of total metropolitan conserved under the Protected Areas Act

No areas currently conserved under the Protected Areas Act

2% of total metropolitan conserved under the Protected Areas Act

R1 500 5% of total metropolitan protected under the Protected Areas Act

Alien and invasive control (EISD through JZP)

50% of Alien and Invasive species infested land cleared

nil 25% of Alien and Invasive species infested land cleared

R3 500 50% of alien and invasive species (AIS) infested land cleared

150

Programme INTEGRATED WASTE MANAGEMENT PROGRAMME ( Flagship Programme)

Problem Statement Increasing waste generation and lack of landfill space

Desired Outcome Reduce waste to landfill site

Impact Indicator % Reduction in waste disposal by landfill (70% by 2020)

Baseline 8% of total waste disposed at landfill site

Key Performance

Indicator (2013/16) Projects /

interventions Target

(2013/16) Baseline (2006/11)


2014/15 Budget (per programme) R’000

2015/16 target

Opex Capex

% Reduction in Waste generation

Separation at source (household & garden waste Pikitup)

20% waste reduction (EISD & PikitUp)

8% 15% waste reduction (household, garden & commercial waste)

R500 (EISD) 20% waste reduction

Commercial waste recycling (EISD)

Establishment of waste-to-energy plant

To be determined (EISD)36

Feasibility study

To be determined Nil Nil To be determined

Number of Jobs created in waste management sector

Jobs created in recycling economy

1000jobs 1434 1000jobs created (cumulative)

Nil Nil 1000

36

Volumes of waste diverted unknown at this stage. Feasibility study underway to establish a plant – see Business Plan.

151

PRIORITY 6: SMART CITY (DRAFT)

The objective of this priority is to build Johannesburg as a smart city that provides services that are easy to access and use, while being efficient and responsive in an open and transparent way. A smarter City of Johannesburg will be based on promoting social development, service delivery efficiency, better decision making, stimulating economic activity, active citizen participation and creating a sustainable & liveable environment for its citizens. The Smart City Strategy Roadmap has been drafted as the City’s guiding document towards a holistic smart city approach which is cross domain & multidisciplinary, citizen and people oriented (active engagement), leveraging local infrastructure, connectivity, resources and providing a common underlying smart platform (interoperable). The roadmap defines a number of focus areas in creating a smarter City of Johannesburg starting with the following catalytic projects;

Smart Institution (creation of real-time platform that ensure business process

integration in terms of data governance, ICT architecture, skills development

and change management)

Smart Public Safety (creation of a safer city through the deployment of

technology & intelligent law enforcement)

Universal Access (utilise technology to eradicate digital divide and

connectivity

Green Intelligent Infrastructure/Smart Technology (focus on resource

sustainability/ automated meter reading/ connectivity and communication tool)

Mobility/ Intelligent traffic management (an integrated approach for improving

the flow of traffic through network enabled traffic lights that are synchronized

and adapting to the actual traffic load)

Citizen Engagement (platforms that promote active engagement with citizens

as co-creators, improved communication, accessible information and

services)

Innovation (research support on smart city trends);

Key outcomes:

CoJ a technologically competent institution (cutting edge SMART technology,

innovation and knowledge, skills generators, research and business

intelligence)

Johannesburg a Smart City with enhanced service efficiencies and

productivity which is maintained as the norm ;

Augmented CoJ Information, Communication and Technology (ICT) systems

and services to support and enhance citizen active involvement and

engagement;

152

Sustained provision of municipal services to households utilising the

broadband infrastructure;

Job creation through improved economic development environment; and

Achieved green economy (resilience and resource sustainability).

153

Joburg 2040 outcome: An inclusive, job-intensive, resilient and competitive economy that harnesses the potential of citizens

Long term

impact

(Joburg 2040

related

output)

IDP

programme

Key

Performan

ce

Indicator

(2013/16)

Target

(2013/16)

Projects /

intervention

s

Target 2013/14

financial year

Target 2014/15

Financial year

2014/15

Budget (per

programme)

2014/15 target

Cap

ex

Opex Q1 Q2 Q3 Q4

A smart city of

Johannesburg

that is able to

deliver quality

services

Creation of a

smart

institution

% creation

of a Smart

Institution

100%

creation of

a Smart

Institution

New 100% integration of business processes/ architecture and application systems

25% ? 50% ? 75% ? 100% ?

80% creation of

a single

platform that

provides unified

data repository

(intelligent data,

and data

management)

20% ? 20% ? 20% ? 20% ?

154


Long term

impact

(Joburg 2040

related

output)

IDP

programme

Key

Performan

ce

Indicator

(2013/16)

Target

(2013/16)

Projects /

intervention

s

Target 2013/14

financial year

Target 2014/15

Financial year

2014/15

Budget (per

programme)

2014/15 target

Cap

ex

Opex Q1 Q2 Q3 Q4

A smart city of

Johannesburg

that is able to

deliver quality

services

Integrated/ intelligent smart technology

% reduction of crime through creation of an Intelligent Operation Centre by 30 June 2016

20% reduction of crime leveraging from smart technology offered by the Intelligent Operation Centre by 30 June 2016

Intelligent Operations Centre (IOC)

Operability of the CCTV section of the IOC by June 2014

10% reduction of crime leveraging from smart technology offered by the Intelligent Operations Centre by 30 June 2015

Policing

linked to

IOC

technolo

gy &

intelligen

t law

enforcem

ent (data

analytics

an

preventat

ive

interventi

ons

Policing linked to IOC technology & intelligent law enforcement (data analytics and preventative interventions



155


Long term

impact

(Joburg 2040

related

output)

IDP

programme

Key

Performan

ce

Indicator

(2013/16)

Target

(2013/16)

Projects /

interventions

Target

2013/14

financial year

Target 2014/15

Financial year

2014/15

Budget (per

programme)

2014/15 target

Cape

x

Opex Q1 Q2 Q3 Q4

A smart city of

Johannesburg

that is able to

deliver quality

services

Access and connectivity

% reduction in the CoJ telecommunication costs by 30 June 2016

20% reduction in CoJ telecommunication costs

Terms of

reference and

appointment of

service

provider

10% reduction

of the

telecommunic

ation costs

%

access

to

affordabl

e internet

access

to

libraries,

househol

ds and

100%

access to

affordabl

e internet

access to

libraries,

other CoJ

facilities,

selected

public

Wi-Fi hotspots, connectivity using city broadband infrastructure

broadband infrastructure roll out

50%

eradication

of the digital

divide(univer

sal access to

libraries

other CoJ

facilities,

public

spaces ,

All targeted

buildings/

BRT stations

and public

spaces

connected

(%

eradication

of the digital

156


Long term

impact

(Joburg 2040

related

output)

IDP

programme

Key

Performan

ce

Indicator

(2013/16)

Target

(2013/16)

Projects /

interventions

Target

2013/14

financial year

Target 2014/15

Financial year

2014/15

Budget (per

programme)

2014/15 target

Cape

x

Opex Q1 Q2 Q3 Q4

other

CoJ

facilities,

public

spaces,

BRT

stations,

zoo,

parks,

spaces,

48 BRT

stations,

zoo and

selected

parks.

BRT

stations, zoo,

parks, etc)

divide)

A smart city of Johannesburg that is able to deliver quality services


% coverage of traffic lights as part of traffic management improvement

New

Conceptualisation of Mobility/ Intelligent traffic management approach

?

?

?

?

157

Long term

impact

(Joburg 2040

related

output)

IDP

programme

Key

Performan

ce

Indicator

(2013/16)

Target

(2013/16)

Projects /

intervention

s

Target 2013/14

financial year

Target 2014/15

Financial year

2014/15

Budget (per

programme)

2014/15 target

Cape

x

Opex Q1 Q2 Q3 Q4

A smart city of

Johannesburg

that is able to

deliver quality

services


Number of

household

s

connected

to

electricity

smart

meters

250 000

households

connected

to electricity

smart

meters by

30 June

2016

Migration of

LPU

metering

data to the

new MDMS

platform

Installation

of smart

meters in 52

suburbs /

50 000 meters

and Metering

Data

Management

System to be

installed by

June 2014

25 000

(150 000

domestic

meters installed

cumulative to

end June 2015)

R550

m

100,0

00

meter

s for

2014/

15 FY

20 000 30 000 25 000 25 000

158

Long term

impact

(Joburg 2040

related

output)

IDP

programme

Key

Performan

ce

Indicator

(2013/16)

Target

(2013/16)

Projects /

intervention

s

Target 2013/14

financial year

Target 2014/15

Financial year

2014/15

Budget (per

programme)

2014/15 target

Cape

x

Opex Q1 Q2 Q3 Q4

townships

%

reduction

of billing

costs

40%

reduction in

electricity

billing costs

by 30 June

2016

Reduce billing costs by 10%

Reduce billing

costs by 12%

Reduce

billing

costs by

12%

%

improveme

nt on

electricity

consumpti

on

payment

levels

96.2%

increase in

electricity

consumptio

n payment

levels by 30

June 2016

Increase

electricity

payment levels

to 96%

Increase

electricity

payment levels

to 96.2%

Increase

electricity

payment

levels to

96.2%

159

Page 160 of 359

PRIORITY 10: SAFER CITY

JOBURG 2040 OUTCOME: Improved quality of life and development driven resilience for all

1. Overview

A Safer City approach encompasses a range of multi-disciplinary approaches and

collaborative interventions in order to address the challenges associated with crime,

violence, human security, vulnerability and resilience.

To enhance urban safety a number of key interventions and approaches will guide the City

to drive a different future, using a Safer City approach.

The City interprets one of its mandates of creating a safer city to include, investment in

public safety through community development, urban design and management, the

protection of vulnerable groups, infrastructure upgrades, improvements to by-law compliance

and enforcement, and responding to emergency and disaster situations.

Safe communities will be achieved through integration of these mandates. The Safer City

approach is dependent on enduring partnerships both within and outside of government.

Safety intersects with a number of pillars in the GDS and has mutual dependencies with

being a smart city, resilient city, social, competitive city, developmental city, liveable city and

the manner in which the drivers reflected in the City’s priority IDP programmes are

supported.

The Jo’burg 10Plus initiative, will serve as the mechanism to strengthen the implementation

of the Safer City priority, based on an integrated and multi-disciplinary approach, in dealing

with crime, violence and safety and security in Johannesburg. Through this approach law

enforcement will be well positioned to identify and report safety problems such as broken

street lights or unsafe buildings to relevant authorities through joint forums.

Building safer communities will require community participation and partnerships both within

and outside of government. Jo’burg 10Plus is further supported by the “Engaged Active

Citizenry” and “Sustainable Human Settlements and Urbanization” programmmes, which will

promote safety as a common responsibility for all citizens by building a culture of prevention.

Engaging the communities to co-manage the spaces they use and building ownership in the

city through its community based planning approach and citizen interaction will foster

Page 161 of 359

participatory processes of engaging the citizens in the planning and design of their

neighbourhoods.

1.1 Objective

The over-arching objective of this priority is to promote and create a safe, healthy, secure

and resilient environment for all citizens.

Important aspects of securing the safety of citizens include the need for citizens:

To be safe from crime;

To feel safe while travelling, as drivers, pedestrians, and passengers;

To feel safe in public spaces;

To be safe from fires and emergencies;

To be safe from the effects of natural and un-natural disasters;

1.2 Alignment to the GDS 2040

The Safer City programme contributes to outcome 1 “improved quality of life and

development driven resilience for all”, which has the following specific outputs specified by

the GDS:

a) Reduced poverty and dependency

b) Food security that is both improved and safeguarded

c) Increased literacy, skills and lifelong learning amongst all our citizens

d) Substantially reduced HIV prevalence and non-communicable diseases – and a society characterised by healthy living for all

e) A safe and secure city

f) A city characterised by social inclusivity and enhanced social cohesion

Page 162 of 359

1.3 Strategic focus areas

The following Safer City Programmes will form the basis for the City’s interventions in

targeted projects and programmes.

Programme 1: Enabling Safety through Urban Design, Management and Governance

Building safe communities and neighbourhoods require a multi-dimensional focus.

In this respect the reflection on safety as a spatial issue of design and purpose and

management is an important aspect of making communities safe. Sustainable community

safety approaches will entail environmental (re)design (CPTED) and management strategies

combined with place specific interventions informed by safety audits.

Through the development of safe design and management guidelines, City planning projects

and programmes will strengthen the safety lens/components of how it fosters sustainable

communities and neighbourhoods.

Benefits from more integration of community needs and ideas into the earlier phases of

design and planning, particularly for places that have the intention of collective use will

promote generic and situation-specific collaborative good practices. Parks, transport hubs,

community centers, service access points and shopping centers will be designed to meet

community needs, while incorporating principles of safe design; light, access and intended

user needs will be primary concerns for new developments. Connecting social well-being

with place will be important to improve liveability in the City.

The Transit Oriented Development (TOD) approach to urban planning will seek to be safety

conscious especially for women, children and the elderly in order to facilitate the use of

public transport and more public space usage. A TOD approach will support a safe and

healthy lifestyle as it aims to promote less car use, more dense use of urban spaces and

more public spaces as well as more walking and cycling

Page 163 of 359

Desired Outcome:

Changing the conditions in neighbourhoods by reducing opportunities that influence

offending and victimization through applying sensible urban safety principles.

Programme 2: Creating a Safe and Resilient City

Key Focus Areas:

• Resilient City

The reduction of the city’s most prevalent risks through data collection, mitigation plans,

education and awareness initiatives will be an important focus in building resilient

communities better prepared in times of disaster management.

• Healthy City

In addition to fostering a safe and resilient city, the focus of this programme will also be on

building a healthy city through interventions aimed at reducing prevalence of communicable

diseases.

• Smart Safety

The focus on smart safety through the establishment of a “Joint Intelligence Operations

Centre” (IOC) will enable the City to enhance early warning systems; establish good data

systems and GIS Platforms and integrate real time data from different Departments and

MOE’s , in order for City departments to respond effectively to service delivery, public safety

and security issues.

The collection and collation of relevant and reliable information will form an important

platform for reporting, monitoring and evaluation of safety initiatives in the City.

Desired Outcome:

A safe, healthy and resilient city

Programme 3: Policing Public Spaces

Key Focus Areas:

• Winning back the Streets

Page 164 of 359

The City is committed to working towards the reduction of crime. This will be advanced

through the ward-based approach adopted by the City, which aims to further promote a

community based/problem oriented policing methodology adopted in the City’s Safety

Strategy.

This approach aims to strengthen the engagement with communities on policing issues and

solutions through existing partnerships and structures such as Community Policing Forums

(CPF), Community Safety Forums as well as forging new partnerships, for e.g. with the

Private Security Industry, directed at achieving maximum impact on safety and security in

the City of Jo’burg.

The City will initiate joint crime prevention projects and initiatives in partnership with SAPS in

order to have a clear crime reduction strategy focused on the key drivers of crime in priority

hotspot areas. Inner City and tourist areas which are particularly high profile crime areas will

receive focused attention. Interventions will focus on street crimes like muggings, assaults,

and robberies.

Property crimes like house breaking and business robberies which are prevalent across the

metro will also be prioritised through ward based policing.

Social interventions with respect to substance abuse is an important building block to

promoting prevention. Here the City will implement inter-governmental interventions to

address the underlying causes of crime.

The programme will ensure that the appropriate policing resources, solutions and tactics are

assigned and implemented to address the specific safety and security needs of the city

• Creating a law abiding and regulated city

The City is committed to work towards creating a law abiding and regulated City in which the

organic dynamism of the growing city can thrive absent from the crime and grime that

threatens to engulf it. The benefits of the approach will include reducing the burden on the

law enforcement environment and the criminal justice system by promoting respect for the

rule of law and based on a growing understanding of the potential for improved safety and

quality of life by living in a well regulated city.

This programme will focus on a priority list of by-laws for enforcement that will have the most

impact. Realising this objective will require addressing compliance to by-laws and traffic

regulations by improving enforcement and setting standards for enforcement levels and

Page 165 of 359

improving the effectiveness of the municipal court and thus promote respect for the rule of

law.

By-law enforcement will be leveraged as a crime prevention tool where information will

underpin an evidence based strategy for response to and reduction of crime in public places.

Regular compliance inspections to promote safe buildings in the city will be an important

goal.

Public Safety will also work with the City’s Citizen Relations and Urban Management

Department to build a critical mass of citizens who willing comply and encourage others to

comply. Communication and education campaigns in community crime prevention initiatives

will be improved and formalised through the Engaged Active Citizen Programme.

Desired Outcomes:

Deliver a measurable improvement in safety for citizens

2. Key policies and strategies:

Growth and Development Strategy 2040

Jo’burg City Safety Strategy

National Development Plan

Page 166 of 359

Programme Accountability Matrix

Programme Sub Programme Lead department

Enabling Safety through

Urban Design, Management

and Governance

Safe design and

management guidelines


Spatial assessments and

safety audits

CRUM

Creating a safe and resilient

city

Reduction of City’s top

10 risks

Public Safety (Disaster

Management)

Reduce communicable

diseases

Health Department

Integrated Operations

Centre

GSPCR.

Group ICT and IM

Policing Public Spaces Reduction of Crime Public Safety (JMPD)

Reduce prevalence of

substance abuse

Social Development

3. Integrated cross-cutting priorities to support the Safer City priority

Priority Lead department

Active Engaged Citizenry CRUM

Sustainable Human

Settlements


Agriculture and Food

Security

Social Development

SMME and Entrepreneurial Support


Page 167 of 359

National outcome: All people in South Africa are and feel safe


Long term

impact (Joburg

2040 related

output)

IDP programme Key Performance

Indicator (2013/16)

Target

(2013/16)

Projects /

interventions

Baseline

Target

2013/14

Target

2014/15

Target

2015/16

A safe and secure city

Enabling Safety through Urban Design, Management and Governance

Implementation of safe design and management guidelines guidelines to support area based safety improvement measures through applying sensible urban safety principles - .( for SHSUP programme roll-out and public transport facilities )

n/a Implementation of safe design and management guidelines

New Changing the conditions in neighbourhoods by reducing opportunities that influence offending and victimization through applying sensible urban safety principles.

SHSUP

programme roll-

out and a public

transport facility

pilot site.

Implementation of safe design and management guidelines to support Development Planning applications and community safety initiatives.

Conduct spatial assessments and safety audits of precincts / public spaces in high risk areas to inform safety improvement intervention to improve safety in communities .

n/a Spatial assessments and safety audits bi-annually

Urban Decay Framework & Assessment tool

n/a Conduct spatial assessments and safety audits bi-annually to inform safety improvement plans

Conduct spatial assessments and safety audits bi-annually to inform safety improvement plans.

Page 168 of 359

Long term

impact (Joburg

2040 related

output)


Indicator (2013/16)

Target

(2013/16)

Projects /

interventions

Baseline

2012/13

Target

2013/14

Target

2014/15

Target

2015/16

A safe and

secure city

Policing Public

Spaces

% reduction of assaults

and robberies in areas

covered by CCTV

15%

Winning Back

the Streets

3% -

2011/12:

Assaults and

robberies = 2342

2012/13 :

Assaults and

robberies = 2263

5% 2150 5%

2042

5%

1940

% reduction of priority

crimes across the City

15% 7%

5%

5% 5%

% Reduction in

prevalence of

substance abuse

through social

interventions

10 %

reduction in

social crime

and

substance

abuse in

highest risk

areas

New Tier 1- youth led

multi-media

campaign.

Tier 2- Positive

life style prog.

Tier 3- Family

casework

intervention

Tier 1- youth led

multi-media

campaign.

Tier 2- Positive

life style prog.

Tier 3- Family

casework

intervention

system for

10 % reduction

in social crime

and substance

abuse in highest

risk areas

through a 3 tier

programme

targeting youth

at risk

Page 169 of 359

Long term

impact (Joburg

2040 related

output)


Indicator (2013/16)

Target

(2013/16)

Projects /

interventions

Baseline

2012/13

Target

2013/14

Target

2014/15

Target

2015/16

10% of

reduction

from what to

what

system for

identified

beneficiaries

identified

beneficiaries

Improved quality

of life and

development-

driven resilience

for all

Effective

implementation of

traffic management /

enforcement operations

in targeted areas in the

city to enhance road

safety

15% reduction in road accident fatalities

Creating a law

abiding and

regulated city

TBD (base on %

of National

target)

8% reduction in

road accident

fatalities

12% reduction in

road accident

fatalities

15% reduction in

road accident

fatalities

Increase in by-law

compliance through

regular and consistent

inspections,

enforcement and

educations - In order to

promote respect for the

rule of law and

demonstrating an

20%

Increase in

compliance

inspections

to city By-

Laws

TBD 10% Increase in

compliance

inspections of

priority by-laws

through targeted

ward based

policing

interventions

15% Increase in

compliance

inspections to

city By-Laws

through targeted

ward based

policing

interventions

20% Increase in

compliance

inspections to

city By-Laws

through targeted

ward based

policing

interventions

Page 170 of 359

Long term

impact (Joburg

2040 related

output)


Indicator (2013/16)

Target

(2013/16)

Projects /

interventions

Baseline

2012/13

Target

2013/14

Target

2014/15

Target

2015/16

improved environment

and quality of life

Compliance to by-laws

in buildings, flammable

liquid outlets and

dangerous goods

Developed

database of

all City’s

buildings

and

flammable

liquid

outlets.

68% compliance

to by-laws of the

City’s buildings

& flammable

liquid outlets

Developed

database of all

City’s buildings

and flammable

liquid outlets.

Buildings

compliant - 83%,

Flammable

liquid outlets &

dangerous

goods -83%,

Events

compliance -

100% ; back

yard dwellings -

10%

Buildings

compliance -

84%, Flammable

liquid outlets &

dangerous

goods - 84%,

Events

compliance -

100%; back yard

dwellings - 12%

Buildings

compliant - 95%,

Flammable

liquid outlets &

dangerous

goods - 95%,

Events

compliance -

100%; back yard

dwellings -15%

8. Intergovernmental planning and partnerships

The Intergovernmental Relations Framework (IGR) Act No 13 of 2005 requires that all

spheres of government effectively co-ordinate, communicate, align and integrate service

delivery to ensure access to services and delivery. The IGR Act provides this framework and

legislative expression to inter-governmental alignment:

By taking into account the circumstances, material interests and budgets of

government departments and organs of state when exercising statutory powers or

performing statutory functions;

By consulting the affected organs of state in accordance with formal procedures, as

determined by the applicable legislation, or accepted convention, or as agreed with

them or, in the absence of formal procedures, consulting them in a manner best

suited to the circumstances, including direct contact or through relevant inter-

governmental structures;

By co-ordinating actions when implementing policy or legislation affecting the

material interests of other governments;

In avoiding unnecessary and wasteful duplication or jurisdictional contests;

By taking all reasonable steps to ensure that sufficient institutional capacity and

effective procedures prevail, i.e. to consult, co-operate and share information with

other organs of state and to respond promptly to requests by such organs for

consultation, co-operation and information sharing; and

By participating in inter-governmental structures and efforts to improve the

implementation of projects.

The City of Johannesburg has adopted a co-ordinated process of intergovernmental and

inter-municipal relations to ensure effective delivery of services to residents as well as to

maximise impact. The City participated in the formulation of the Provincial IGR Framework

which outlines guidelines for the practice of intergovernmental relations in the Gauteng

Province. The City is represented in the MMC-MEC Forums to deliberate on issues of

mutual and cross-cutting interest.

In its practice and discourse in the realm of intergovernmental relations the City is guided by

its IGR Strategy. The framework essentially outlines strategic initiatives for it to be properly

represented in all relevant forums. The purpose of such initiatives is to:

Establish a process to facilitate the City’s participation in key IGR and other beneficial

forums and structures within government spheres (e.g. SALGA) for effective and

relevant representation to take place and to ensure that participation assists the City

in achieving its strategic goals.

To develop an understanding within Council and amongst stakeholders of the role

that IGR plays in the municipality and for the effective usage of such relationships to

achieve the City’s strategic objectives.

To establish partnerships with the Provincial Government, National Government

departments and other strategic role players to ensure a common approach and

partnering on Integrated Development Planning implementation.

To establish and maintain twinning or sister city, project cooperation, information

exchange arrangements and agreements with other municipalities nationally to assist

in achieving Council’s strategic objectives.

This chapter highlights some of the national and provincial paradigms to which this IDP

document is developed and aligned. In addition, the City takes careful note of statements

made at national and provincial levels that may require the City to shift its focus in terms of

resource allocation towards the development trajectory.

IGR Structures

The following are key IGR Forums that the City is represented and participates in:

Premier’s Coordinating Forum

The forum consists of the Premier, all mayors and municipal managers. The function

of the forum is to discuss issues pertaining to developmental local government and

other common issues between province and local government to improve service

delivery.

MEC-MMC Forums

These forums exist within areas of joint competency between provincial departments

and local government. It is an important instrument for intergovernmental cooperation

as it allows interface between different sectoral role-players where provincial leaders

meet with counterpart Members of Mayoral Committees from local government.

South African Local Government Association

The South African Local Government Association (SALGA) is an autonomous

association of municipalities with its mandate derived from the 2006 Constitution of

the Republic of South Africa. This mandate defines SALGA as the voice and sole

representative of local government. SALGA interfaces with Parliament, the National

Council of Provinces (NCOP), Cabinet as well as provincial legislatures.

The four key roles of SALGA are:

o Advice and support – policy analysis, research and monitoring, knowledge

exchange and support to members.

o Representation – stakeholder engagement; lobbying on behalf of local

government in relation to national policies and legislation

o Act as an employer body – collective bargaining on behalf of its members;

capacity building and municipal human resources.

o Strategic Profiling – building the profile and image of local government locally and

internationally.

Gauteng Provincial IDP Engagement

o A provincial IDP Engagement is held annually between the City and Gauteng

Province to discuss plans encapsulated in the City’s draft IDP and provincial

sector departments’ plans. This engagement ensures that government spheres

participate in inter-governmental structures to improve the implementation of

projects. The engagement further provides a platform for provincial departments

to provide feedback on the City’s IDP for possible alignment.

o

o The IDP provincial engagement session addresses the challenge of how the

three spheres of government can jointly respond to community issues, especially

given that issues raised during the consultation process at various community

sessions relate to local government as well as provincial and national

government. The City also used the opportunity of the provincial engagement to

factor in comments by provincial government to the final IDP.

o

o At the provincial engagement session it was agreed to hold ongoing and periodic

engagements between sector departments and the City to align and coordinate

implementation of projects, especially at a technical level. This will strengthen

integrated and effective planning between both spheres of government.

National Development Plan (NDP), 2030

The National Development Plan (NDP) is a 2030 plan for the country to enhancing the

capability of the state and leaders working together to solve complex problems. Moreover,

the National Development Plan states that we should “take a more proactive approach to

resolving coordination problems and a more long-term approach to building capacity”.

It goes without saying that strong IGR is central in attaining the objectives of NDP and

especially at a local level because that is where service delivery happens. The NDP

recognizes the burden of unequal and inefficient spatial arrangements placed on

communities, especially the poor who, for example, have to bear significant transport costs

to commute long distances to and from work.

The NDP offers a long-term perspective and defines a desired destination including the

identification of the role different sectors of society need to play in reaching that goal.

As a long-term strategic plan, it serves four broad objectives:

1. Providing overarching goals for what South Africa wants to achieve by 2030.

2. Building consensus on the key obstacles to achieving these goals and what needs to

be done to overcome these obstacles.

3. Providing a shared long-term strategic framework within which more detailed

planning can take place in order to advance the long-term goals set out in the NDP.

4. Creating a basis for making choices about how best to use limited resources.

The NDP highlights the need to strengthen the ability of local government to fulfill its

developmental role. Municipal Integrated Development Plans (IDPs) need to be used more

strategically to focus attention on critical priorities in the NDP that relate to the mandate of

local government such as spatial planning, infrastructure and basic services.

Political leadership is critical for effective implementation. The President and Deputy

President are the lead champions of the Plan within Cabinet, in government and throughout

the country. Premiers and Mayors are also visible and active champions of the NDP, with

their offices being the catalytic agencies to drive implementation at provincial and municipal

levels.

Twelve national outcomes of Government

Cabinet approved 12 national outcomes in 2010 that collectively address the main strategic

priorities of Government. Each outcome has a limited number of outputs and sub-outputs as

well as clear targets. These outcomes and outputs are the strategic focus of the Government

until the year 2014. All of these outcomes have implications for local government’s future

plans. The City’s long term strategic plan, the Growth and Development Strategy 2040

contains similar outcomes to those of national government. As a result the City is playing a

major role in the realization of these outcomes.

Outcome 1: Improve the quality of basic education

The Joburg 2040 Strategy identifies the need for a skilled labour force as key to shared

economic growth and labour absorption.

Outcome 2: Improve health and life expectancy

Health programmes and projects remain a critical focus area for the City. The City will

ensure that the majority of CoJ clinics comply with the prescribed Public Health Care norms

and standards as outlined in the National Health Insurance.

The City is committed to implementing and strengthening the HIV/Aids and TB programmes

to ensure a further decline in HIV prevalence rates. The City has also managed to offer

basic, comprehensive, primary healthcare services to its residents.

Outcome 3: All people in South Africa should be protected and feel safe

While the City is aware of the devastating effects high crime levels have on the population,

economic development and general wellbeing of its residents, the Johannesburg Metro

Police Department (JMPD), in collaboration with the South African Police Services (SAPS),

will continue its efforts to reduce crime in the city. Furthermore JMPD will focus on city-wide

crime prevention, by-law enforcement and road-traffic-management services.

The Joburg 10-plus programme, spearheaded by the JMPD, assists in achieving the

objective of the outcome. This programme aims to bring metro police officers closer to

communities through ward-based deployment, and aims to strengthen the engagement with

communities on policing issues and solutions through existing partnerships and structures

such as Community Policing Forums (CPF).

Outcome 4: Create decent employment through inclusive economic growth

Economic development and job creation is of primary importance in the City. This is evident

through three priorities that have been identified focusing on economic growth and

development. This includes facilitating economic growth in Johannesburg through initiatives

such as the creation of Urban Development Zones (UDZ) as a tax-incentive measure for

private investment and Business Process Outsourcing Parks. The City is also cognisant of

the effect service delivery and maintenance of essential services infrastructure have on

economic development and has, therefore, prioritised basic service repairs and maintenance

in this IDP.

More information on these initiatives can be found in Chapter 7, focusing on the City’s

Priority Implementation Plans. The Expanded Public Works Programme (EPWP) resulted in

the creation of about 153 000 jobs in the previous mayoral term against a target of 120 000.

The City will continue to ensure that wherever possible, the projects implemented are done

through the EPWP to allow for greater creation of jobs and development of skills for the

unemployed.

Outcome 5: A skilled and capable workforce to support inclusive growth

Internally, the City’s workforce plays a vital role in the delivery of services and programmes

across the city. The provision of skilled, competent and satisfied human capital is therefore

an important component of the City’s plans for the current term of office.

Outcome 6: An efficient, competitive and responsive economic infrastructure network

The City has experienced high demand for bulk services in recent years that have put

pressure on its services. A number of bulk-services challenges therefore exist for the City. A

R110 billion commitment has been made to address these challenges. The focus will be on

the development of new infrastructure, while maintaining existing infrastructure in order to

ensure a reliable provision of services.

The City is rolling-out the BRT to its identified strategic TOD nodes and corridors, including

the implementation of station precinct upgrades.

Outcome 7: Vibrant, equitable and sustainable rural communities and food security

While the City is an urban environment and does not have a substantial role to play in

improving rural services and communities, it is particularly aware of the issue of food

security. The priority focused on agriculture and food security clearly outlines some of the

critical programmes for this outcome.

Outcome 8: Sustainable human settlements and improved quality of household life

The City has identified sustainable human settlements as a key priority for this term of office.

Among these is the City’s commitment to providing basic services and infrastructure to all

settlements, regardless of the settlement’s state of formality. The City is re-stitching itself

through “corridors of freedom” in order to reverse apartheid’s spatial planning. In these

reconfigured developments issues of mixed-income developments and rental housing, and

quality, density and access to social and economic opportunities will be taken into

consideration.

Outcome 9: A responsive and accountable, effective and efficient local-government

system

The cluster approach that has been adopted is a way of ensuring efficient and effective

local government through a holistic, integrated approach to service delivery. This allows the

City to have a targeted approach to development and thus allows for the measurable outputs

and desirable outcomes.

The City has adopted Community-Based Planning with the main objective to give impetus to

meaningful public participation in the context of the City’s planning processes.

Since Outcome 9 is specific to local government more detail is given in terms of the outputs

for local government. The following are outputs for local government as communicated by

the Office of the Presidency:

Implementing a differentiated approach to municipal financing, planning and support;

Improving access to basic services;

Implementing the Community Work Programme;

Actions supportive of the human settlement outcomes;

Deepen democracy through a refined ward-committee model;

Administrative and financial capability; and

A single window of coordination.

The information below outlines the City’s contributions to these outputs. It should be noted

that most of the City’s contribution will be within its powers and functions as articulated in the

Constitution.

Implementing a differentiated approach to municipal financing, planning and support

The City acknowledges that its financial resources are limited while the demand for the

goods and services that it provides is increasing. With this in mind, the City has prioritised

financial sustainability and specifically, maximising financial efficiency. This includes

exploring alternative sources of funding and establishing partnerships for infrastructure and

social investment.

Improving access to basic services

The City has made progress in improving access to basic services. In line with this, the City

will continue to pursue the following targets by 2014:

Water (100% access);

Sanitation (100% access);

Refuse removal (100% access); and

Electricity (92% access).

To achieve this, the City employs a capital investment management tool that allows for

investment in infrastructure in a manner that is transformative and promotes economic

growth.

While the City seeks to ensure the expansion of infrastructure, attention is being paid to

challenges such as unaccounted for water and electricity theft. Through its operations, the

City has put in place measures to address these. In line with the Joburg 2040 Strategy these

initiatives are, where possible, carried out in a manner that demonstrates environmental

sustainability through the use of green technology.

Implementing the Community Work Programme

The Community Work Programme (CWP) intends to tackle poverty and provide livelihood

support for poor households. This programme is a key initiative to mobilise communities to

provide regular and predictable work opportunities at local level.

The City will therefore continue with its EPWP programme. Focus in this mayoral term is to

ensure that the initiative is coordinated throughout the City and that participants in the

programme are assisted to take part in the job market.

Actions supportive of human-settlement outcomes

The Joburg 2040 Strategy recognises the spatial imbalances that exist in the City and the

fact that efforts to address these have, in some instances, perpetuated this phenomenon. In

a bid to reverse this, the City has identified the following measures towards spatial balance:

Sustainable and integrated delivery of water, sanitation, energy and waste;

Ensuring eco-mobility through the promotion of mass public transportation; and

Creating sustainable human settlements through spatial planning, economic and

social investment.

As part of this mayoral term, the City has identified sustainable human settlements as one of

the most critical pillars around which it concentrates much of its work. Focus is on a range of

housing options including rental housing, hostel development, mixed-income projects and

gap-market accommodation.

Deepen democracy through a refined ward-committee model

Since the initial election of ward committees, the City has ensured the support and

functioning of these committees. The City has developed plans to give ward committees the

capacity to participate meaningfully in the development processes.

Administrative and financial capability

The City has restructured itself in a way that will assist it in delivering on its development

goals. While this is necessary,the City will ensure that it continues to be accountable,

transparent and prescribe to the principles of good governance. This means working towards

a clean audit, eradicating corruption and improving the financial health of the City.

A single window of coordination

A single window of coordination is an organisational form intended to bring key departments

together to facilitate cross-departmental collaborative partnerships to have a more decisive

and positive impact on municipal performance. It is acknowledged that this will be achieved

through a well thought-out process between all spheres of government. Engagement with

both national and provincial government has taken place and the City will continue with this

to allow for more efficient planning and service delivery across all spheres of government.

The City’s institutional and administrative configuration in the form of regions is intended to

realize the objective of outcome nine. The entry point for implementation of community-

based planning is the regions. The regions will, through the CBP process, seek to realize the

following outcomes:

Progressive and systematic reduction of service delivery breakdowns and

backlog across all seven regions;

Integration of service delivery machinery at ward level using a multi- disciplinary

approach;

Fully capacitate and operational ward structures;

100% adherence to turnaround times –Service Level Agreements (SLAs);

Galvanising communities to be part of service delivery solutions and to look after

their own urban environment –community activism;

Enhanced regional political oversight;

Community profiles to inform interventions;

Integrated planning and execution of programmes and projects between

departments and municipal entities at regional level;

Focus on preventative repairs and maintenance;

Enhanced civic education, communication and community mobilisation using

integrated platform for community interface;

Quality customer care, accountability and feedback;

Dedicated multi-disciplinary teams to be active at least five days a week –“every

day to be a service delivery day”;

Dedicated and ring-fenced budget for Regions A-G focusing on “doing the basics

right”

Focus on sustainability and visibility; and

Adoption of an Integrated Visible Service Delivery as a model to drive service

delivery at ward level without any deviation.

Outcome 10: Protection and enhancement of environmental assets and natural

resources

One of the key aspects of the Joburg 2040 Strategy is focused on how the City can provide

services in a manner that takes cognisance of the environmental challenges that it faces.

The themes of resilience and sustainability are core to the City’s long-term outcomes and the

priorities identified correspond to the issues highlighted by the Joburg 2040 Strategy.

The City is aware of the scarcity of water and energy and programmes for sustainable

resource management will be strengthened. Among those identified is the urban water-

management programme which will intensify efforts to reduce unaccounted for water.

Moreover, Johannesburg recognised the importance of building a resilient city in pursuit of a

low-carbon economy, mitigating and reducing the potential impact of climate change, natural

resource management in an ever-changing urban landscape.

Outcome 11: A better South Africa, a better and safer Africa and world

While local government’s involvement in this area is fairly limited, the City does have a

number of partnerships in place with other local governments, both regionally and

internationally. These are intended to be sharing engagements where municipalities can

learn from each other and include twinning agreements, project coordination and information

sharing.

The City has recently reviewed its International Relations Strategy as part of its goal to refine

and develop strategic partnerships with cities across the world.

Outcome 12: A development-orientated public service and inclusive citizenship

The City is committed to improving human-capital-management strategies in a way that will

ensure that the public service is oriented towards delivering the best service for residents.

The monitoring and evaluation framework of the City is critical to ensure that its desired

goals are met and that they have a desired outcome for the citizen. In addition, the City’s

focus on active engaged citizenry will ensure that it continues to empower and involve

residents and communities in the City’s planning processes and delivery of services.

MEC: Local government and Housing’s comments on the 2013/14 IDP

review

The MEC for Local Government and Housing (DLGH) provides comments on an annual

basis on the City’s approved IDP. The following comments were made on the 2012/16 IDP

and have been included in this document, with the City’s responses.

MEC Comments

Provincial

Intervention

(if applicable)

Responsible CoJ

department COJ response

CROSS-CUTTING ISSUES

Planning for Migration:

Since the release of the recent Census results, it is documented that Gauteng is the biggest province

with regards to population size in the country. These points to upward trends regarding in-migration at

both international and local levels. Whilst migration presents a number of opportunities for the province,

it also comes with pressing challenges, key among which is the ability of municipalities to keep up with

demands for basic services. A number of Gauteng municipalities are undertaking various initiatives to

respond to this challenge which is commendable. However, a Provincial Migration Strategy is essential

in enabling the province to respond effectively to the challenges posed by migration. To this effect,

Gauteng COGTA will lobby all relevant stakeholders towards ensuring the development of a Provincial-

wide Migration Strategy.

Provincial Migration

Strategy

Social

Development

Noted. Its addressesd in the city’s plans such as the

inner city road map, SHUSHP, CoF

Inter-Municipal Planning: Section 31 (c) (i) of the Municipal Systems Act imposes a requirement on

COGTA to facilitate the alignment of IDPs of neighboring municipalities. Furthermore, inter-municipal

planning is a critical component towards the achievement of the Gauteng Global City Region. Much of

the efforts contained in the IDPs in this regard are around information sharing, which points to a glaring

gap regarding inter-municipal planning. Municipalities are urged to start investigating collaborative

initiatives in areas such as investment in strategic economic infrastructure; transportation planning (in

line with the provincial long term transport plan; as well as corridor and cross-boundary nodal

development). The department will be convening a GCR Indaba aimed at facilitating a process of

dialogue among various stakeholders in the bid to build a Globally Competitive Gauteng City Region.

COGTA to facilitate

the alignment of

IDPs of neighboring

Municipalities

GCR Indaba

GSPCR/

Development

Planning

GSPCR finalizing review of its IGR Strategy that is to

emphasize this aspect of inter-municipal planning.

Re-configuring the apartheid space: Linked to the above, Gauteng still bear evidence of apartheid

spatial configuration, characterized by, among others, inequality and service disparities among various

communities within municipalities. As a result of this, historically disadvantaged communities remained

predominantly poorly-serviced as opposed to the wealthier areas. Foremost to the agenda of

municipalities should be to reverse this trend through acceleration of service delivery to the poor

communities. One of the most effective mechanisms of achieving this is area-based planning, through

which municipalities are again urged to prioritise certain areas and make development impact in them as

opposed to spreading the limited budgetary resources across a myriad of services with little impact. The

success achieved by the City of Johannesburg in Soweto is the most glaring example of the kind of

impact that this community-based planning model of service delivery can attain.

Development

Planning

The City has through corridors of freedom embarked on

a deliberate objective of restitching the City to reverse

apartheid’s spatial planning. To this effect spatial area

frameworks have been developed.

MEC Comments

Provincial

Intervention

(if applicable)

Responsible CoJ


Operation Clean Audit: The year 2014 marks the deadline for Gauteng municipalities to achieve Clean

Audits. Whereas some municipalities have made significant strides in this regard, some are still lagging

behind. Municipalities are called upon to utilise 2014/15 financial year IDP review process to address the

matters raised by the Auditor General (AG) in the bid to deliver Operation Clean Audit (OPCA).

Group Finance

The City has achieved unqualified for the previous

financial year. With the programs and projects that

have been introduce the city is well on its way to

attaining this objective.

Planning for outcomes: Since the introduction of national outcomes, Gauteng Municipalities have

made commendable progress in ensuring that IDPs are aligned to them. Municipalities are urged to

continue striving for the attainment of all government outcomes through the IDP and not just to focus on

outcome 9. The Department is currently coordination the development of an intergovernmental

engagement roadmap whose main aim is to facilitate structured engagements between Municipalities

and sector departments in the bid to entrench coordination and alignment.

Intergovernmental

engagement

roadmap

GSPCR Noted

Gender, Youth and People with Disabilities (GEYODI): Although Municipalities in Gauteng have

made strides in their attempt to integrate GEYODI issues in their planning, serious challenges remain.

The general picture with regard to the mainstreaming of GEYODI issues in IDPs still shows gaps

especially in relation to employment equity, accommodating special groups of people in public

participation processes. At the moment it is not clear how Municipalities facilitate participation of the

above-mentioned group of people during IDP public participation processes. In order to accommodate

special groups, sign language skills should be developed as well as targeted sessions where women,

youth and people with disabilities are priorities to ensure meaningful participation. Efforts should also be

intensified to prioritise GEYODI in areas of Service Delivery, Employment Equity as well as Economic

Empowerment.

GSPCR The city has developed and EEP which tries to address

the GEYODI issues.

COJ SPECIFIC ISSUES

Good Governance and Institutional Development

Employment Equity Plan: As desired by the Employment Equity Plan (EEP), the city is also

urged to improve the representation of people with disability in the Municipal structure as

these are currently under-represented. Furthermore in terms of the work place skills plan there

are high vacancy rates of critical posts. An urgent improvement to the above –mentioned

challenge is needed in order to enhance service delivery.

GCSS Noted

MEC Comments

Provincial

Intervention

(if applicable)

Responsible CoJ


Research and Development: The city is commended for conducting regular service delivery

satisfactory surveys. The above-mentioned initiatives can provide important feedback from

communities to the city administration such as whether or not the IDP is improving the socio-

economic conditions of local communities. As part of R & D the city is urged to continue

partnering with various research institutions and capacitating internal research units to deliver

sustainable and quality services to its citizenry.

GSPCR The City has entered into partnerships with tertiary

institutions and the HSRC for this purpose. Already the

City has conducted Quality of Life Survey to

understand the impact of its services.

Local Economic Development

Local economy: The concentration of the city’s economy in financial and business services

exposes it to the external shocks and the vagaries of the modern global economy with high

contagion across the economic regions. The City expresses intent to diversify the local

economy given the risks associated with finance and business sector, which naturally exposes

the municipality to global risks and factors beyond their control. However, the IDP does not

show how any plans or strategies geared towards diversification of the local economy. It is

therefore important that the City begins to work on concrete strategies towards the

actualization of such. To guard against the risks and cyclical shocks, domestic and regional

demand should be stimulated and more domestic production encouraged through strategic

procurement of locally produced goods with stipulated minimum threshold for local production

and content.

Department

Economic

Development

The City is acutely aware of its economic status and

already an economic roundtable was held with experts

to explore economic options for the City. An economic

summit will be held later with the aim of developing an

economic strategy to chart the way forward in this

regard.

Youth unemployment: The 2013/14 IDP indicates that Youth unemployment remains high

(35%) in the city majority of which has low levels of education. The formal employment sector

is slowing down and has a direct negative impact for the absorption of youth into the labour

market. It is therefore important that any job creation as well as skills development initiatives

prioritise the youth by linking skills development to the domestic market requirements.

Department

Economic

Development

Noted

MEC Comments

Provincial

Intervention

(if applicable)

Responsible CoJ


Small, Medium and Micro-sized Enterprises and entrepreneurial support: The 2013/14

final IDP has identified Small, Medium and Micro-sized Enterprises and entrepreneurial

support as key levers through which the city will be turned into a “SMME Centric City” and as

instruments for fighting poverty, unemployment and inequality. However, the global trends in

City Regions show a negative trend in that SMMEs are shedding jobs at a higher rate that the

conventional formal sector. It is therefore important that the City continues to provide support

to SMMEs and cooperatives aligned to Preferential Procurement as well as BEE frameworks

as a way of ascertaining their sustainability.

Department

Economic

Development

Noted

Informal economy: Although the informal economy contributes only 3.2% to the City’s

Growth Domestic Product (GDP) the city is commended for proactively providing support to

the sector. Installation of linear markets in designated areas will go a long way in ensuring a

deliberate incorporation and strategic location of the informal sector into the city’s economic

and spatial landscape. However, the city should exercise utmost prudence in the application of

informal economy policies and by-laws as they have the potential to stifle innovation and

transition to the formal economy. Therefore, in their application of policies and by-laws, the

City should strive to limit constraints and maximize opportunities through targeted support

programme and stimulation of demand for local (domestic) goods and services.

Department

Economic

Development

Noted

Financial viability

Supply chain management: The IDP addresses Supply Chain Management (SCM) issues at

a high level, indicating the review of policies. It is recommended that the City considers setting

targets on implementation of the SCM in the IDP. The latter should address, among others,

indicators such as the number of jobs created through awarding tenders, number of tenders

awarded to the historically disadvantaged people, people with disabilities and women as well

as issues regarding localized procurement.

Group Finance

The City SCM policy seeks to address this concern.

Payment of creditors: The IDP identifies Payment of creditors within 30 days as one of the

key risks. However the measures in place to address this may be inadequate. The City is

urged to ensure that contracts and Service Level Agreements (SLAs) are finalized prior to

commencing of the project implementation at all times to ensure that projects are monitored in

line with the SLA and payments are initiated within agreed terms.

Group Finance Noted

MEC Comments

Provincial

Intervention

(if applicable)

Responsible CoJ


“Business tax”: The IDP identifies a project titled “Business Tax” to enhance the City’s

revenue generation. It is anticipated that the said project, whose feasibility is still being

investigated, will make substantial contributions to the City’s revenue. This is a commendable

initiative towards sourcing alternative revenue streams and the City is encouraged to fully

pursue the said project.

Group Finance Noted

Service delivery

Basic service delivery: The City’s commitment to providing basic services to un-proclaimed

townships is a commendable initiative. The IDP points to the growth in size of informal

settlements resulting from migration. This imposes an additional responsibility on the City to

enhance provision of access to basic services (specifically water, sanitation and waste

removal) to these communities. Whereas the City will most likely generate no revenue from

providing the said services to these communities, this will be a critical programme to ensure

protection of human dignity as enshrined in the country’s Constitution, The Department will

coordinate a process towards the development of a province-wide migration strategy as a

means to enable Provincial and Local Government as a whole to better respond to migration.

The City’s support in this initiative will be of vital importance.

Provincial Migration

Strategy

Development

Planning / EISD /

Social

Development

Noted

Ward-based service delivery: Ward-based service delivery structure has been finalized to

facilitate provision of services. Ward-based planning is an essential model to facilitate

provision of basic services (water, sanitation, waste removal and electricity). However, when

dealing with built infrastructure services, the City is encouraged to develop communities

instead of wards. The model adopted by the City in 2006-2011 term of office towards Soweto

is the most profound example of the kind of impact that can be achieved through focused

investment in communities. The City is urged to replicate this service delivery model across all

historically disadvantaged communities as part of its Nodal Development Initiatives.

Development

Planning /

GSPCR / CRUM

Through Community Based Planning the City intends to

build communities and transcend artificial boundaries.

Infrastructure maintenance: Investment in infrastructure maintenance is key to ensuring

sustainability and reliability of services. The City will spend R110 billion over the next 10 years

in replacement and expansion of infrastructure. However there is limited detail on the

infrastructure maintenance element that will accompany the investment. The City is urged to

develop a detailed infrastructure maintenance plan to accompany the R110 billion investment.

EISD Noted

MEC Comments

Provincial

Intervention

(if applicable)

Responsible CoJ


Unaccounted -for water and electricity: Unaccounted -for water and electricity theft are

cited as major problems. Whereas the IDP identifies a number of commendable initiatives with

regard to water losses, electricity theft is only addressed through a plan to install pre-paid

meters. The City is called upon to investigate other initiatives to curb electricity theft, given the

multi-faceted nature of this phenomenon.

EISD

Spatial planning

Spatial Development Framework: The City’s Spatial Development Framework (SDF) does

not contextualize itself in relation to the provincial space and adjoining Municipalities. As one

of the anchor Cities of the Gauteng City Region (GCR), the City is urged to reference the

provincial, regional and adjoining space in the spatial planning component of the Integrated

Development Plan and demonstrate linkages in this regard. This will contribute significantly

towards the spatial construction of the Gauteng City Region.

Development

Planning

Capital Investment Framework: The City is commended for aligning the Capital Investment

Framework (CIF) to both the SDF and the long term vision. Subsequently, the consideration

given to the Government-wide as well as the City-specific outcomes forms the integral part of

the CIF. The Capital Investment Framework is also spatially referenced in the Integrated

Development Plan which ensures that the Spatial Development Framework forms the basis for

prioritisation of capital investment.

Development

Planning

Noted.

Restructuring of apartheid spatial patterns: Restructuring of apartheid spatial patterns

remains one of the big challenges confronting post-apartheid Cities. The City is therefore

applauded for pursuing urban growth through policies that advance strategic densification, an

Urban Development Boundary and an emphasis on public transport as a key lever towards

spatial transformation and promotion of access in the City. These initiatives, if implemented

adequately, will greatly re-configure the apartheid spatial configuration.

Development

Planning

Noted.

9. Community Based Planning and Stakeholder

consultation

A developmental local government should ensure a local democracy that empowers ordinary

citizens (the people) and allows them to participate meaningfully in development of

communities. The City remains committed to ongoing consultation and engagements with

communities and continues to focus on improving consultation sessions to be more effective

and meaningful. In order to give effect to this commitment, the City introduced the

Community Based Planning approach which seeks to ensure that planning, implementation

and monitoring of development interventions forge partnerships with all stakeholders.

The City’s commitment to participatory planning is underpinned by the following legislative

requirements governing the systems and functions of local government:

Chapter 2 of the Constitution (1996): Sections 151(1)(e), 152, 195(e) pronounce on

participatory requirements;

White Paper on Local Government (1998): Emphasises that political leaders remain

accountable and work within their mandate to allow consumers to have input on the

way services are delivered;

Municipal Structures Act 117 of 1998: Section 72 states that the objective of a ward

committee is to enhance participatory democracy in local government;

Municipal Systems Act (2000): Sections 16(1) and 29(b) on the development of a

culture of governance that complements formal representative government with a

system of participatory governance; and

Municipal Systems Act sections (2000): Section 26 states that each municipality at

the beginning of its term of office must develop a five-year IDP and review this plan

annually in terms of Section 34 performance and changing circumstances.

2012/16 Community Based Planning Approach

The City’s Community Based Planning (CBP) approach focuses on driving social change in

the city. In the context of the City of Johannesburg driving social change implies the changes

people make to their behaviour that, when taken collectively, benefit the entire community.

Examples of social change are the following:

Recycling or separations at source;

Food gardening;

Reduce crime rate;

Increased entrepreneurship;

Lower student drop-out rates; and or

Local inclusion of the poor.

The basis for driving social change is through sustained and meaningful involvement of the

community in the City’s planning processes as well as the capacitation of residents to take

ownership of development in their communities. Local government should not simply be a

representative democracy but rather a proactive developmental democracy that facilitates

participatory democracy, ensuring that people are involved in issues of local government and

development. It is this responsibility that gives effect to the concept of community based

planning.

The basic tenets of the City’s CBP approach are the following:

Ensuring that all citizens are included in planning;

Realistic and practical systems that are implementable and achievable;

Linked to a legitimate structure i.e. ward councillors and committees;

CBP is citizen focused and empowering;

The process builds on the strengths and opportunities of areas, and not only

addresses problems;

Plans are holistic and cover issues of service delivery, social and economic

development, growth and innovation, capital development etc; and

CBP promotes mutual accountability between communities and officials.

In driving social change the City and communities start by jointly formulating and analysing

community needs and thereafter enter into developmental partnerships to achieve

sustainable development. Focus is placed on local resources and abilities to deliver on the

interventions. It allows for all stakeholders to play a role in development and planning of the

City. Residents participate in identification, analysis, implementation and monitoring and

evaluation of development interventions based on the lived experience. This approach is

premised on the City delivering on its mandate and entering into developmental or strategic

partnerships where necessary to bring about social change.

The following are key attributes of developmental partnerships:

People participate in joint analysis of community strategic needs, development of

action plans and strengthening of local institutions;

Use knowledge and local resources to strengthen the City’s plans and development

of communities; and

Create a culture of volunteerism and participation in local community priorities and

development.

Community Based Planning – 2013/14 Process

CBP Pilot in Region E

Prior to the city wide implementation of the CBP, the CBP pilot was rollout in Region E in

order to test the approach and identify challenges or opportunities. A total of 18 Community

driven CBP projects were conceptualised during the cluster community conversations held in

November 2012. It is anticipated that the City will have identified 7 strategic partnerships in

these areas by the end of 2013/14 and be in a position to roll them out in the 2014/15

financial year. In order to achieve these partnerships the City will focus on local resources

and abilities. However, the City has also allocated a budget of R50 million Opex and R50

million Capex to CBP in the 2013/14 financial year, in order to ensure that there is sufficient

budget available to initiate and support strategic partnerships, as well as to respond to

immediate and urgent issues of service delivery.

City Wide CBP Rollout

In 2013/14, the City rolled out community based planning in Region A, B, C, D, G and F. The

following process was followed in the implementation of the community based planning

region wide:

• Councillors Forum briefing session (Only councillors in attendance)

• Detailed CBP workshop to present the CBP concept and clarify roles and

responsibilities for various stakeholders i.e. Councillors, ward committee members,

Community Development Workers and departmental representatives and ME (Capex

Units) during the CBP rollout process

• Cluster Community Conversations (CCC) focused on mobilising the communities and

key stakeholders around addressing areas of need. These mobilised communities

around taking steps towards initiation of ward based initiatives (supported by the city)

and allowed an opportunity for communities to engage towards crafting their

developmental future

• Feedback councillors forum meeting where councillors deliberated on the outcome of

the community conversation. These discussions formed the foundation for the

development of the community based plans. ME and Departments invited to

confirmation Capex and Opex in the ward plans

• Departments and Entities response – ward issues emanating from Cluster

Community Conversations were routed to the departments and municipal entities for

consideration in their plans.

Regional CBP Cluster Community Conversations

A total of 27 CBP cluster community conversations were held across the five regions and the

number of cluster meetings varied according to the number of wards in the region. These

sessions targeted community members, NGOs, CBOs, ward councillors and committees,

and other interested stakeholders. The agenda for each cluster meeting was a CBP

presentation stating the interface of the CBP and IDP. This was followed by a discussion and

inputs from communities.

Table: Regional Cluster Community Conversation schedule

Region Number of Ward

Clusters

A 4

B 2

C 5

D 8

F 5

G 4

Region A

Region A to commence with Cluster Community Conversation in earlier 2014

Region B

Region B has 12 wards which were clustered into 2 Cluster Community Conversations and

held as follows:

Cluster 1 (Wards 87, 88, 90, 98, 99, 102, 104 and 117), 4 December 2013 at Marks

Park, Emmarentia, Attendance – 117

Cluster 2 (Wards 68, 69, 82 and 86), 5 December 2013 at Danie van Zyl Recreation

Centre, Montclare, Attendance – 124

Region C

Region C has 17 wards which were clustered into 5 Cluster Community Conversations and

held as follows:

Cluster 1 (Wards 100, 101 and 114), 11 November 2013 at Cosmo City Multi-

Purpose Centre, Attendance – 70

Cluster 2 (Wards 89, 97 and 126) at Roodepoort Athletic Stadium, Attendance – 55

Cluster 3 (Wards : 71,83, 84 and 85), 13 November 2013 at Witpoortjie Recreation

Centre, Attendance – 114

Cluster 4 (Wards : 70, 127 and 128), 14 November 2013 at Discovery Recreation

Centre, Attendance –127

Cluster 5 (Wards : 44, 49, 50 and 129), 18 November 2013 at Braamfischer Multi-

Purpose Centre, Attendance – 174

Region D

Region D has 37 wards which were clustered into 8 Cluster Community Conversations and

held as follows:

Cluster 1 (Wards 22, 24, 25 and 26), 4 November 2013 at Pimville Recreation

Centre, Pimville, Attendance – 53

Cluster 2 (Wards 36, 38, 39 and 40), 6 November 2013 at Uncle Toms Hall, Orlando

West, Attendance 50

Cluster 3 (Wards 41, 42, 43, 45, 47 and 48), 11 November 2013 at Meadowland Hall,

Meadowlands, Attendance – 121

Cluster 4 (Wards 27, 28, 29, 30 and 31), 13 November 2013 at Diepkloof Welfare

Centre, Diepkloof, Attendance – 72

Cluster 5 (Wards 13, 14 and 53), 18 November 2013 at Protea Glen Recreation

Centre, Protea Glen, Attendance – 48

Cluster 6 (Wards 11, 12, 15, 16 and 19), 20 November 2013 at Dlamini Multipurpose

Centre, Attendance – 68

Cluster 7 (Wards 20, 21, 46, 51, 52 and 130), 25 November 2013 at Naledi Hall,

Naledi, Attendance – 15. The meeting was then postponed.

Cluster 8 – Wards 33, 34, 35 and 37 – 27 November 2013 at Mavis Hall, White City

Jabavu, Attendance – 98

Region F

Region F has 19 wards which were clustered into 4 Cluster Community Conversations and

held as follows:

• Cluster 1 (Wards 62, 63, 64, 66, 67 and 123), 20 November 2013 at Yeoville

Recreational Centre,

• Cluster 2 (Wards 57, 61, 65 and 118), 21 November 2013 at Bertha Solomon

Recreation Centre

• Cluster 3 (Wards 23, 54, 55, 56, and 125), 25 November 2013 at Kliprivierburg

Recreation Centre

• Cluster 4 (Wards 58, 59, 60, 124), 26 November 2013 at Braamfontein Recreational

Centre

Region G

Region G has 13 wards which were clustered into four Cluster Community Conversations

and held as follows:

• Cluster 1 (Wards 1, 2, 3, 4 and 5), 12 October 2013 at Corobrick Canteen, Lenasia

South East

• Cluster 2 (Wards 6, 7, 120 and 121), 2 November 2013 at Corobrick Canteen,

Lenasia South East

• Cluster 3 (Wards 8,9,10. And 122), 16 November 2013, Corobrick Canteen, Lenasia

South East

• Cluster 4 (Wards 17, 18 and 119), 22 November 2013, JD Opperman hall, Eldorado

Park

The table below covers an overview of the key issues raised in each region, as well as areas

identified for potential developmental partnerships.

Region B Region C Region D Region F Region G

Summary of issues raised

Traffic calming measures, speed signs, speed humps;

Upgrading/maintenance of infrastructure, water, roads, storm water; pavements;

Law enforcement – illegal dumping, buildings, illegal electricity and water connections;

Maintenance of parks, sidewalks;

Public toilets in Melville;

Maintenance and upgrading of parks, sidewalks;

Electricity, cable theft and street lighting;

Extreme Park Phase 2 Toilets and lights;

Maintenance and upgrading of recreation centres, libraries, swimming pools, sports grounds;

Maintenance of Council owned flats and houses;

Vagrants, shelter for homeless; and

Overcrowding and drug trading.

Storm water drainage;

Upgrading of gravel roads;

Connecting roads, road signs and bridges;

Potholes;

Street lights and widening of roads;

Unused public transport facility;

Building control violations (encroachments);

Lack of public health facilities; and

Construction of schools in the ward without community engagement, as a result some facilities become white elephants.

Request for storm water drainage system;

Restoration of the golf course and enclose it;

Request for a pedestrian bridge;

Ablution facility requires major repairs;

Traffic signal and traffic calming measures at Heroes bridge;

Request for a satellite police station;

Establishment of an Industrial Park and Skills Centre at the public open space

24 hour creche/Early Learning Centre (Place of Safety for Children);

Indoor sporting facility and restoration of shanty soccer grounds;

Dilapidated Salvation Army Building and empty school are haven for criminal activities;

Maintenance of all public open spaces and establishment of a park

Restoration of the libraries;

Pedestrian bridge over the railway line and some major roads;

Develop a park at the Mshenguville public open

Communities felt that their areas do not have clinics. In some instances clinics are there, but are too small, not capacitated or equipped with medical staff and tools

There was a general feeling that the region is not being prioritised when it comes to affordable housing. People live in overcrowded hostel and dilapidated buildings in the Inner City

Parks all across the city are said to be dark and creating a crime haven for criminals. Maintenance projects of all park lights is needed

Due to increase in drug-use, communities feel that the City must build a rehabilitation centre soon

Communities are concerned about neglect of senior citizens. The homes are in a dire state and need some infrastructure upgrades e.g. roof repainting, plumbing, painting, safety etc.

Rehabilitation and construction of bridge at Denver informal settlement

Rehabilitation of the stadium for community meetings and events

Communities are concerned about the growing

Illegal dumping in storm water drains;

Open/undeveloped stands cause problems in the ward;

Johannesburg Water projects have not been completed;

Requests roads to be upgraded in the area;

Complaints about storm water drainage;

Complaints about the lack of sport grounds and facilities in Poortjie, as well as the lack of services;

Illegal waste dumping and insufficient distribution of plastic refuse bags by Pikitup;

Complaints about illegal land invasion in Lenasia South Ext. 4;

Ward needs an old age home and hospice;

Complaints about sewerage in Thembalihle;

Complaints about crime in the area;

The construction of a pedestrian bridge at Lenz railway station;

The development of pavements and the widening of roads in the CBD;

Bus and taxi services from the Lenz CBD to the Johannesburg CBD;


space to curb the high rate of crime and illegal dumping;

Maintenance of Council facilities;

Illegal dumping;

Council office be accessible to the community for other uses and projects;

City Parks to employ local youth;

Traffic signal at intersection Pela Street and Klipvalley Road;

Improve pedestrian safety on the Phefeni Station Pedestrian Bridge;

Request for doctors and dentists at Diepkloof Clinic and Upgrade Shanty Clinic;

Pikitup does not deliver refusal plastic bags; and

Drug abuse is prevalent.

unemployment in the Region. Outside people are given projects which locals can do

MAI-MAI is said to have been fixed for R4 million but the quality of work is so poor that it leaks, rents being collected but nor reaching JPC etc.

Young artists feels that the City do not support their activities and are left out when major projects/programmes that can expose their talents take place in the region.

Development of skills centre/ economic incubation centre

General maintenance of public infrastructure o Roads o Parks o Street lights o Side walks o Sports facilities e.g.

swimming pools play grounds etc.

o Sewer lines, bridges etc.

The regulation of vehicle parking areas in the Lenz CBD, vis-à-vis illegal traders and scholar transport;

Surveillance cameras for the CBD;

Regulation of delivery vehicle parking zones in the industrial area;

Request information on how the community of Vlakfontein can become involved with Joburg 10 Plus

Projects identified for developmental partnerships

Food gardens and feeding scheme;

Brick work;

Assistance to youth organisations;

Partnerships between communities and SAPS to eradicate crime;

Economic development hub required in partnership with private sector to accommodate

Agriculture/vegetable gardens

Livestock (Small scale farming)

Empowerment of emerging contractors in the ward

Community buy back centre

Beautification of the mountain to enhance tourism;

Provision of facility for the upholstery project;

Establishment of a buy-back centre;

Establishment of food gardens at public open spaces;

A cleaning project for women’s hostel;

Community proposes the establishment of a Mayfair Precinct and to be involved therein;

Communities want to be empowered to recycle waste and generate an income out of it

Partnership with community to look after parks

The City of Johannesburg to

For economic development to succeed markets should be closer to the people. Mini-markets may be the solution. Co-operatives should be encouraged and assistance provided with their establishment;

Proposes a system where the local community assists in home based care;


unemployed and unemployable people;

Unemployed people can be used to plant grass and trees on mine dumps to alleviate dust pollution;

Establishment of public-community partnership to bring the City’s vision to fruition with the City and the community aligning their objectives to bring mutual benefits;

City to empower SAPS, ADT and Cortac by JPC issuing a Letter of Trespass for the Car Park and Bus Terminus property;

Mandating the appointment of Public Safety Officers empowered by the Metro who can assist in the policing of the parking;

Eviction of the so-called “squatters” on City property;

City Power’s permission for the PNRA to green and cultivate the areas around the substations; and

City’s investment in the creation of an achievable model of a sustainable Neighbourhood.

Establishment of cooperatives and training of the members thereof;

An established cooperative dealing with chicken farming requires land to carry out their business;

Backyard mechanics are requesting a place from which to conduct their business;

A Women’s forum to capacitate other women needs assistance from the City;

Establishment of a cultural village; and

Lake View requires the development of a tourism place that will link with Regina Mundi.

consider Gauteng housing co-operative for management of existing co-operatives

Agricultural activities – support to communities so that they can be self-sustainable

Urban agriculture should be promoted with communities;

Proposes that the community assists in running the Lenasia Clinic on a twenty-four hour basis;

To develop Lenasia Cricket Stadium in partnership with the City;

Project in Eldorado Park is doing well and should be supported;

Recycling of waste and buy back centre in the region.

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2014 Draft IDP and Budget Participatory Process

The 2014 IDP and Budget outreach process provides the City an opportunity to

communicate its draft plans and budget to a specific audience through cluster community

conversations. The outreach process traditionally takes place in March, following the tabling

of the draft IDP and Budget. This allows for communities at a local level to reflect on the IDP

to determine to what extent the City’s plans respond to the issues raised during previous

outreach processes.

In addition an extensive communication campaign provides the platform for community

mobilisation and greater publicity around the IDP and Budget process. Through these

engagements, the City encourages the involvement of communities in local government.

A number of processes will be followed post tabling of the IDP at Council in March which will,

amongst others, include:

Call for public comment advertisement in newspapers prior to tabling of the IDP and

Budget

Councillor engagement session

Launch of the IDP and budget outreach

Regional Cluster Community Conversation

Other public and private stakeholders and NGO and CBO’s.

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10. Medium Term Budget

In order for the City to achieve its goals as set out in this document, it needs to clearly

prioritise resource allocation. The City of Johannesburg therefore publishes its medium term

budget every financial year, to reflect changes in anticipated spending patterns and report on

expenditure and revenue progress.

Long Term Financial Overview

The City has developed a long term Financial Development Plan to fund capital spending of

R100 billion over the next eight to ten years on infrastructure replacement and expansion.

The long term Financial Development Plan is part of the ongoing financial planning and

medium-term budgeting processes. The long term Financial Development Plan aims to

ensure that the City is in a sound financial condition and can finance services on a

sustainable basis on the long-term. The medium-term budget represents a detail three-year

operating and capital budget that enables the City to meets its operational and strategic

objectives for the three years and in the outer years.

Financial sustainability means that future generations will not be burdened with paying for

services that today’s taxpayers enjoy. While some expenses do not have to be immediately

paid, the City still must have the ability to pay them in the future.

The long term Financial Development Plan was developed as part of the IDP and budget

cycle for 2013/14 and was updated for the 2014/15 financial year. The long-term

development financial plan uses economic, financial, policy assumptions and the

expenditure outlook to project expenses, revenue and changes in the balance sheet. The

three year Medium Term Budget of the City is in line with the long term Financial

Development Plan of the City.

Budget process

The City engages in a similar process as that of developing its Integrated Development Plan,

when finalising its budget. In January 2014, a Technical Budget Steering Committee

reviewed each department and entity’s plans and budget submissions. Thereafter a Budget

Steering Committee sessions took place, chaired by the MMC: Finance. This committee

provides strategic direction and prioritises budget according to the submissions received.

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Budget Steering Committee outcomes

The Budget Steering Committee was held on 23-24 January 2014 reaffirmed the need for

changing the City’s course. To do this, it is necessary to change the way the City delivers

within its limited resources. It also noted a number of other critical points that clusters and

departments have taken into account in their planning. These include:

Increasing productivity – managing human resources effectively

An inter-clusteral approach is critical to ensure co-ordination of programmes.

As part of changing the course, there is a need to continue to stabilise the revenue

base of the City

Customer centric approach

Addressing the culture of abundance

Tariff increases should be reviewed taking into account macroeconomic challenges

Medium Term Budget Framework

The CoJ is heeding the national call of expanding public sector investment in infrastructure.

The City continues to increase capital investment on infrastructure over the medium term

and projects a spending plan of approximately R32.4 billion over the next three-year period.

In line with this increased capital investment on infrastructure, the City has developed the

long term Financial Development Plan which encompasses:

Achievement of a net operating margin of 15% and above

Reduction in the quantum of personnel remuneration, including the charge out of

project manager’s cost to capital

Elimination of unnecessary expenditure

Pursuing other revenue sources

Improvement in strategic and budget planning and processes, including zero- based

budgeting

Improvement in monthly operational revenue and expenditure control and monthly

operational reporting.

The City has focused attention on achieving its goals as outline in the Joburg 2040 GDS.

The City acknowledges the challenge of balancing the need to change course with limited

resources and delivering towards Joburg 2040. To respond to this, the City developed short,

medium and long term interventions in the 2012 budget cycle. These are still on track. In the

short-term, the City will continues to focus on stabilising its finances, refining and

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implementing its IDP, accelerating service delivery and improving customer and citizen’s

experience of the City. In the medium-term it will consolidate its finances and ensure that

service excellence becomes a norm in the city. In addition, there will be acceleration of the

implementation of IDP key programmes. In the long-term, the City will focus on financial

sustainability and resilience as well as conduct impact assessments of the IDP key

programmes against the GDS outcomes.

Medium Term Budget

In order to achieve financial stabilisation and long term sustainability the City has a set of

parameters within which financial planning should be aligned. These key financial indicators

are included in the table below.

Key Financial Indicators

Actual Adjusted Bench-

2012/13 Budget Marks Budget Estimate Estimate

2013/14 2014/15 2015/16 2016/17

Current ratio 1:1 1.1:1 Above 1:1 1:1 1:1 1:1

Solvency ratio 2:1 2.1:1 Above 2:1 2.1:1 2.2:1 2.3:1

Debt: Revenue 49.7% 39.0% Below 45% 42.4% 43.6% 45.0%

Remuneration to Expenditure ratio

(excluding bulk purchases)36.6% 36.3% Below 30% 36.1% 35.1% 34.4%

Remuneration to Expenditure ratio

(including bulk purchases)23.7% 24.0% Below 30% 23.8% 23.1% 22.6%

Maintenance to Expenditure ratio 3.4% 4.6% 7% 5.0% 5.3% 5.2%

Interest to Expenditure ratio 5% 4% Below 7% 5% 5% 6%

Net operating margin 10% 13% Above 15% 12% 13% 13%

Ratios

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Tariffs

Tariff setting in the City takes place within the framework of the City’s Tariff Policy. The

Policy is premised on the following principles:

Social: affordability of services, promotion of access to services, cross- subsidisation

of the poor where necessary and feasible, simple and easy to implement tariff

structure.

Economic: competitiveness of the City, in support of macroeconomic policies of the

country, tariffs must positively influence microeconomic input costs facing firms.

Financial: Cost- reflective tariffs linked to medium term financial framework.

The proposed tariffs per service for the 2014/15 financial year can be accessed on the City’s

website.

Operating and Capital Budget

In 2014/15, the City’s total budget amount to approximately R47.4 billion, the split between

operating and capital are as follows:

Operating R36.5 bn

77%

Capital R10.9 bn

23%

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High level budget of the City are as follows: Financial Performance (revenue and expenditure)

Adjusted

Budget Budget Estimate Estimate

2013/14 2014/15 % 2015/16 2016/17

R 000 R 000 R 000 R 000

Revenue 36 118 703 38 521 467 7% 41 758 610 44 743 468

Internal Revenue 3 861 293 4 381 294 13% 4 668 891 4 816 601

39 979 996 42 902 761 7% 46 427 501 49 560 069

Expenditure 34 222 576 36 512 567 7% 39 051 825 41 624 384

Internal Expenditure 3 861 293 4 381 294 13% 4 668 891 4 816 601

38 083 869 40 893 861 7% 43 720 716 46 440 985

Surplus (Deficit) 1 896 127 2 008 900 2 706 785 3 119 084

Taxation 499 499 528 805 6% 648 787 729 052

Surplus (Deficit) for the year 1 396 628 1 480 095 2 057 998 2 390 032

Capital Grants & Contributions 3 094 028 3 154 275 3 231 886 3 230 582

Surplus (Deficit) for the year

including Capital Grants & Contr.4 490 656 4 634 370 5 289 884 5 620 614

Capital Budget

R7700 263

R10861 642R11439 195

R10137 959

4 000 000

8 000 000

12 000 000

2013/14 2014/15 2015/16 2016/17

Capital ExpenditureR 000

Capital Budget – sources of funding

Adjusted

Budget Budget Budget Budget

2013/14 2014/15 2015/16 2016/17

COJ - Loans 1 458 631 3 276 000 3 440 000 2 506 000

COJ - Cash 3 147 604 4 431 367 4 767 309 4 401 377

National 1 028 634 996 021 1 011 247 1 034 074

Provincial 35 000

USDG 1 565 316 1 695 189 1 755 074 1 848 093

Other 465 078 463 065 465 565 348 415

Total 7 700 263 10 861 642 11 439 195 10 137 959

Further details of the split in budgets between departments and municipal entities are

available in the City’s Medium Term Budget document.

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Conclusion

The 2014/15 Medium Term Budget continues the City’s approach to shift the budget from

consumption to investment. Massive infrastructure investments are planned over the coming

years to transform Joburg spatially and economically. The stability of the City’s finances is

an enabler for the realization of this vision. This requires the City to implement operational

efficiencies, ensure that Capex spend is in line with prudential ratios, review tariffs to reflect

the cost of providing a service taking into account the current macro economic climate.

Funding in the City is allocated to critical service delivery pressures as well as changing the

City’s course to deliver on its long term outcomes, as revenue improvement is achieved.

In order for the City to achieve its goals as set out in this document, it needs to clearly

prioritise resource allocation. The City of Johannesburg therefore publishes its medium term

budget every financial year, to reflect changes in anticipated spending patterns and report on

expenditure and revenue progress.

The information contained here is a summary of the 2014/15 medium term budget and

provides a high level overview for the next financial year.

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11. 2014/15 Capital Investment Framework

The City uses its Capital Investment Framework (CIF) to identify and prioritise capital

projects for implementation in the following financial year and medium term period. The

objectives of the CIF are to:

Contribute towards the eradication of service delivery backlogs, especially in poor

and marginalised areas by prioritising capital projects in these locations;

Ensure the improved management of the City’s existing infrastructure;

Improve new service delivery through infrastructure and services that are planned,

delivered, and managed in an objective and structured manner;

Prioritise projects and programmes through a strategic and spatially-linked

information system known as the Capital Investment Management System (CIMS) in

the context of a limited capital budget; and

Direct future public and private investment, by aligning capital budget requirements of

departments and entities to priority areas, defined in the Joburg 2040 Strategy, the

Integrated Development Plan, Capital Investment Priority Areas (CIPAs) and the

Sustainable Human Settlement Urbanisation Plan (SHSUP).

City Priorities

The City has aligned itself to the outcomes of the National Government specifically in

relation to ‘Outcome 9’ which aims to ensure, “A responsive and accountable, effective and

efficient local government system”.

In addition the City’s planning and budget is aligned to City policy notably the Joburg 2040

Strategy, the IDP and the Spatial Development Framework (SDF) which outlines the City’s

spatial developmental path.

The Capital Investment Framework is a component of the City of Johannesburg’s IDP and

meets the City’s obligations in terms of Chapter 5, Section 26(i) of the Municipal Systems

Act (Act 32 of 2000). This requires local government to present “a financial plan, which must

include a budget projection for at least the next three years”. The three year detailed capital

budget is a companion document to the City’s IDP.

Each of the priority areas as identified earlier in this document has cost implications for the

City. The capital budget has been orientated to cater for these focus areas and to

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progressively meet the City’s long term goals. For example, major capital projects in the City

such as the construction of City Power’s new electricity intake facilities at Sebenza and

Rivasdale contributes to improving resource sustainability by ensuring long term power

supply to the City. The focus areas associated with the Joburg 2040 Strategy provide a tool

for guiding the City’s capital spending.

Two city policies: the Capital Investment Priority Areas (CIPA) and the Sustainable Human

Settlement Urbanisation Plan (SHSUP), define where, how and when the capital budget

must be spent.

The CIPA is a refinement and re-orientation of the Growth Management Strategy (GMS) that

identified priority areas for future development in the City. The CIPA take into account the

original investment areas of the Growth Management Strategy and the recent changes to the

Rea Vaya Bus Rapid Transit routes known as the Corridors of Freedom(see figure below).

The current budget identifies three key development corridors (Louis Botha, Perth-Empire

and Turffontein) for which detailed capital planning has been undertaken. Detailed planning

for the other corridors of freedom is to be undertaken in the short to medium term. In addition

the CIPA prioritises the inner city that remains a critical mixed use node for the City, as well

as the marginalised areas of the City (Diepsloot, Ivory Park, Alexandra and surrounds,

Soweto and Greater Orange Farm. The footprint of development corridors and prioritisation

has been used as the means to prioritise and assess capital projects using CIMS in the

capital budgeting process.

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Figure: Capital Investment Priority Areas – Including marginalised areas and key public transport

corridors

The Sustainable Human Settlement Urbanisation Plan (SHSUP) defines future shelter

solutions for the City. It provides housing typologies, strategies for residential densification,

possible locations for future housing development and models infrastructure requirements to

achieve the plan’s proposals. It promotes housing provision along the Corridors of Freedom,

closer to the existing City away from peripheral locations. SHSUP provides the capital

budgeting process with a guide to the nature of future City investment in residential

development, and an indicator of which housing and related infrastructure projects should be

prioritised within the City.

2014/15 Capital Budget

The total 2014/15 capital budget allocation for the City is R11 034 462 000. This is a 45%

increase in capital budget from the 2013/14 financial year of R7 594 678 000. The sources of

funding of this budget are illustrated in the figure below. The majority of the funding comes

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from Cash Reserves (5 192 778 000), City of Johannesburg Loans (R2 525 000 000) and

the Urban Settlement Development Grant (R1 684 778 000)

Table: 2014/15 Sources of Funding

Sources Capital Budget

City of Johannesburg (loans/Revenue) R 3,276,000,000.00

CRR (Cash Reserves) for Operational Capex R 4,431,367,000.00

National Grant R 996,021,000.00

Provincial Grant R 0.00

Urban Settlement Development Grant (USDG) R 1,695,189,000.00

Other (e.g. Developer’s contribution) R 463,065,000.00

Total R 10,861,642,000.00

Capital Budget Allocation in 2014/15 for Priority Investment Areas

There are areas within the city where the need for basic services and amenities is

concentrated and most urgent. These marginalised areas of the city include Greater Orange

Farm, Alexandra, Greater Soweto, Greater Ivory Park and Diepsloot. The City has approved

Urban Development Frameworks (UDF’s) that outline the interventions needed to address

the development issues in all these areas.

In addition to the marginalised areas, the Inner City has also been identified as a priority for

City investment through the Inner City Charter. The Charter’s commitments form the basis

for Inner City projects defined below.

With the finalisation of the Capital Investment Priority Areas the Corridors of Freedom with

an emphasis on Louis Botha, Perth-Empire, and Turffontein have been added to the

marginalised and Inner City areas as priority investment areas (see figures below). These

areas will also be analysed below.

In addressing the needs of the City’s priority areas in the 2014/15 budget, allocations per

programme area can be summarised as follows: Soweto receives the largest portion of the

investment (R 1 579 867 120.00); followed by the Inner City (R 633 357 000.00), Corridors of

Freedom (R 564 948 476.00), Orange Farm (R 238 863 000.00), Alexandra (R 233 243

000.00), Ivory Park (R 204 313 000.00), and Diepsloot (R 134 260 000.00).

:

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Figure: Value of Capital Projects in the capital investment priority areas for 2014/15 (%)

The location of the priority areas in relation to the capital projects allocated in 2014/15 is

represented in the figure below. This highlights the City’s commitment to ensure that

marginalised areas within the City have access to services, indicating spatially the

concentration and clustering of capital projects to be undertaken during 2014/15 within the

priority areas.

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Figure: Location of capital projects approved for 2014/15 located in priority areas

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Greater Orange Farm

Figure: Percentage value allocation by department/ME to Greater Orange Farm for 2014/15

The figure above illustrates the division of budget by department/municipal entity for the

Greater Orange Farm area, located in the far south of the City, bordering on Sedibeng. The

divisions that spent the most in 2013/14 in the area are again the divisions that are projected

to spend the most in 2014/15. The division that is spending the most in the Greater Orange

Farm area in 2014/15 is Joburg Water with sewer upgrade and pipe replacement projects

continuing work in Lakeside but also undertaking work in the broader catchment area. In

addition, Joburg Water is also upgrading the water infrastructure in the area and constructing

a water tower and reservoir. Housing’s projects in the area relate to the provision of bulk

infrastructure to Drieziek exts 3 and 5, Lakeside Ext 1, 2, 3 and 5; and Orange Farm Ext 9.

The Johannesburg Road Agency’s projects in Orange Farm include the tarring of gravel

roads in Orange Farm and Drieziek, the covering of open drains and planning for the

extension of James Street.

Alexandra

Figure: The percentage value allocation by department/ME to Alexandra for 2014/15

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Alexandra is a very dense residential area adjacent to Sandton. A significant proportion of

capital projects are managed by the Alexandra Renewal Project which has been relocated

from the Development Planning Department to the Johannesburg Development Agency

(JDA). Alexandra will benefit from the Rea Vaya Bus Rapid Transit route to be built along the

Louis Botha Ave Corridor of Freedom between Alexandra and the Inner City. Other

departments with projects within Alexandra include Joburg Water which speaks to water

upgrades and sewer mains replacement in Alexandra and surrounding areas, and City

Power for the normalisation of the electricity network and the provision of public lighting in

Alexandra.

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Soweto

Figure: Percentage value allocation by department/ME to the Greater Soweto Area for 2014/15

Housing (32%), Joburg Water (25%), City Power (15%), JRA (12%) and JOSHCO are to

spend the greatest proportion of the capital in the Greater Soweto area in 2014/15. Key

projects to be undertaken include:

Housing: The provision of bulk services for Braamfischerville Ext 12 and 13, Lufhereng,

Elias Motsoaledi, Devland Ext 1, 27, 30, 31 and 33, various Kliptown housing projects,

Dube Hostel, Orlando Women’s Hostel, Eldorado Park Infill, Jabulani Hostel, Jabulani

Flats.

Joburg Water: The on-going Operation Gcin’ Amanzi project for the replacement of

water and sewer pipes; and the construction of the Ennerdale/ Lenasia High Level

Reservoir.

City Power: The installation of a fourth intake at Rivasdale, the provision of street

lights, the provision of pre-paid meters, and the electrification of Elias Motsoaledi and

Lufhereng.

JRA: Construction of the Naledi / Protea pedestrian bridge across the railway line;

planning for the Jabulani/Molapo and Klipspruit West pedestrian bridges; stormwater

intervention projects on the Klipriver including at Kliptown; resurfacing of the Soweto

Highway and planning for the construction of the Spenser Road link.

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JOSHCO: Provision of Nancefield Station Housing; the Orlando Ekaya Staff Hostel

redevelopment; the Dobsonville Social Housing Project; and the Golden Highway

Social Housing Project

Ivory Park

Figure: Percentage value allocation by department/ME to the Ivory Park Area for 2014/15

In Greater Ivory Park, the divisions spending the greatest proportion of the R204 313 000

allocated for 2014/15 are JRA (31%), Housing (11%) and Development Planning (10%). Key

projects for Ivory Park include: the tarring of gravel roads, the covering of open drains; initial

work on KwaGreen, Hlope, Goniwe and Thabo Mbeki associated housing initiatives; the

development of industrial facilities at Bambanani.

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Diepsloot

Figure: Percentage value allocation by department/ME to the Diepsloot Area for 2014/15

The figure above represents the division of budget by department or municipal entity for the

Diepsloot Area for 2014/15. Of the R134 260 000 allocated to Diepsloot, Housing is

undertaking the Diepsloot Redevelopment Project on Northern Farms. Johannesburg Water

(12%) is constructing a reservoir for Diepsloot and upgrading sewers within the township.

JRA projects for Diepsloot include the tarring of gravel roads, and the covering of open

drains.

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Inner City

Figure: Percentage value allocation by department/ME to the Inner City Area for 2014/15

The Inner City’s budget is skewed due to a majority of departments and municipal entities

having their offices within the Inner City. This inflates the budget for the Inner City, and why

a wider range of role players is reflected. The estimated 2014/15 budget for the Inner City is

R 633 357 000. Development Planning is the largest contributor. This is for public

environment upgrade projects in the vicinity of Westgate, Park Station and Hillbrow to be

executed by the Johannesburg Development Agency. JOSHCO has the second largest

budget in the Inner City. This is for a number of social housing projects, notably: 11 Ellof

Street and 195 Commissioner Street. JRA has the third largest budget in the inner city for

the resurfacing and upgrading of the M1 and M2 highways and associated bridges, and for

the refurbishment of the Robinson Canal.

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Corridors of Freedom: Louis Botha Corridor

Figure: Percentage value allocation by department/ME to the Louis Botha Corridor for 2014/15

An amount of R 119 270 000 has been allocated to the Louis Botha Corridor. City Power

has the highest budget for the upgrading and refurbishment of the existing electrical

infrastructure. Community Development and City Park’s allocation is primarily for the

upgrading of Patterson Park facilities in Orange Grove. Health’s allocation is for the

upgrading of the existing clinics located within the corridor.

Corridors of Freedom: Perth-Empire Corridor

Figure: Percentage value allocation by department/ME to the Perth-Empire Corridor for 2014/15

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An amount of R 232 533 436 has been allocated to the Perth-Empire Corridor. Similarly to

the Louis Botha corridor, City Power has been allocated funding to upgrade the existing

electrical infrastructure on the Perth-Empire Corridor. Joburg Water has been allocated

budget for the upgrade of the existing water and sewer networks within the corridors. The

third highest budget allocation is for JOSHCO for social housing at Pennyville and for the

refurbishment of the Geldenhuys Hostel.

Corridors of Freedom: Turffontein Corridor

Figure: Percentage value allocation by department/ME to the Turffontein Corridor for 2014/15

Of the three Corridor’s Turffontein does not have a bus rapid transit system that serves the

entire area under consideration. The expectation is that in future the area will be serviced by

a feeder route to the existing bus Rea Vaya Network. In 2014/15 JOSHCO is the division

that has the highest budget in Turffontein primarily for the Bellavista, City Deep and

Turffontein social housing projects. Joburg Water and JRA receive the next highest

allocations respectively for the upgrading of existing roads, stormwater and water

infrastructure.

The analysis of the individual Corridors of freedom does not take into account the R250

million allocated to strategic projects within the three corridors. Neither does it take into

account the R 1 059 571 000.00 of grant funding for the construction of the Rea Vaya in the

Perth-Empire and Louis Botha Corridors.

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Service Capacity Backlogs

In addition to the Capital Investment Priority Areas defined above, there are critical capital

interventions required to ensure that bulk infrastructure remains operational within the City.

In this regard City Power, Joburg Water, the Johannesburg Roads Agency and the

Department of Housing have identified ‘hotspot’ areas where projects are required to meet

demands placed on the network.

City Power defines two types of infrastructure constraints to identify ‘hotspot areas’. These

are those substations whose load readings are over 100% of capacity; and those areas

where user demand is growing and the network capacity is over 100%. When looking at City

Power projects it must be noted that a project to resolve a particularly ‘hotspot’ may be

located outside the ‘hotspot’ area itself.

City Power’s ‘hotspot’ areas for the 2014/15 year are located primarily in the north of the City

(e.g. parts of Roodepoort, Randburg and Midrand) and areas in the south such as Lenasia,

Ennerdale and Lehae.

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Figure: Power Capacity Hotspot Areas – City Power Capital Projects 2014/15

Joburg Water defines ‘hotspots’ as those areas where the water and sewer capacities are

operating at levels that are in excess of the infrastructure’s design.

The water hotspot areas are located in a west–east band to the north of the City

incorporating Sandton and Randburg, and in the south of the City centred on the Greater

Orange Farm area. The sewer hotspots are centred on the Braamfontein and Zandspruit

basins, as well as the portion of the Klipspruit catchment that incorporates Soweto and

Orange Farm.

As in the case of City Power, water and sewer projects that would alleviate these areas may

be located outside of the actual ‘hotspot’ areas.

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Joburg Roads Agency has identified backlogs in relation to the tarring of gravel roads in

marginalised areas, and backlogs in relation to storm water projects.

There are serious constraints in relation to storm water management across the City and

associated river catchments. There is currently an under-investment in storm water

management in the City. This situation is to be addressed in the next 5 -10 year period.

Currently there is a poor correlation between storm water projects and those areas that have

been identified as ‘hotspots’.

With regards to the gravel roads upgrading programme, there is a strong correlation

between the projects to be undertaken in 2014/15 and the areas that have been identified as

requiring upgrading.

Figure: Water Capacity Pressure Areas – Joburg Water Capital Projects 2014/15

Figure: Sewer Capacity Pressure Areas – Joburg Water Capital Projects 2014/15

221

Figure: Priority Gravel Road and Storm Water Areas – JRA Capital Projects

222

Housing backlogs relate to the informal settlements located within the City as well as the

large scale issue of backyard shack rentals, which are concentrated in the marginalised

areas within the City.

The housing figure below shows the relationship between the Department of Housing’s

capital projects and the existing informal settlements in the City. While at a citywide level

there is not a significant correlation between projects and informal settlements, at the level of

individual marginalised areas which also have informal settlements – namely Orange Farm,

Kanana Park, Ennerdale, Soweto and Diepsloot – there is correlation between housing

projects and adjacent informal settlements.

The Capital Budget and Identified Deprivation Areas

In 2008 the Social Development Department identified areas of relative deprivation across

the City of Johannesburg. The areas that were considered to be most deprived were closely

linked to marginalised areas, as defined by this report. These were the Greater Orange Farm

Area, Diepsloot, Ivory Park and Alexandra, as well as informal settlements in the North West

of the City. In the study, Soweto was viewed as being more complex as there were areas of

extreme deprivation located adjacent to areas of relative wealth, which indicates that public

investment over the past 10 years has improved the lives of a significant number of people

within Soweto.

The City is locating the majority of its capital interventions in those areas that are considered

to be most deprived.

223

Figure: Housing Projects on the 2014/15 capital budget relative to Informal Settlements

Figure: Deprivation Focus Areas – Capital Projects 2014/15

224

2014/15 Capital Budget by cluster, department and municipal entity

The remainder of the CIF provides a breakdown of the most significant projects to be

undertaken in 2014/15 by cluster, and then according to department and municipal entity.

For coordination purposes within the City the departments and municipal entities are defined

in terms of clusters. There are four clusters: the sustainable services cluster; the economic

growth cluster, the human and social development cluster and the sound governance

cluster. Departments and municipal entities refer to the individual administration units into

which the City is divided, where ‘departments’ represent core administration functions, and

‘municipal entities’ represent corporate entities/utilities.

The breakdown of the capital budget for 2014/15 by department and municipal entity is

captured in Figure x below. The divisions receiving the highest budget in 2014/15 are: City

Power (R 2,221,762,200.00 ); Group Corporate and Shared (R 1 431 268 000);

Johannesburg Roads Agency (R 1,423,210,000.00); Joburg Water (R1 091 585 000)

and.Transportation (R 971,511,000.00)

225

Project Name External COJ Funds CRR Cash Provincial State Grant USDG Other Total 2014/15

R 112,400,000.00 R 0.00 R 0.00 R 0.00 R 54,000,000.00 R 0.00 R 166,400,000.00

R 891,030,000.00 R 760,667,200.00 R 0.00 R 31,000,000.00 R 90,000,000.00 R 449,065,000.00 R 2,221,762,200.00

R 21,500,000.00 R 0.00 R 0.00 R 0.00 R 0.00 R 0.00 R 21,500,000.00

R 600,000.00 R 2,084,000.00 R 0.00 R 0.00 R 0.00 R 0.00 R 2,684,000.00

R 22,651,000.00 R 0.00 R 0.00 R 0.00 R 3,300,000.00 R 0.00 R 25,951,000.00

R 32,901,000.00 R 7,000,000.00 R 0.00 R 0.00 R 20,000,000.00 R 0.00 R 59,901,000.00

R 400,550,000.00 R 0.00 R 0.00 R 98,958,000.00 R 0.00 R 0.00 R 499,508,000.00

R 0.00 R 42,389,000.00 R 0.00 R 36,492,000.00 R 0.00 R 0.00 R 78,881,000.00

R 0.00 R 46,830,000.00 R 0.00 R 0.00 R 0.00 R 0.00 R 46,830,000.00

R 158,400,000.00 R 1,272,868,000.00 R 0.00 R 0.00 R 0.00 R 0.00 R 1,431,268,000.00

R 2,700,000.00 R 499,000.00 R 0.00 R 0.00 R 0.00 R 0.00 R 3,199,000.00

R 0.00 R 25,026,000.00 R 0.00 R 0.00 R 60,000,000.00 R 0.00 R 85,026,000.00

R 0.00 R 150,500,000.00 R 0.00 R 0.00 R 792,862,000.00 R 0.00 R 943,362,000.00

R 0.00 R 165,100,000.00 R 0.00 R 0.00 R 69,589,000.00 R 0.00 R 234,689,000.00

R 68,829,000.00 R 220,128,000.00 R 0.00 R 0.00 R 133,044,000.00 R 0.00 R 422,001,000.00

R 372,756,000.00 R 193,461,000.00 R 0.00 R 0.00 R 89,367,000.00 R 14,000,000.00 R 669,584,000.00

R 208,322,000.00 R 0.00 R 0.00 R 0.00 R 0.00 R 0.00 R 208,322,000.00

R 8,300,000.00 R 0.00 R 0.00 R 0.00 R 0.00 R 0.00 R 8,300,000.00

R 210,750,000.00 R 299,422,000.00 R 0.00 R 0.00 R 20,000,000.00 R 0.00 R 530,172,000.00

R 0.00 R 124,500,000.00 R 0.00 R 0.00 R 0.00 R 0.00 R 124,500,000.00

R 500,000,000.00 R 574,183,000.00 R 0.00 R 0.00 R 349,027,000.00 R 0.00 R 1,423,210,000.00

R 2,200,000.00 R 65,760,000.00 R 0.00 R 0.00 R 0.00 R 0.00 R 67,960,000.00

R 70,000,000.00 R 130,151,000.00 R 0.00 R 0.00 R 0.00 R 0.00 R 200,151,000.00

R 187,050,000.00 R 0.00 R 0.00 R 0.00 R 14,000,000.00 R 0.00 R 201,050,000.00

R 0.00 R 102,687,800.00 R 0.00 R 0.00 R 0.00 R 0.00 R 102,687,800.00

R 0.00 R 60,112,000.00 R 0.00 R 0.00 R 0.00 R 0.00 R 60,112,000.00

R 5,061,000.00 R 15,139,000.00 R 0.00 R 0.00 R 0.00 R 0.00 R 20,200,000.00

R 0.00 R 30,920,000.00 R 0.00 R 0.00 R 0.00 R 0.00 R 30,920,000.00

R 0.00 R 141,940,000.00 R 0.00 R 829,571,000.00 R 0.00 R 0.00 R 971,511,000.00

Grand Total R 3,276,000,000.00 R 4,431,367,000.00 R 0.00 R 996,021,000.00 R 1,695,189,000.00 R 463,065,000.00 R 10,861,642,000.00

City Parks and Zoo

City Power

Community Dev: Arts, Culture

and Heritage

Community Dev: Head Office

Community Dev: Libraries

Community Dev: Sport and

Recreation



Environment and Infrastructure

Group Corporate and Shared

Services

Group Finance: Finance

Health

Housing

JDA

JHB Water: Sewer

JHB Water: Water

Joburg Market

Johannesburg Theatre

Management CompanyJOSHCO

JPC

JRA

Mayor's Office/ City Manager

Metrobus

Pikitup

Public Safety: EMS

Public Safety: JMPD

Social Development

Speaker: Legislative Arm of the

Council

Transportation

2014/2015 Source Amount

Figure x: 2014/15 Capital Budget by Division and Source of Funding

The Sustainable Services Cluster has the highest capital allocation within the City for

2014/15. The cluster consists of: the Environment and Infrastructure Services Department

(EISD); the Housing Department; the Johannesburg Social Housing Company (JOSHCO);

PIKITUP, responsible for waste disposal; City Power; Joburg Water; the Development

Planning Department; the Johannesburg Development Agency; and the Johannesburg

Roads Agency.

In the 2014/15 draft Budget the Environment and Infrastructure Services Department has

been allocated R46 830 000. The primary project for the department is the Bruma Lake

Rehabilitation, which will result in the closure of the dam given that it is a major source of

pollution in the area.

The Housing Department has a budget of R943 362 000 for 2014/15. The primary source of

capital funding for the Housing Department is the Urban Settlement Development Grant

226

(USDG) (R792 862 000) which is for the construction of bulk infrastructure for low income

housing projects. The Housing Department is in the process of shifting from RDP housing

projects located on the periphery of the City to a strategy that focuses on higher density

housing solutions in more centrally accessible locations. The intention is to complete the

more peripheral projects in the medium term (two years) and to begin to plan for better

located housing projects. Key projects to be undertaken by the Housing Department in

2013/14 are: Klipspruit/Kliptown Housing Projects (R309 million), Fleurhof (R60 million) and

Devland Ext 1, 27, 30, 31&33 (R66 million).

The projects that will cost the City the most in the three year medium term budget period are

the Klipspruit/Kliptown Project (R465 million), Fleurhof (R156 million) and Devland Ext

1,27,30,31&33 (R133 million).

In order to shift to a strategy that provides better located housing solutions for the poor,

R50 million has been put aside for land purchases in 2014/15. Similarly, an amount of R30

million has been allocated to the implementation of Sustainable Human Settlement

Urbanisation Plan (SHSUP) in 2014/15 to facilitate the implementation of the policy and to

change how and where residential development is provided in the City.

The Johannesburg Social Housing Company (JOSHCO) will receive R 530,172,000.00 in

2014/15. This will be used to provide high density social housing for the Company. The key

projects for the municipal entity include: Fleurhof Junction (R 60 million, Dobsonville (R 50

million) and Lombardy East Social Housing Projects (R 46 million).

Major staff hostel redevelopment projects for 2014/15 include: City Deep (R30 million)

Nancefield Station)/ Klipspruit (R60 million).

It is envisaged that JOSHCO will play an increasingly important role in the restructuring of

human settlements through the provision of alternative accommodation solutions.

A total allocation of R 201 050 000 is to be given to Pikitup in 2014/15. Significant projects

include: the purchase of underground bins (R20 million); ensuring that existing PIKITUP

facilities (landfills/depots) meet OHASA safety standards; the construction of composting

plants for green waste (R20 million). The intention of Pikitup in the medium term is to focus

on projects that reduce waste and promote recycling.

City Power received an allocation of R 2,221,762,200 for 2014/15; the breakdown for a

significant portion of this budget is as follows:

227

R200 million has been allocated to the on-going construction of an intake at

Sebenza, which takes power from the Eskom Grid for the north of the City. The

project’s ultimate cost will be approximately R900 million. The project aims to provide

a stable supply of bulk energy from Eskom for the northern areas of the City.

The construction of a fourth intake for the City at Rivasdale in Soweto is shifting to

the construction phase in 2014/15. R70 million has been set aside for the project in

2014/15. The project is set to cost the City approximately R900 million. The project

aims to provide a stable supply of bulk energy for the southern areas of the City.

R70 million has been allocated for the upgrading of identified 88kV overhead lines in

the 2014/15 budget. This is an on-going project that is to cost the City R230 million in

the next three years

R690 million will be used to implement Pre-paid system installation of semi-

automated pre-paid & automated pre-paid smart meters). This project will allow for

automatic centralised meter reading, so that meter readings will not have to be

undertaken manually on a monthly basis. This project is to cost the City

approximately R1.4 billion over the next three financial years. Timelines, scope and

costs of this project have increased since the last financial year.

Approximately R120 million will be spent on the provision of new connections to

developments predominantly in the north of the City. These projects are largely

funded from service contributions

R11.3 million will be spent on public lighting in marginalised areas

Joburg Water receives an allocation of R 1 091 585 000 for 2014/15. An overview of the

budget is provided below:

R88 million will fund the upgrade of the Bushkoppies Waste Water Treatment Works

(WWTW) in the south of the City, and R46 million is budgeted for the Driefontein

WWTW expansion in Mogale City. Approximately R50 million each has been

allocated to Northern Works and Olifantsvlei WWTWs.

R50 million has been put aside for the construction of the new Lanseria waste water

treatment plant to the north of the City.

Operation Gcin’ Amanzi has been allocated an amount of R 250 million to fund water

infrastructure rehabilitation and water resource management in Soweto

Bryanston, Woodmead, Douglasdale and Sandton will receive R 43 million for the

upgrading and refurbishment of water infrastructure.

228

The Development Planning Department is responsible for the, Inner City Regeneration

Programme, for coordinating the Neighbourhood Development Partnership Grant and Public

Transport Corridor Development in the City. R 499 508 000.00 was allocated to the

Department for 2014/5.

The Inner City Regeneration Programme has received an allocation of R150 million. This will

be used to upgrade the public environment in the Inner City.

An amount of R250 million has been allocated to Development Planning to facilitate capital

interventions in the Corridors of Freedom.

The Neighbourhood Development Partnership Grant, which is funded by National Treasury,

is coordinated in the City through Development Planning. Projects to be funded from the

grant include the reconstruction of Ngonyama Road, public upgrades in Jabulani and the

Bambanani and Marlboro Industrial Production Facilities.

The Johannesburg Development Agency is to receive an allocation of R 234 689 000 for

2014/5.

Under this funding upgrading to the public environment will take place at the following

locations: Jabulani, Kliptown, Nancefield, and Randburg.

Responsibility for the Alexandra Renewal Project has been shifted to the JDA. The amount

set aside for the Alexandra Renewal Project in 2014/15 is approximately R70 million for a

number of projects.

The Joburg Roads Agency received an allocation of R 1 423 210 000 million for 2014/15.

This is a 92% year on year increase for the municipal entity, and continues the City’s

commitment to improving roads, bridges and stormwater infrastructure. R87 million will go

towards bridge upgrading; R110 million for the resurfacing of the M1, M2 and Soweto

Highways; R287 million for the resurfacing of other roads; R100 million for Road

Rehabilitation and Road Reconstruction; R46 million for stormwater related projects; and

R262 million for the tarring of gravel roads in marginalised areas.

The Economic Growth Cluster consists of the Economic Development, Joburg Market and

Johannesburg Property Company, Transportation and Metro Bus.

229

The Department of Economic Development received R 78 881 000 in the 2014/15 capital

budget. R21 million is for the construction of linear markets; R11 million is for the Inner City

Property Scheme for the purchase and redevelopment of property in the Inner City; and R10

million for the Inner City Skills Development Centre. R 36 492 000 is for projects under the

Extended Public Works Programme

Johannesburg Property Company incorporates the Metro Trading Company (MTC) and the

Facilities Management and Maintenance Unit (FMMU). The Municipal Entity is to receive

R124.5 million in 2014/15. Of this amount R35 million is for the Construction of a taxi rank

and the Sandton Gautrain Station; and R20 million is for the Jabulani precinct.

R7.5 million has been put aside for FMMU related projects. R1.3 million has been put aside

for the upgrading of existing Metro Trading Facilities in the City.

The Joburg Market has been allocated R 208 322 000.00 primarily for the Market of the

Future project (R95 million) that will expand the capacity of the existing facility, but also for

the refurbishments of infrastructure within the market precinct at City Deep.

The Transportation Department has a budget of R 971 511 000.00. R 829 571 000.00 of this

funding is from the National Public Transport Infrastructure and Systems Grant, for the

continued construction of the Rea Vaya: Bus Rapid Transit System. The remainder of the

funding is to go to various taxi rank and non-motorised transport projects being undertaken

by the department.

Metrobus received an allocation of R 200 151 000.0 for 2014/15 to fund the purchase of new

buses (R 187 591 000.00), and upgrade the bus company’s existing assets.

The Human and Social Development Cluster includes: Community Development, Health,

Social Development, City Parks and Zoo, the Johannesburg Theatre Company (JTC),

Emergency Management Services (EMS) and the Johannesburg Metropolitan Police

Department (JMPD).

The focus for the core Community Development Department for the 2014/15 financial year is

to continue the refurbishment of existing facilities. However there are new facility projects on

the budget for 2014/15. The total amount to be allocated to the Community Development

Department is R 110 036 000.00. Of this amount: Arts, Culture and Heritage receives R 21

500 000.00; Libraries R 25 951 000.00; Sports and Recreation – R 59 901 000.00 and R 2

684 000.00 to Head Office. Key projects for 2013/14 include: refurbishment of the

230

Johannesburg Art Gallery (R 11 647 000.00); Construction of a new sports facility at Rabie

Ridge (R 2 713 000.00); Construction of a new Multi-purpose Centres at Orlando Ekaya (R 2

588 000.00) and Diepsloot (R 2 000 000.00); and R 10 000 000.00 for the upgrading of

Union Stadium. There are also a number of upgrading and refurbishment projects that are to

be undertaken in the Corridors of Freedom

The Health Department is to be allocated 85 026 000.00 in 2014/15. Key projects to be

undertaken by the Health Department include the construction of the Mountain View Clinic

outside Ennerdale (R3 million), and the Mpumelelo Clinic – Phase 2 in Ivory Park (R4

million).

The Social Development Department has been allocated R20.2 million in 2014/15. This is to

be spent primarily on the construction of the Golden Harvest Drug Rehabilitation Centre (R 7

350 000.00); and the refurbishment of the Zakheni Skills Development Centre (R 6 000

000.00).

The Johannesburg Theatre Company is the umbrella management company for the Joburg,

Soweto and Promusica (Roodepoort) Theatres. The Company is to receive R8.3 million rand

for various capital projects at the three theatres.

Johannesburg City Parks and Zoo have been allocated R 166 400 000.00 for 2014/15. Of

this amount the Zoo has been allocated R 24 283 000.00 for various capital projects. City

Park’s major projects for 2014/15 include: the development of the Olifantsvlei Cemetery

(R 30 000 000.00; and the development of an urban agriculture facility (R 10 000 000.00).

There will also be significant expenditure on parks in the Corridors of Freedom and in the

Inner City.

In relation to the public safety departments, Emergency Management Service’s allocation of

R 102 687 800.00 is to be spent on among other projects: ambulance equipment (R 10 000

000.00); the construction of the Protea Glen Fire Station (R 11 200 000.00) and the

reconstruction of the Inner City Fire Station (R 20 000 000.00). The Johannesburg

Metropolitan Police Department’s allocation of R 60 112 000.00 is to be spent primarily on

upgrading the Langlaagte Station Offices (R 5 350 000.00); the Tetra Radio System (R 10

000 000.00) and for stormwater management at the JMPD facilities at Rosettenville.

The Sound Governance Cluster consists of the Speaker’s Office, the Office of the Executive

Mayor and the Corporate and Shared Services Department and Group Finance.

231

The Speaker’s Office has received an amount of R 30 920 000.00 for the construction of a

new Council Chamber in the Mayoral Wing of the Metropolitan Building in Braamfontein.

This project will cost R100 million over two years.

The Office of Executive Mayor/City Manager has been allocated R 67 960 000.00 primarily

for Community Based Planning Activities (R50 million); the establishment of an Integrated

Disaster Management Centre (R4 million); the purchase of base-stations as part of the smart

city initiative (R 10 000 000.00) Joburg Tourism’s E-marketing platform and associated

website (R1, 7 million).

Group Finance which includes the Finance and Revenue Departments will receive R 3 199

000.00.

.

Group Corporate and Shared Service’s has been allocated R 1 431 268 000.00. Of this

amount R 158 000 000.00 is for IT infrastructure renewal and optimisation, and R 1 058 400

000.00 for the upgrading of computer software for the City and will be overseen by the Office

of the Chief Information Officer. A further R 142 800 000.00 will be spent on the City’s

vehicle fleet contract from CAPEX by the Department.

The section above has provided an overview of the major capital projects to be undertaken

by departments and municipal entities in 2014/15.

The Capital Investment Framework has provided an overview of the policy and processes

that the City uses to identify and prioritise capital projects within the City. It has highlighted

the City’s commitment to providing services to the City’s marginalised, for addressing

upgrading requirements of existing infrastructure and facilities and to fundamentally alter the

urban form of the City. The CIF in turn has interpreted these commitments into the capital

budget, and the key projects that each department and municipal owned entity is to

undertake within 2014/15. In so doing the CIF sets out the rationale, and the tangible

outcomes of that rationale, in relation to the capital.

232

233

City-wide Projects- Capital budget by project

CIMS Number

Project Name Description Assets Class

Asset Sub-Class

2014/15 Medium Term Expenditure Framework

Project Information

Total Total Total Division Location New Or Renewal

30555 City Parks House - IT Equipment New Computer Hardware New Computer Hardware JOHANNESBURG F Ward

IT Equipment New Computer Hardware

Intangibles Computers - software and programming

3 500 000.00

1 000 000.00

2 363 000.00

City Parks and Zoo

City Wide

New

30556 City Parks House – Building upgrade New Building Alterations JOHANNESBURG F Ward

Buildings upgrade Infrastructure Other 5 000 000.00

4 000 000.00

4 000 000.00

City Parks and Zoo

City Wide

New

30557 Plant and equipment New Plant and Equipment JOHANNESBURG F Ward

Plant and equipment Community Parks & gardens 4 000 000.00

2 500 000.00

2 500 000.00

City Parks and Zoo

City Wide

New

31077 Road islands and Town Entrances developments & Beautification New Park JOHANNESBURG F City Wide

Development of road islands and town entrances

Community Parks & gardens 2 000 000.00

2 000 000.00

2 000 000.00

City Parks and Zoo

City Wide

New

33802 Study and Implementation of NMT and tree planting New Park JOHANNESBURG F City Wide

The undertaking of detailed studies and investigations into the parameters for the development of NMT paths and appropriate tree planting


2 000 000.00

2 000 000.00

City Parks and Zoo

City Wide

New

32781 Upgrade of existing parks to Occupational health and safety standards New Park JOHANNESBURG F City Wide

Upgrade of Parks developed in the last five year period to comply with new health and safety regulations


2 000 000.00

2 000 000.00

City Parks and Zoo

City Wide

New

33447 Urban Agriculture New Park JOHANNESBURG F Regional

Food security project City wide Community Parks & gardens 10 000 000.00

7 302 315.00

5 697 685.00

City Parks and Zoo

City Wide

New

33620 Alarm monitoring devices for Miniature Sub Stations New Security Equipment REUVEN F City Wide

Install alarm/monitoring devices in high risk miniature substations

Infrastructure Electricity Reticulation

6 000 000.00

5 000 000.00

-

City Power City Wide

New

234

CIMS Number


Asset Sub-Class


Project Information


27696 Acquire servitudes and sub station sites New Transmission Line REUVEN F City Wide

Acquisition of servitudes for transmission lines and sub station sites.

Investment Property

Other 12 000 000.00

12 000 000.00

14 000 000.00


New

27008 Capital Program to replace aged and critical switchgear Renewal Bulk Infrastructure REUVEN F City Wide

Switchgear Capital Program to replace aged and critical switchgear


20 000 000.00

20 000 000.00

20 000 000.00


Renewal

29881 Earthing and lightning protection at Major sub stations Renewal Bulk Infrastructure REUVEN F

Earthing and Lightning protection at all major sub stations


5 000 000.00

5 000 000.00

20 000 000.00


Renewal

31129 Emergency work on the transmission network Renewal Bulk Infrastructure REUVEN F City Wide

Emergency work on the transmission network


5 000 000.00

10 000 000.00

20 000 000.00


Renewal

33364 Eskom payments. New Bulk Infrastructure REUVEN F City Wide

Eskom payments for feasibility quotes.


30 000 000.00

22 000 000.00

30 000 000.00


New

33634 ICT Network upgrade for smart grids to substations New Load Management REUVEN F City Wide

ICT Network upgrade for smart grids to substations

Intangibles Computers - sofware and programming

20 892 000.00

10 000 000.00

15 000 000.00


New

33636 Implementation of Sharepoint Portal New Computer Software REUVEN F City Wide

Implementation of Sharepoint Portal


6 000 000.00

3 000 000.00

3 000 000.00


New

33641 Infills for adhoc projects, All Areas Renewal Electrification REUVEN F City Wide

Infills for adhoc projects, All Areas


500 000.00

-

-


Renewal

30697 Install new IED's in substations Renewal Protection REUVEN F City Wide

Install new IED's in substations with grading problems


10 000 000.00

10 000 000.00

10 000 000.00


Renewal

30696 Install public lights in formal areas New Public Lighting REUVEN F City Wide

Install public lights in formal areas based on petitions received

Infrastructure Street Lighting 10 000 000.00

10 000 000.00

10 000 000.00


New

33618 Install Pylon monitoring alarms New Security Equipment REUVEN F City Wide

Install Vibration alarms on Pylons


2 000 000.00

-

-


New

235

CIMS Number


Asset Sub-Class


Project Information


32820 Install statistical meters on all distributors New Load Management REUVEN F City Wide

Install statistical meters at all substations


50 000 000.00

25 000 000.00

50 000 000.00


New

30105 Operating Capital New Operational Capex REUVEN F City Wide

Operating Capital Intangibles Computers - software and programming

20 000 000.00

20 000 000.00

20 000 000.00


New

29830 Pre-engineering design of sub stations New Bulk Infrastructure REUVEN F City Wide

Pre Engineering design of sub stations


10 000 000.00

10 000 000.00

10 000 000.00


New

33622 Protection, Supply and delivery of Secondary Plant equipment Renewal Protection REUVEN F City Wide

Replacement of secondary plant equipment of old technology


3 000 000.00

3 000 000.00

5 000 000.00


Renewal

32822 refurbish distribution transformers and miniature substations. Renewal Medium Voltage Network REUVEN F City Wide

Refurbish distribution transformers and miniature substations.


10 000 000.00

10 000 000.00

10 000 000.00


Renewal

30698 Refurbish obsolete protection relays Renewal Protection REUVEN F City Wide

Refurbish obsolete protection relays in various sub stations


10 000 000.00

10 000 000.00

10 000 000.00


Renewal

27007 Refurbish transformers and switchgear Renewal Bulk Infrastructure REUVEN F City Wide

Transformer Capital Program to eliminate high risk transformers.


10 000 000.00

10 000 000.00

15 000 000.00


Renewal

30670 Replace batteries in sub stations Renewal Bulk Infrastructure REUVEN F City Wide

Replace batteries in sub and switching stations


1 000 000.00

2 000 000.00

3 000 000.00


Renewal

32808 Replace obsolete energy meters with prepaid units Renewal Service Connections REUVEN F City Wide

Replace obsolete energy meters with prepaid units


291 473 000.00

115 000 000.00

115 000 000.00


Renewal

28792 Replace open LV conductors with ABC Renewal Low Voltage REUVEN F City Wide

Turnkey project to replace bare OH mains in problematic areas with ABC.


12 500 000.00

30 000 000.00

30 000 000.00


Renewal

236

CIMS Number


Asset Sub-Class


Project Information


31141 Revenue Generation Efficiency Project. Pre-paid system installation of semi automated pre-paid & automated pre paid (smart meters) Renewal Service Connections REUVEN F City Wide

Revenue Generation Efficiency Project. Pre-paid system installation of semi automated pre-paid & automated pre paid (smart meters)

Other Assets Other 390 000 000.00

420 000 000.00

90 000 000.00


Renewal

32837 Roll out of smart grid to all substations New Protection REUVEN F City Wide

Roll out of smart grid to all substations

Infrastructure Other 3 000 000.00

5 000 000.00

8 000 000.00


New

31121 Telecommunications, Fibre optic installations and upgrades Renewal SCADA REUVEN F Regional

Fibre optic installations and upgrades


10 000 000.00

10 000 000.00


Renewal

25856 Tetra Radio system New Tools and Loosegear REUVEN F City Wide

Mobile radio system with dispatch capability

Other Assets Plant & equipment 500 000.00

500 000.00

500 000.00


New

30840 Transformer capital program to eliminate high risk transformers Renewal Bulk Infrastructure REUVEN F City Wide

Transformer capital program to eliminate high risk transformers


15 000 000.00

15 000 000.00

15 000 000.00


Renewal

33638 Upgrade of Virtualization Infrastructure New Computer Software REUVEN F City Wide

Upgrade of Virtualization Infrastructure


-

5 000 000.00

5 000 000.00


New

32459 Upgrading of 88 kV overhead lines Renewal Bulk Infrastructure REUVEN F City Wide

Upgrade 88 kV overhead lines Infrastructure Electricity Reticulation

70 000 000.00

76 003 000.00

84 896 000.00


Renewal

33457 ACH - Building Restorations (City Wide) Renewal Heritage Area Upgrade JOHANNESBURG F

Upgrading of building Community Recreational facilities

1 500 000.00

2 000 000.00

-

Community Dev: Arts, Culture and Heritage

City Wide

Renewal

33762 Inner City (Comm Dev: ACH) Renewal Inner City Intervention JOHANNESBURG F

Inner City ring-fenced amount for undertaking capital projects

Community Recreational facilities

3 353 000.00

9 000 000.00

2 000 000.00


City Wide

Renewal

30712 Operational Capital JOHANNESBURG F

Operational capital for Comm Devt


2 185 000.00

1 824 000.00


City Wide

Renewal

237

CIMS Number


Asset Sub-Class


Project Information


33344 Rec - People with disabilities access JOHANNESBURG F

PWD access Community Recreational facilities

600 000.00

600 000.00

600 000.00


City Wide

New

33328 ACH - New Monuments Citywide New Incineration JOHANNESBURG F

New monuments Community Museums & Art Galleries

1 000 000.00

1 500 000.00

-


City Wide

New

33012 Lib.Installation of book security system in Libraries New Library BRAAMFONTEIN WERF F

Installation of book security to various libraries

Community Libraries 1 000 000.00

1 000 000.00

1 000 000.00


City Wide

New

33010 Lib.Pail Project Library New Library BRAAMFONTEIN WERF EXT.1 F

Upgrade of internet to various facilities


4 500 000.00

7 000 000.00


City Wide

New

33011 Lib.RFID asset tagging for books New Library BRAAMFONTEIN WERF F

Installation of asset tag for books


949 000.00

-


City Wide

New

33013 Lib.Satelite Libraries New Corridors of Freedom Intervention BRAAMFONTEIN WERF F

Construction of satellite libraries


2 000 000.00

2 000 000.00


City Wide

New

32553 Aqua - Minor upgrading of Swimming Pools Renewal Community Centre JOHANNESBURG F City Wide

Upgrading of filtration system and pumps in the city

Community Swimming pools 2 000 000.00

1 000 000.00

1 500 000.00

Community Dev: Sport and Recreation

City Wide

Renewal

33342 Rec - Construction of Clay soccer field New Community Centre JOHANNESBURG F City Wide

Construction of Clay soccer fields


1 200 000.00

1 200 000.00

1 200 000.00


City Wide

New

33602 NDPG Hub Projects New Programme JOHANNESBURG F City Wide

Hub Identification Infrastructure Other -

-

-


City Wide

New

29624 Operating Capital: DPUM Renewal Operational Capex BRAAMFONTEIN WERF F City Wide

new Other Assets Surplus Assets - (Investment or Inventory)

550 000.00

580 000.00

610 000.00


City Wide

Renewal

33600 Public Transport Corridor Development (TOD) New Operational Capex JOHANNESBURG F City Wide

Corridor Development Infrastructure Other 250 000 000.00

250 000 000.00

250 000 000.00


City Wide

New

238

CIMS Number


Asset Sub-Class


Project Information


33824 Integrated City Development Grant


-


City Wide

29027 Operational Capital (DED) Renewal Operational Capex BRAAMFONTEIN WERF F City Wide

Monies required to ensure ongoing operation of projects

Other Assets Surplus Assets - (Investment or Inventory)

440 000.00

470 000.00

500 000.00


City Wide

Renewal

33603 EPWP Projects 36 492 000.00

-

-


City Wide

33822 Green Energy Initiative New Green Infrastructure JOHANNESBURG F City Wide

Project for green energy Infrastructure Other 6 000 000.00

10 000 000.00

-


City Wide

New

29048 Operational Capital (EISD) Renewal Operational Capex BRAAMFONTEIN WERF EXT.1 F City Wide

To ensure ongoing maintenance of existing capital


830 000.00

880 000.00

930 000.00


City Wide

Renewal

33558 ICT - Infrastructure renewal and optimisation Renewal Computer Hardware JOHANNESBURG F City Wide

Renewal of existing computer hardware in the City


158 000 000.00

-

-


City Wide

Renewal

33556 ICT: Infrastructure new hardware New Computer Hardware JOHANNESBURG F City Wide

Purchase of new computers and other hardware for the City


71 600 000.00

24 000 000.00

20 761 000.00


City Wide

New

33557 ICT: Software Upgrades, implementation and broadband migration Renewal Computer Software JOHANNESBURG F City Wide

Upgrade of software packages used by the City of Johannesburg


1 058 400 000.00

-

-


City Wide

Renewal

29039 Operational Capital - Corporate Services New Operational Capex JOHANNESBURG F City Wide

Operational Capital Other Assets Surplus Assets - (Investment or Inventory)

468 000.00

494 000.00

560 000.00


City Wide

New

33553 Procurement of Fleet vehicles New Operational Capex JOHANNESBURG F City Wide

Contract for vehicles for use of Council

Other Assets Plant & equipment 142 800 000.00

-

-


City Wide

New

239

CIMS Number


Asset Sub-Class


Project Information


29030 Operational Capital Renewal Operational Capex BRAAMFONTEIN WERF F City Wide

operational capital inclusive of Comprehensive Infrastructure Plan


3 199 000.00

3 499 000.00

3 047 000.00

Group Finance: Finance

City Wide

Renewal

32941 AIRCONDITIONERS: Supply, installation and repairs of air conditioners in Health Facilities across the city New Clinic JOHANNESBURG F City Wide

Supply, installations and repairs of air conditioners in clinics across the city

Community Clinics 500 000.00

500 000.00

500 000.00

Health City Wide

New

32387 City Wide - BULK FILING SYSTEMS FOR RECORDS, supply and installation in Health facilities and offices New Office Equipment JOHANNESBURG A City Wide

Acquisition of Bulk Filing Systems for Health Facilities across the City for keeping patient records safe, confidential and in accordance with legislation

Other Assets Furniture and other office equipment

500 000.00

500 000.00

-

Health City Wide

New

32419 City Wide - Tools of trade and equipment for Vector Control Personnel Renewal Operational Capex JOHANNESBURG F City Wide

Purchase of equipment to prevent the spread of disease at all 80 clinics

Other Assets Plant & equipment 300 000.00

300 000.00

250 000.00

Health City Wide

Renewal

30328 City wide Operational Capital spend for Health Renewal Operational Capex JOHANNESBURG F City Wide

Operational Capital Spend Community Clinics 1 726 000.00

1 826 000.00

1 730 000.00

Health City Wide

Renewal

32943 ELECTRICITY UPGRADE for health facilities across the city New Clinic JOHANNESBURG F City Wide

Electricity upgrade for health facilities across the city

Community Clinics 300 000.00

300 000.00

300 000.00

Health City Wide

New

32395 Guardhouse construction at various facilities across the city New Building Alterations Johannesburg City Wide

construction of guardhouses across the city at various health facilities

Community Clinics 1 000 000.00

500 000.00

500 000.00

Health City Wide

New

30339 MINOR WORKS at various clinics across the City Renewal Clinic JOHANNESBURG F City Wide

MINOR WORKS across the City Of Johannesburg, design and layout of Clinics, construction of buildings and carports, furniture and equipment, landscaping, paving and signage.


1 000 000.00

3 000 000.00

Health City Wide

Renewal

240

CIMS Number


Asset Sub-Class


Project Information


30693 Formalisation of informal settlements across the City. Renewal Bulk Infrastructure JOHANNESBURG F City Wide

Formalisation of Informal Settlements within the City of Johannesburg Administration Regions A-G

Investment Properties

Housing development

50 000 000.00

50 000 000.00

25 000 000.00

Housing City Wide

Renewal

29798 Land Purchases New Operational Capex BRAAMFONTEIN WERF EXT.1 F City Wide

Land purchases for properties in Princess Plots (R14,748,602), Lindhaven (R8,021,040), Jameson Field (R2m) and Vlakfontein (R1,402,767)

Other Assets Civic Land & Buildings

50 000 000.00

-

-

Housing City Wide

New

29041 Operational capital (HS) New Operational Capex BRAAMFONTEIN WERF F City Wide

Operational Capital for maintenance of Housing Stock


500 000.00

530 000.00

560 000.00

Housing City Wide

New

33601 SHSUP Interventions New Operational Capex JOHANNESBURG F City Wide

SHSHUP Interventions Infrastructure Other 30 000 000.00

10 000 000.00

20 000 000.00

Housing City Wide

New

32377 Biogas to electricity at NW, GK ,BK New Bulk Waste Water DIEPSLOOT WES EXT.5 C Regional

Biogas to electricity at NW, GK, BK

Infrastructure Sewerage Purification & Reticulation

10 000 000.00

25 600 000.00

30 000 000.00

JHB Water: Sewer

City Wide

New

29385 WWTW : Scada and PLC Replacements for infrastructure investigations Renewal JOHANNESBURG F

WWTW: Scada and PLC Replacements Person W Longhow

Intangibles Other 4 251 000.00

-

-

JHB Water: Sewer

City Wide

Renewal

32776 WWTW General:Skid steer loaders # 6 New Bulk Waste Water JOHANNESBURG F Regional

WWTW General:Skid steer loaders # 6


3 000 000.00

-

-

JHB Water: Sewer

City Wide

New

33806 WWTW: Install flume at Tshwane / JHB boundary New Bulk Waste Water LANSERIA EXT.17 A

Construction of aqueduct to transport waste water


-

-

-

JHB Water: Sewer

City Wide

New

33121 WWTW: Upgrade and Refurbish New Inner City Intervention BERTRAMS F

Install flume Infrastructure Sewerage Purification & Reticulation

10 000 000.00

-

30 000 000.00

JHB Water: Sewer

City Wide

New

241

CIMS Number


Asset Sub-Class


Project Information


22371 Basic Water Service New Basic Water and Sewer Services ORANGE FARM EXT.8 G Regional

Provision of a basic level of sanitation in the form of VIP toilet to individual households in informal impermanent settlements earmarked for relocation.


30 000 000.00

50 000 000.00

JHB Water: Water

City Wide

New

24116 Corporate Requirements of Johannesburg Water New Corporate Service Assets JOHANNESBURG F City Wide

Corporate Requirements Intangibles Other 7 859 000.00

7 658 000.00

6 400 000.00

JHB Water: Water

City Wide

New

22334 Operation Gcin amanzi - water conservation New Operate and Maintenance Assets JOHANNESBURG D City Wide

Unaccounted for Water initiative


248 205 000.00

429 005 000.00

350 854 000.00

JHB Water: Water

City Wide

New

26902 Unplanned bulk water & sewer connections to new townships New Basic Water and Sewer Services JOHANNESBURG F City Wide

Unplanned bulk water & sewer connections to new townships.


1 000 000.00

1 000 000.00

JHB Water: Water

City Wide

New

23819 Operations and Maintenance Renewal Operate and Maintenance Assets JOHANNESBURG F City Wide

Operations and Maintenance of Water and Sewer networks across the City


39 198 000.00

23 600 000.00

JHB Water: Water

City Wide

Renewal

23791 Planning and engineering studies for Johannesburg Water New Operate and Maintenance Assets MARSHALLS TOWN F City Wide

Planning and Engineering Studies


18 000 000.00

18 200 000.00

JHB Water: Water

City Wide

New

29010 Provision for Emergency Work Renewal Operate and Maintenance Assets MARSHALLS TOWN F City Wide

Provision: for Emergency Work Infrastructure Other 10 000 000.00

10 000 000.00

10 000 000.00

JHB Water: Water

City Wide

Renewal

26423 FMMU - Public Conveniences New Public toilets JOHANNESBURG F Ward

Construction of Public Conveniences at various sites over the city

Community Other 7 500 000.00

7 500 000.00

7 500 000.00

JPC City Wide

New

242

CIMS Number


Asset Sub-Class


Project Information


33550 Land Regularisation Renewal Operational Capex JOHANNESBURG F City Wide

Add value to existing City Owned Property by formalising tenure and land rights and then distributing land to beneficiaries in Orange Farm and Ivory Park

Community Social Renting Housing

10 000 000.00

50 000 000.00

32 286 000.00

JPC City Wide

Renewal

33797 Purchase of land in Perth/Empire, Louis Botha and Turffontein Corridors New Corridors of Freedom Intervention CORONATIONVILLE F City Wide

Purchase of Land within the Perth/Empire, Louis Botha and Turffontein Corridors of Freedom as defined in the relevant Strategic Area Frameworks


22 402 000.00

56 005 000.00

7 780 000.00

JPC City Wide

New

33692 Site Development Projects New Land Preparation JOHANNESBURG F City Wide

land preparation of various site within the City of Johannesburg


16 298 000.00

41 102 000.00

28 700 000.00

JPC City Wide

New

32802 BRID 10 - Bridge Expansion Joints. Renewal Bridges (Pedestrian and Vehicles) JOHANNESBURG F City Wide

Ongoing improvements to bridge expansion joints: Chilvers Str Bridge; Bridge 6 Heidelberg I/C; Crown I/C; Heidelberg I/C EB + WB; Treu Rd Bridge.

Infrastructure Roads, Pavements, Bridges & Storm Water

15 000 000.00

15 000 000.00

15 000 000.00

JRA City Wide

Renewal

28344 BRID 11 - Bridge Rehabilitation. Renewal Bridges (Pedestrian and Vehicles) JOHANNESBURG F City Wide

Bridge Management System (BMS): Detailed inspections completed for urgent work to be done in 2012-13 as part of Motorway and District Bridge Rehabilitation Programme including ongoing make safe items in the following bridges: Rockridge Rd Bridge; Treu Rd Bridge; M1 Double Deck; Killarney Bridge; Jan Smuts Av Bridge.


3 000 000.00

23 000 000.00

3 000 000.00

JRA City Wide

Renewal

32804 BRID 11 - Bridges: Visual and Detailed (Principal) Inspections. New Bridges (Pedestrian and Vehicles) JOHANNESBURG F City Wide

Ongoing visual inspections of all bridges, major culverts, retaining walls, gantries and other structures for inclusion in BMS on: M1 Bridge over Empire Rd; M1 Bridge over Booysens Rd; M1 over Oxford Rd; M2 Kazerne Viaduct;


5 000 000.00

10 000 000.00

10 000 000.00

JRA City Wide

New

243

CIMS Number


Asset Sub-Class


Project Information


Mandela Bridge.

32803 BRID 12 - Motorway Gantries. Renewal Roads: Rehabilitation JOHANNESBURG F City Wide

Urgent and ongoing replacement and/or improvements of overhead motorway sign gantries in: M1 N 1st Ave; M2 W Heidelberg I/C; M2 W Benrose; 9 others.


10 000 000.00

5 000 000.00

5 000 000.00

JRA City Wide

Renewal

32805 BRID 20 - Bridges: Overtopping (Flooding). Renewal Bridges (Pedestrian and Vehicles) JOHANNESBURG F City Wide

Ten major bridges (and 10 minor structures also)that overtop in large storms because of their low capacity need to be upsized. Investigate reasons for overtopping and safety problems and provide solutions. Bridges also need upgrade and rehabilitation. The major ones are: Canada Rd over river; Gertrude St over river (2) in Fontainebleau; Bridge St over river in Dhlamini; Nirvana Dr East over river in Lenasia; Stone Haven St over river in Paulshof; and Nxumalo St, Kinini-Leselinyana St, Zulu-Mahalefele Rd, and Mzilikatzi St over river in Dube-Mofolo.


30 000 000.00

50 000 000.00

40 000 000.00

JRA City Wide

Renewal

27980 CATCH 210 - Bosmont Catchment: Stormwater Drainage: Central Areas New Stormwater Catchments BOSMONT F Ward


2 000 000.00

15 000 000.00

50 000 000.00

JRA City Wide

New

31034 CS - Capital Equipment. New Plant and Equipment JOHANNESBURG F City Wide

Fleet and Plant required equipment


15 000 000.00

15 000 000.00

JRA City Wide

New

244

CIMS Number


Asset Sub-Class


Project Information


33478 CS - Construction of Archiving Facility. New Operational Capex JOHANNESBURG F City Wide

Construction of archiving facility for JRA to be prioritised (Physical,not inclusive of IT).


20 000 000.00

-

JRA City Wide

New

32871 CS - Depot Upgrading and Standardization. Renewal Operational Capex JOHANNESBURG F City Wide

Upgrading and standardization of JRA's depots up to standards to accommodate people and functions including demolition, reconstruction and new construction.

Other Assets Other Buildings 30 000 000.00

110 000 000.00

50 000 000.00

JRA City Wide

Renewal

33489 CS - IT Security. New Computer Software JOHANNESBURG F City Wide

Replace JDE and Hansen with SAP ERP (Enterprise Resource Planning) System to enhance security and performance at the Head Office.


1 000 000.00

1 000 000.00

1 000 000.00

JRA City Wide

New

29922 CS - Operational Capex. Renewal Operational Capex JOHANNESBURG F City Wide

Continue upgrading of lifts; OHSA compliance; furniture; training facilities; laboratory upgrade; disaster/emergency equipment.


20 000 000.00

25 000 000.00

25 000 000.00

JRA City Wide

Renewal

32906 IT - ERP Migration. New Computer Software JOHANNESBURG F City Wide

Replace current Enterprise Resource Planning (ERP) system in place at Head Office by a SAP ERP integrated system to enhance security and performance required for financials, HR and workflow management.


20 000 000.00

20 000 000.00

-

JRA City Wide

New

32234 MISCL - Dam Safety Rehabilitation Renewal Stormwater Management Projects JOHANNESBURG F City Wide

Urgent upgrading work according to dam inspections and updating of inspections to comply with statutory legislation and ensure public safety. Dams are moving to EISD; however there is nothing in writing confirming the movement.


10 000 000.00

40 000 000.00

30 000 000.00

JRA City Wide

Renewal

245

CIMS Number


Asset Sub-Class


Project Information


30729 MISCL - Emergency Stormwater Interventions. Renewal Stormwater Management Projects JOHANNESBURG F City Wide

Emergency stormwater improvements (Recurring): Erosion protection; installation of water control measures; stormwater infrastructure reconstruction


5 000 000.00

5 000 000.00

5 000 000.00

JRA City Wide

Renewal

27825 MISCL - Emergency, Critical and Urgent Depot Stormwater Improvements. New Stormwater Management Projects JOHANNESBURG F City Wide

Emergency stormwater improvements which have temporarily been put in holding action by OPEX but are too large to be completed by OPEX funding.


40 000 000.00

40 000 000.00

40 000 000.00

JRA City Wide

New

28002 MISCL - Environmental Compliance. New Operational Capex JOHANNESBURG F City Wide

Preliminary planning for legislative requirements in relation to environmental aspects (EIA, WUL).


1 500 000.00

1 500 000.00

1 500 000.00

JRA City Wide

New

32030 MISCL - Inner City Improvement. Renewal Roads: Construction and Upgrades JOHANNESBURG F Regional

Road network upgrade: Sidewalks; stormwater; pedestrianization and managed lanes. Priority interventions to commence in 2014-15.


7 000 000.00

15 000 000.00

15 000 000.00

JRA City Wide

Renewal

28162 MISCL - Integrated Roads and Stormwater Master planning. New Stormwater Management Projects JOHANNESBURG F City Wide

Determination of floodlines and all the roads and stormwater studies as part of master planning throughout the City of Johannesburg.


6 000 000.00

6 000 000.00

6 000 000.00

JRA City Wide

New

28119 MISCL - Investigate and Design Future Schemes. New Operational Capex JOHANNESBURG F City Wide

Ongoing. Investigate and design future schemes as required.


10 000 000.00

10 000 000.00

JRA City Wide

New

31473 MOB - Alternative Energy: Alternative Power Sources (LED). New Mobility: Intelligent Transportation System & Networks JOHANNESBURG F City Wide

Energy efficiency: Light Emitting Diodes(LED)installation at traffic signals.


5 000 000.00

6 000 000.00

JRA City Wide

New

246

CIMS Number


Asset Sub-Class


Project Information


31827 MOB - Alternative Energy: Alternative Power Sources (UPS). New Mobility: Intelligent Transportation System & Networks JOHANNESBURG F City Wide

Installation of Uninterruptible Power Supply (UPS) at critical identified intersections.


7 000 000.00

7 000 000.00

JRA City Wide

New

32161 MOB - CCTV Cameras. New Mobility: Intelligent Transportation System & Networks JOHANNESBURG F City Wide

Install 50 CCTV cameras to monitor intersections and roads.


2 500 000.00

2 500 000.00

4 000 000.00

JRA City Wide

New

29905 MOB - Complete Streets (Streets Alive). New Roads: Construction and Upgrades JOHANNESBURG F City Wide

Upgrade streets to the complete streets principles in: 2014-15 Ivory Park, Braamfischerville, Soweto, Diepsloot, Orange Farm; 2015-17 City wide; including also June 16 in Soweto and Alexandra retrofitting.


35 000 000.00

70 000 000.00

80 000 000.00

JRA City Wide

New

31516 MOB - Geometric Improvements. Renewal Mobility: Intelligent Transportation System & Networks JOHANNESBURG F City Wide

Planning, design & construction/implementation of geometric improvements at: 3rd Av & 1st St, Linden (Region B); 2nd Av & 3rd St, Linden (Region B); Paul Kruger and Amplifier St (Region C); Jim Fouche and Constantia/Wilhelmina Av (Region C); and Rivonia & Marion St (Region E).


10 000 000.00

10 000 000.00

10 000 000.00

JRA City Wide

Renewal

31898 MOB - Guardrails. Renewal Roads: Construction and Upgrades JOHANNESBURG F Regional

Installation/substitution of guardrails along main roads.


15 000 000.00

35 000 000.00

30 000 000.00

JRA City Wide

Renewal

30733 MOB - Installation of New Warranted Traffic Signals in All Wards City Wide. New Mobility: Intelligent Transportation System & Networks JOHANNESBURG F City Wide

Installation of new warranted traffic signals identified through the CBP process.


10 000 000.00

10 000 000.00

10 000 000.00

JRA City Wide

New

247

CIMS Number


Asset Sub-Class


Project Information


28875 MOB - Intelligent Transport Systems (ITS) Projects. New Mobility: Intelligent Transportation System & Networks JOHANNESBURG F City Wide

This is a broad range of advanced communications technologies applied to the transportation system to make it safe, efficient and reliable without necessarily altering the existing transport infrastructure.


20 000 000.00

22 000 000.00

22 000 000.00

JRA City Wide

New

32846 MOB - Recabling of Old Redundant Cables at Signalized Traffic Intersections. Renewal Mobility: Intelligent Transportation System & Networks JOHANNESBURG F City Wide

Replacement of old cables at signalized intersections.


15 000 000.00

10 000 000.00

4 000 000.00

JRA City Wide

Renewal

31619 MOB - Remote Monitoring: Urban Traffic Control (UTC). New Mobility: Intelligent Transportation System & Networks JOHANNESBURG F City Wide

The Project aims to enhance security & safety of people and assets; maximize efficiency and reliability; ensure fast and co-ordinated response; support co-ordination and co-operation across geographic organizational and institutional boundaries.


14 000 000.00

7 000 000.00

7 000 000.00

JRA City Wide

New

31457 MOB - SARTSM: Upgrade of Existing Signalised Intersections. Renewal Mobility: Intelligent Transportation System & Networks JOHANNESBURG F City Wide

Upgrade of JRA's signalised intersections according to the SARTSM (South African Road Traffic Manual).


5 000 000.00

2 000 000.00

1 000 000.00

JRA City Wide

Renewal

31925 MOB - Upgrading Controllers and Phasing. Renewal Mobility: Intelligent Transportation System & Networks JOHANNESBURG F Regional

New phasing to be installed in Inner City where many controllers are old / outdated; and the equipment is neither compatible nor interchangeable.

Infrastructure Transportation 8 000 000.00

8 000 000.00

8 500 000.00

JRA City Wide

Renewal

33490 RAMS - GIS Improvement. New Computer Software JOHANNESBURG F City Wide

Group of support audit management system for RAMS (Road Assets Management System) including various GIS tools


10 000 000.00

10 000 000.00

5 000 000.00

JRA City Wide

New

248

CIMS Number


Asset Sub-Class


Project Information


(BMS, PMS).

33742 RAMS - Stormwater Asset Monitoring System. New Computer Software JOHANNESBURG F City Wide

Asset audit system. Intangibles Computers - software and programming

10 000 000.00

5 000 000.00

5 000 000.00

JRA City Wide

New

28057 REHAB - Road Rehabilitation and Reconstruction Programme. Renewal Roads: Construction and Upgrades JOHANNESBURG F City Wide

Roads in very poor condition to be reconstructed according to PMS to improve VCI (Visual Condition Index).


100 000 000.00

160 000 000.00

220 000 000.00

JRA City Wide

Renewal

32626 RESUR - Resurfacing of Roads. Renewal Roads: Rehabilitation JOHANNESBURG F City Wide

According to PMS resurfacing work is urgently required to prolong the life of roads in poor condition between 5 to 6 years depending on type of surface treatment. It includes all regions plus access to motorways.


287 244 000.00

486 941 000.00

516 417 600.00

JRA City Wide

Renewal

32783 Anti Fraud and Anti Corruption Programme New Computer Software JOHANNESBURG F City Wide

Purchase of IT system to assist in the implementation of City programme to ensure fraud and corruption awareness

Other Assets Computers - hardware/equipment

-

500 000.00

500 000.00


City Wide

New

33823 Broad Band Base Stations New Plant and Equipment JOHANNESBURG F City Wide

The construction of Base Station with speed WiFi connection link by the city's Broad Bank network


10 000 000.00

10 000 000.00

10 000 000.00


City Wide

New

32784 Combined assurance planning and monitoring system Renewal Computer Software JOHANNESBURG F City Wide

Integrate enterprise risk management, internal audit, risk finance, performance monitoring, forensic investigations and compliance through the purpose of the updated Information Technology system, and therefore enable combined assurance planning


-

500 000.00

750 000.00


City Wide

Renewal

249

CIMS Number


Asset Sub-Class


Project Information


management and reporting

26432 E Marketing Platform and JTC Website Renewal Computer Software ROSEBANK B City Wide

JTC Website Phase 2 - Business Tourism Website - Photography for Image Library - Touch Screen Kiosks - Tourism Office Upgrades - IT Infrastructure & Office Equipment - Trade Extranet - Media Extranet - Department of Foreign Affairs and Investment Portal - Interactive DVD creation - Multilingual Multimedia - Backend integration into route planning systems - Tourism Satellite account website - Stakeholder system and Credit Card Portal - Market Segmentation and Data Warehousing software - Interactive E-Learning platform - Backend integration into payment - systems (touch pay, sms payment, credit card, banks etc) - Image Library and Guard Book - Call Centre Integration into Joburg Connect SAP system


1 700 000.00

1 310 000.00

1 526 000.00


City Wide

Renewal

250

CIMS Number


Asset Sub-Class


Project Information


32782 Group compliance with laws, rules, codes and standards Renewal Operational Capex JOHANNESBURG F City Wide

Purchase of tools of trade required to ensure the City's compliance with MFMA regulations, and to accommodate additional staff


-

90 000.00

30 000.00


City Wide

Renewal

33545 Insurance Claims Administration software New Computer Software BRAAMPARK F City Wide

Insurance Claims Administration software


500 000.00

-

-


City Wide

New

33598 Integrated Disaster Management Centre New Building Alterations JOHANNESBURG F City Wide

Integrated Disaster Management Centre


4 077 000.00

24 874 000.00


City Wide

New

29028 Operational Capital New Operational Capex JOHANNESBURG F City Wide


1 903 000.00

940 000.00


City Wide

New

33599 Ward-based Planning Interventions New Operational Capex JOHANNESBURG F City Wide

CBP interventions Community Other 50 000 000.00

50 000 000.00

50 000 000.00


City Wide

New

30345 building - various upgrades New Building Alterations BRAAMFONTEIN WERF EXT.1 F City Wide

building alterations Heritage Assets

Buildings 1 200 000.00

2 000 000.00

1 200 000.00

Metrobus City Wide

New

29609 Engine + gear box New Vehicle BRAAMFONTEIN WERF F Ward

Replacements Community Buses 8 200 000.00

2 620 000.00

2 610 000.00

Metrobus City Wide

New

22393 Furniture and office equipment New Office Equipment BRAAMFONTEIN WERF EXT.1 F Ward

Comp/Furn/Equip: Computers, furniture, office equipment


120 000.00

400 000.00

400 000.00

Metrobus City Wide

New

30344 It equipment, new computers and hardware New Computer Hardware BRAAMFONTEIN WERF EXT.1 F City Wide

IT infrastructure and system implementation.


300 000.00

300 000.00

300 000.00

Metrobus City Wide

New

26240 Plant and machinery - Metro bus New Plant and Equipment BRAAMFONTEIN WERF EXT.1 F Ward

MB Office equipment Other Assets Plant & equipment 240 000.00

300 000.00

300 000.00

Metrobus City Wide

New

251

CIMS Number


Asset Sub-Class


Project Information


26197 Purchasing of New Busses New Plant and Equipment JOHANNESBURG F City Wide

Recap of Buses Community Buses 187 591 000.00

60 000 000.00

-

Metrobus City Wide

New

30346 Replace vehicle fleet (Cars and bakkies) New Vehicle BRAAMFONTEIN WERF EXT.1 F Ward

depots vehicle replacement Community Buses 400 000.00

250 000.00

300 000.00

Metrobus City Wide

New

30343 software licenses New Computer Software BRAAMFONTEIN WERF EXT.1 F City Wide

software licences Intangibles Computers - software and programming

1 100 000.00

-

-

Metrobus City Wide

New

33543 Tools and Loose gear replacement New Operational Capex BRAAMFONTEIN WERF EXT.1 F City Wide

Replacement of material due to wear and tear


-

-

Metrobus City Wide

New

32695 10 Facilities to facilitate separation at source city wide New waste collection JOHANNESBURG F City Wide

To facilitate waste minimisation across the city

Infrastructure Refuse 13 200 000.00

13 200 000.00

16 500 000.00

Pikitup City Wide

New

32799 19 Street Furniture in Marginalised Areas and the Inner City New waste collection JOHANNESBURG F City Wide

Purchase of infrastructure for street litter collection


1 500 000.00

1 500 000.00

Pikitup City Wide

New

30352 2 Branding of Facilities Renewal Branding & Marketing JOHANNESBURG F City Wide

Erection and placement of signage for landfill sites, depots, garden sites and compost plant


3 000 000.00

2 000 000.00

1 000 000.00

Pikitup City Wide

Renewal

30349 25 Facility for compliance renewal building alterations including HR academy and assessment centre. Renewal Building Alterations JOHANNESBURG F City Wide

Upgrade of existing Facilities to comply with the OHS Act. Depots are increasingly posing a risk to staff in terms of health, electrucution and serous injury to the Community and Oikitup staff. This project will also include the Provision of Pikitup Learning centre and the assessment centre.


3 750 000.00

3 750 000.00

Pikitup City Wide

Renewal

33537 3 Bulldozers, Compactors and Graders New Plant and Equipment JOHANNESBURG

To purchase 7 Bulldozers, Compactors and Graders


-

-

Pikitup City Wide

New

252

CIMS Number


Asset Sub-Class


Project Information


F City Wide

22316 4 IT Hardware and Software New Computer Hardware BRAAMFONTEIN WERF EXT.1 F City Wide

Upgrade I T software and hardware in order for staff to perform better.


14 650 000.00

14 750 000.00

1 500 000.00

Pikitup City Wide

New

32694 8 EIA for all Pikitup's waste facilities (including Depots, landfills, Garden sites) New waste collection JOHANNESBURG F City Wide

Waste collection method Infrastructure Refuse 1 500 000.00

1 500 000.00

1 500 000.00

Pikitup City Wide

New

30650 Garden Sites, Buy Back Centres and Sorting Facilities Renewal waste collection BRAAMPARK F City Wide

Development of separation at source facilities and waste collection methods


10 000 000.00

12 500 000.00

Pikitup City Wide

Renewal

33286 Air Conditioners in all EMS Buildings New Building Alterations MARTINDALE C City Wide

air conditioners for the regions Investment Property

Other 250 000.00

250 000.00

250 000.00

Public Safety: EMS

City Wide

New

32602 Ambulance equipment replacement Programme Renewal Plant and Equipment MARTINDALE B City Wide

Equipping ambulances with required medical supplies

Community Fire, safety & emergency

10 000 000.00

10 000 000.00

10 000 000.00

Public Safety: EMS

City Wide

Renewal

32584 Bay Doors Renewal Building Alterations MARTINDALE B City Wide

Replacement of existing bay doors to all fire stations across the City


3 543 000.00

-

-

Public Safety: EMS

City Wide

Renewal

30659 CCTV cameras for security network at all Fire Stations New Computer Hardware MARTINDALE B City Wide

CCTV cameras at all fire stations for security to be beefed up to safeguard Council's assets.


5 200 000.00

-

-

Public Safety: EMS

City Wide

New

33391 Centralised Data Base New Computer Software MARTINDALE C City Wide

Purchase of System Intangibles Computers - software and programming

5 000 000.00

-

-

Public Safety: EMS

City Wide

New

23407 EQUIPMENT CHECHE FOR URBAN SEARCH AND RESCUE(jaws of life, breathers for Gautrain)and Air lifting equipment New Plant and Equipment MARTINDALE B City Wide

Purchase of Specialised search and rescue equipment


500 000.00

5 000 000.00

Public Safety: EMS

City Wide

New

253

CIMS Number


Asset Sub-Class


Project Information


33283 Fire and Rescue Equipment New Plant and Equipment MARTINDALE C City Wide

Rescue equipment Other Assets Other 3 000 000.00

4 000 000.00

13 000 000.00

Public Safety: EMS

City Wide

New

32603 Fire and Rescue Medical Equipment Tracking System New Plant and Equipment MARTINDALE B City Wide

Equipment and Related software to monitor the condition of EMS equipment and whether the equipment is lost or not


6 000 000.00

6 000 000.00

-

Public Safety: EMS

City Wide

New

23412 FIRE PROTECTIVE CLOTHING for 150 firefighters New Operational Capex MARTINDALE C City Wide

Fire Protective clothing Other Assets Other 1 400 000.00

1 800 000.00

1 900 000.00

Public Safety: EMS

City Wide

New

30925 First phase Disaster Management Centre New Building Alterations SANDOWN E City Wide

Disaster management centre to be done in phases this is for the first phase.


-

-

-

Public Safety: EMS

City Wide

New

30991 Level 3 Incident Command Vehicle New Operational Capex MARTINDALE B Ward

Purchase of a mobile command and control centre to accommodate 12 EMS officers to manage a disaster on site


2 700 000.00

12 300 000.00

-

Public Safety: EMS

City Wide

New

29044 Operational Capital (EMS): New Operational Capex MARTINDALE F City Wide

Fire Equipment Other Assets Surplus Assets - (Investment or Inventory)

-

530 000.00

560 000.00

Public Safety: EMS

City Wide

New

23411 STANDBY GENERATORS for current fire stations and replacement New Plant and Equipment MARTINDALE C City Wide

Standby Generators Other Assets Plant & equipment 5 000 000.00

5 000 000.00

5 000 000.00

Public Safety: EMS

City Wide

New

32433 Wash Bay Project New Building Alterations MARTINDALE F City Wide

wash bays for EMS Other Assets Other Buildings 7 000 000.00

8 350 000.00

8 350 000.00

Public Safety: EMS

City Wide

New

27506 CCTV for the protection of City of Johannesburg Council owned property. New Plant and Equipment CITY AND SUBURBAN EXT.9 F City Wide

CCTV for the protection of City of Johannesburg Council owned buildings.


2 100 000.00

2 400 000.00

Public Safety: JMPD

City Wide

New

254

CIMS Number


Asset Sub-Class


Project Information


29436 IMPROVE AREA LIGHTING AT JHB, MIDRAND, RANDBURG, ROODEPOORT AND WEMMER COMPLEX New Plant and Equipment MARTINDALE B City Wide

Improvement area lighting buildings, terrain consisting of supply, installation, commissioning of new lights, masts, cabling, wiring, switches, electricity power and supply upgrading.


4 800 000.00

5 000 000.00

Public Safety: JMPD

City Wide

New

29443 Installation of CCTV cameras at JMPD HQ, Dube, Licensing HQ & Langlaagte for Internal control New Plant and Equipment MARTINDALE B City Wide

Install CCTV cameras in all JMPD facilities for internal control.


3 600 000.00

3 800 000.00

Public Safety: JMPD

City Wide

New

28872 LIGHTING MAST AT POUNDS New Building Alterations WEMMER F Ward

INSTALLATION OF LIGHTING MASTS AT VON WIELIGH POUND,FENNEL ROAD POUND AND WEMMER COMPLEX POUND,FOR THE IMPROVEMENT OF SECURITY AND REDUCTION OF RISK TO COJ.


1 800 000.00

1 600 000.00

Public Safety: JMPD

City Wide

New

29045 Operational Capital (JMPD) New Operational Capex BRAAMFONTEIN WERF F City Wide

NEW OPERATION CAPEX Other Assets Surplus Assets - (Investment or Inventory)

909 000.00

949 000.00

740 000.00

Public Safety: JMPD

City Wide

New

30431 Supply Firearms to the JMPD new recruits Renewal Plant and Equipment CITY AND SUBURBAN EXT.6 F

Supply new hand guns to JMPD Officers recruitment and 2010 compliance


2 822 000.00

2 800 000.00

Public Safety: JMPD

City Wide

Renewal

26858 Upgrading and improving security at JMPD Cash Sites. Renewal Building Alterations MARLBORO E City Wide

Upgrading and improving security for the various pay points of JMPD


3 000 000.00

3 500 000.00

Public Safety: JMPD

City Wide

Renewal

32777 Upgrading of Weighbridges at JMPD Testing Centres Renewal Plant and Equipment MARLBORO E City Wide

Upgrading of Weighbridge to ensure that they comply to the new SANS no. 1838-1 accreditation at Marlboro,Laanglagte, Randburg and Roodepoort.


1 600 000.00

1 800 000.00

Public Safety: JMPD

City Wide

Renewal

255

CIMS Number


Asset Sub-Class


Project Information


33341 Establishment of Day Care Facilities for the Elderly New Skills Development Centre JOHANNESBURG F City Wide

Design, layout and construction of buildings and carports, furniture and equipment, landscaping, paving and signage in Regions A-G.

Community Other -

2 000 000.00

2 000 000.00

Social Development

City Wide

New

33542 Operational Capital Renewal Skills Development Centre BRAAMPARK F City Wide

Operational capital for the department


1 400 000.00

1 600 000.00

Social Development

City Wide

Renewal

30746 Rec - Upgrading of the People With Disabilities (PWD) access in community facilities Renewal Skills Development Centre PHIRI D City Wide

Installation of dedicated PWD parking bays, ramps to buildings and lifts if needed.


1 000 000.00

1 000 000.00

1 000 000.00

Social Development

City Wide

Renewal

33343 Shelters for Displaced People New Skills Development Centre JOHANNESBURG F City Wide

Design and layout and construction of buildings, carports, furniture and equipment, landscaping, paving and signage in Regions A,B,C,D,E,G

Community Other -

2 000 000.00

-

Social Development

City Wide

New

30367 Operational Capital (Speaker's Office) Renewal Operational Capex JOHANNESBURG F Ward

Purchasing of laptops and furniture


920 000.00

970 000.00

844 000.00

Speaker: Legislative Arm of the Council

City Wide

Renewal

29533 Operational Capital New Operational Capex JOHANNESBURG F City Wide

Purchase of computer equipment (not covered under Masana Agreement), furniture, and office machines, intended for new and certain existing staff


900 000.00

470 000.00

500 000.00

Transportation City Wide

New

30886 Rea Vaya New Bus Rapid Transit JOHANNESBURG F City Wide

Bus Rapid Transit (BRT) System: roads and ancillary works, depots, termini, land, Intelligent Transport System (Automatic Public Transport Management System & Automated Fare Collection System). Also NMT links feeding Rea Vaya Stations


900 693 000.00

930 412 000.00

Transportation City Wide

New

256

Regional Projects

CIMS Number


Asset Sub-Class


Project Information

Total Total Total Division Regional Location

New Or Renewal

27419 New Parks development in Ivory Park New Park KAALFONTEIN EXT.7 A Ward

Development of parks in Ivory Park

Community Parks & gardens

4 000 000.00

-

-

City Parks and Zoo

Region A New

33767 Perth/Empire (City Parks) Renewal Corridors of Freedom Intervention WESTBURY B City Wide

Implementation of Park Related Projects to realise the corridors of freedom


13 000 000.00

15 000 000.00

City Parks and Zoo

Region B Renewal

33774 Perth/Empire (City Power) Renewal Corridors of Freedom Intervention WESTBURY B City Wide

Implementation of City Power Projects to realise the Corridors of Freedom

Infrastructure Electricity Generation

50 000 000.00

177 039 000.00

-

City Power Region B Renewal

33804 Perth Empire Corridor (Comm Dev: Libraries) Renewal Corridors of Freedom Intervention WESTBURY B

Libraries in the Corridors of Freedom


3 000 000.00

-


Region B Renewal

33780 Perth/Empire (Comm Dev: S&R) Renewal Corridors of Freedom Intervention WESTBURY B City Wide

Implementation of Community Facilities to realise the Corridors of Freedom


5 000 000.00

15 000 000.00

15 000 000.00


Region B Renewal

33769 Perth Empire Corridor (Health) Renewal Corridors of Freedom Intervention WESTBURY B Regional

Ring-fenced amount for undertaking capital project in the corridor


8 000 000.00

10 000 000.00

Health Region B Renewal

33773 Perth Empire Corridor (Housing) Renewal Corridors of Freedom Intervention WESTBURY B Regional

Ring-fenced amount for undertaking capital projects in the corridor

Infrastructure Other -

-

30 000 000.00

Housing Region B Renewal

33777 Perth Empire Corridor (JDA) Renewal Corridors of Freedom Intervention WESTBURY B Regional



66 200 000.00

20 000 000.00

JDA Region B Renewal

33792 Perth Empire Corridor (JW: Sewer) Renewal Corridors of Freedom Intervention WESTBURY B



-

-

10 000 000.00

JHB Water: Sewer

Region B Renewal

33787 Perth Empire Corridor (JW: Water) Renewal Corridors of Freedom Intervention WESTBURY B Regional

ring-fenced amount for undertaking capital projects in the corridor

Infrastructure Water, Reservoirs & Reticulation

10 000 000.00

10 000 000.00

10 000 000.00

JHB Water: Water

Region B Renewal

257

Regional Projects

CIMS Number


Asset Sub-Class


Project Information


New Or Renewal

28698 Emergency Work Renewal Medium Voltage Network NORTH RIDING EXT.30 C Regional

Execute emergency work of a capital nature in the Northern Region.


10 000 000.00

20 000 000.00

30 000 000.00

City Power Region C Renewal

25914 Refurbishment of LV infrastructure Renewal Low Voltage NORTH RIDING EXT.54 C Regional

Northern Region, Refurbish LV infrastructure in the Northern Region.


10 000 000.00

10 000 000.00

10 000 000.00


25887 Refurbishment of MV infrastructure(Switchgear and transformers) Renewal Medium Voltage Network NORTH RIDING EXT.30 C City Wide

Refurbish MV infrastructure in Northern Region.


5 000 000.00

10 000 000.00

30 000 000.00


26224 Replacement of aged and/or faulting MV cables Renewal Medium Voltage Network NORTH RIDING EXT.30 C City Wide

Replace obsolete MV cables Northern Region


5 000 000.00

10 000 000.00

15 000 000.00


27694 Upgrading of Load Centres Renewal Medium Voltage Network NORTH RIDING EXT.30 C City Wide

Upgrade load centres in existing townships - Northern Region


10 000 000.00

10 000 000.00

20 000 000.00


33764 Louis Botha (City Parks) Renewal Corridors of Freedom Intervention ORANGE GROVE E Regional

Project interventions to realise the Corridors of Freedom


10 000 000.00

2 000 000.00

8 000 000.00

City Parks and Zoo

Region E Renewal

33772 Louis Botha (City Power) Renewal Corridors of Freedom Intervention ORANGE GROVE E City Wide

Implementation of City Power Interventions to realise the Corridors of Freedom


17 020 000.00

42 550 000.00

25 530 000.00

City Power Region E Renewal

33778 Louis Botha (Comm Dev: S&R) Renewal Corridors of Freedom Intervention ORANGE GROVE E City Wide

Execution of Community Development related projects in order to realise the Corridors of Freedom


20 000 000.00

27 500 000.00

-


Region E Renewal

33768 Louis Botha (Health) Renewal Corridors of Freedom Intervention ORANGE GROVE E Regional

Ring-fenced amount for undertaking capital project in Corridor


10 000 000.00

3 676 000.00

Health Region E Renewal

258

Regional Projects

CIMS Number


Asset Sub-Class


Project Information


New Or Renewal

33771 Louis Botha Corridor (Housing) Renewal Corridors of Freedom Intervention ORANGE GROVE E Regional

Ring-fenced amount for the undertaking of capital project in the corridor


-

54 300 000.00

35 100 000.00

Housing Region E Renewal

33776 Louis Botha Corridor (JDA) Renewal Corridors of Freedom Intervention ORANGE GROVE E Regional

Ring-fenced amount for undertaking capital projects in corridor


15 000 000.00

8 560 000.00

JDA Region E Renewal

33791 Louis Botha Corridor (JW: Sewer) Renewal Corridors of Freedom Intervention ORANGE GROVE E



-

-

10 000 000.00

JHB Water: Sewer

Region E Renewal

33786 Louis Botha Corridor (JW: Water) Renewal Corridors of Freedom Intervention ORANGE GROVE E Regional



25 000 000.00

10 000 000.00

20 000 000.00

JHB Water: Water

Region E Renewal

33761 Turffontein (City Parks) Renewal Corridors of Freedom Intervention TURFFONTEIN F Regional

Implementation of park projects to realise the Corridor of Freedom


5 600 000.00

8 000 000.00

14 400 000.00

City Parks and Zoo

Region F Renewal

28800 Emergency work Renewal Medium Voltage Network REUVEN F City Wide

Carry out emergency work of a capital nature. Southern Region


10 000 000.00

20 000 000.00

30 000 000.00

City Power Region F Renewal

32460 Refurbish TSS's as required by Area Maintenance Renewal Medium Voltage Network JOHANNESBURG F Regional

Refurbish TSS's in the Siemert Rd depot area


10 000 000.00

10 000 000.00

15 000 000.00


27028 Refurbishment of LV infrastructure Renewal Low Voltage REUVEN F Regional

Refurbish LV infrastructure. Infrastructure Electricity Reticulation

10 000 000.00

10 000 000.00

10 000 000.00


27030 Refurbishment of MV infrastructure(Switchgear and transformers) Renewal Medium Voltage Network REUVEN F Regional

Refurbishment of MV infrastructure (switchgear and transformers)


10 000 000.00

15 000 000.00

15 000 000.00


259

Regional Projects

CIMS Number


Asset Sub-Class


Project Information


New Or Renewal

27031 Replacement of aged and/or faulting MV cables Renewal Medium Voltage Network REUVEN F Regional

replace aged and/or faulting MV cables Southern Region.


5 000 000.00

10 000 000.00

10 000 000.00


33770 Turffontein (City Power) Renewal Corridors of Freedom Intervention TURFFONTEIN F Regional

City Power related interventions to realise the Corridors of Freedom Initiative


10 262 200.00

25 655 500.00

30 464 900.00


27695 Upgrading of Load Centres Renewal Medium Voltage Network REUVEN F City Wide

Upgrade load centres in the Southern Region


10 000 000.00

10 000 000.00

20 000 000.00


33763 Inner City (Comm Dev: S&R) Renewal Inner City Intervention JOHANNESBURG F Regional

Ring-fenced amount for undertaking capital Projects in the Inner City


4 600 000.00

2 400 000.00

8 200 000.00


Region F Renewal

33765 Inner City (Dev Planning) Renewal Inner City Intervention JOHANNESBURG F Regional

Ring-fenced amount for undertaking capital projects in the Inner City


210 000 000.00

259 574 000.00


Region F Renewal

33775 Turffontein Corridor (Housing) Renewal Corridors of Freedom Intervention TURFFONTEIN F Regional

Ring-fenced amount for the undertaking of capital projects in the corridor


3 000 000.00

30 000 000.00

Housing Region F Renewal

33779 Turffontein Corridor (JDA) Renewal Corridors of Freedom Intervention TURFFONTEIN F Regional



8 000 000.00

14 500 000.00

JDA Region F Renewal

33794 Turffontein Corridor (JW: Sewer) Renewal Corridors of Freedom Intervention TURFFONTEIN F



-

-

-

JHB Water: Sewer

Region F Renewal

33789 Turffontein Corridor (JW: Water) Renewal Corridors of Freedom Intervention TURFFONTEIN F Regional



9 947 000.00

10 000 000.00

10 000 000.00

JHB Water: Water

Region F Renewal

33785 Turffontein Corridor (JRA) Renewal Corridors of Freedom Intervention TURFFONTEIN F Regional

Ring-fenced amount for undertaking capital project in corridor


18 373 600.00

45 934 000.00

27 560 400.00

JRA Region F Renewal

260

Regional Projects

CIMS Number


Asset Sub-Class


Project Information


New Or Renewal

33793 Turffontein (Transport) Renewal Corridors of Freedom Intervention TURFFONTEIN F Regional

Implementation of Transportation Interventions in order to realise the Corridors of Freedom


26 000 000.00

28 000 000.00

Transportation Region F Renewal

33175 New Parks Development Orange Farm New Park ORANGE FARM EXT.2 G Ward

Development of parks in Orange Farm


4 000 000.00

1 000 000.00

1 000 000.00

City Parks and Zoo

Region G New

Region A

CIMS Number


Asset Sub-Class


Project Information

Total Total Total Division Ward Location

New Or Renewal

33539 Construction of linear market(informal trading shelter) in Kopanong - Ivory Park New Informal trading Stalls IVORY PARK EXT.2 A Ward

To formalise about 240 informal trading stalls in Ivory Park

Other Assets Markets 10 000 000.00

-

-


77 New

32379 MPUMELELO PHASE 2 New Clinic IVORY PARK EXT.12 A Ward

Mpumelelo Clinic - Professional Services, Building Construction, Carports, Signage, Landscaping and Beautification.


-

-

Health 77 New

261

Region A

CIMS Number


Asset Sub-Class


Project Information


New Or Renewal

32585 Ivory Park Ext 9( Goniwe) New Bulk Infrastructure IVORY PARK EXT.9 A Ward

Construction of Bulk Services Investment Properties

Housing development

10 000 000.00

10 000 000.00

3 139 000.00

Housing 77 New

32583 Ivory Park Ext 8 Hlophe New Bulk Infrastructure IVORY PARK EXT.8 A Ward

Formalisation and Construction of Bulk Services


Housing development

2 000 000.00

3 000 000.00

-

Housing 78 New

32598 Ivory Park Ext 2 KwaGreen New Bulk Infrastructure IVORY PARK EXT.2 A Ward

Formalisation and Construction of Bulk Services


Housing development

10 000 000.00

540 000.00

-

Housing 79 New

33151 Ivory Park sewer upgrade Renewal IVORY PARK EXT.2 G

Sewer Upgrade Infrastructure Sewerage Purification & Reticulation

1 900 000.00

-

-

JHB Water: Sewer

79 Renewal

30534 CONV - Conversion of Open Drains to Underground/Covered Drains in Ivory Park. Renewal Stormwater Management Projects IVORY PARK EXT.7 A Ward

Conversion of open drains to underground/covered drains in Ivory Park.


15 000 000.00

15 000 000.00

15 000 000.00

JRA 79 Renewal

27966 MISCL - Gravel Roads: Ivory Park. New Gravel Road IVORY PARK EXT.9 A Ward

Gravel Roads Upgrade as per IDP priority.


47 700 000.00

49 800 000.00

34 000 000.00

JRA 79 New

32855 COMPL: Cycling Lanes: Ivory Park Midrand Route New Complete Streets IVORY PARK EXT.2 A Regional

Cycle Lanes to provide access to 3 secondary schools and Midrand Gautrain Station


12 500 000.00

-

Transportation 79 New

28543 Allandale Substation: Upgrade 2 X 10 MVA transformers to 40 MVA Renewal Bulk Infrastructure COMMERCIA EXT.11 A Regional

At Allandale, upgrade the existing 10 MVA transformers to 20 MVA each.


10 000 000.00

10 000 000.00

30 000 000.00

City Power 80 Renewal

33654 Sandton/ Alexandra: Diepsloot sewer pipelines and bridge Renewal DIEPSLOOT WES B


15 000 000.00

30 000 000.00

27 000 000.00

JHB Water: Sewer

92 Renewal

262

Region A

CIMS Number


Asset Sub-Class


Project Information


New Or Renewal

31042 MISCL - Pedestrian Bridge in Kaalfontein New Bridges (Pedestrian and Vehicles) KAALFONTEIN EXT.2 A Ward

Walkway across a wetland between Kaalfontein Ext 2 and Ext 5 in Ward 92 that is a threat for children as well as adults crossing in both directions.


1 000 000.00

3 000 000.00

4 000 000.00

JRA 92 New

33721 Sandton/ Alexandra: Witkoppen pipe Replacement Renewal WITKOPPEN B

Pipe Replacement Infrastructure Sewerage Purification & Reticulation

3 800 000.00

-

-

JHB Water: Sewer

93 Renewal

28044 CATCH 220 - Jukskei Catchment: Fourways Mall Dam and Downstream Works. New Stormwater Catchments FOURWAYS EXT.16 A Ward

Implementation of study to arrest hydraulic and environmental degradation of Fourways Stream from upstream of Monte Casino to Jukskei River, Dainfern.


3 000 000.00

3 000 000.00

3 000 000.00

JRA 94 New

32491 Diepsloot river -wetland rehabilitation studies/Eco Park development New Park DIEPSLOOT WEST EXT.3 A Ward

New Park development Community Parks & gardens

2 000 000.00

500 000.00

1 000 000.00

City Parks and Zoo

95 New

30749 Rec - Construction of the multipurpose centre at Diepsloot New Community Centre DIEPSLOOT WES A Ward

Development of the soccer fields, hard-core courts, multipurpose courts, Hall, Library, Youth Hall, wellness centre, athletic track

Community Community halls

2 000 000.00

2 000 000.00

2 482 000.00


95 New

30330 Reconstruction of Ngonyama Road Renewal Precinct Redevelopment DIEPSLOOT WES A Regional

NDPG project to be implemented by JDA


30 000 000.00

-


95 Renewal

30552 Diepsloot West: Upgrade Sewers New Sewer Mains DIEPSLOOT WEST EXT.3 A Ward

Upgrade sewers Infrastructure Sewerage Purification & Reticulation

1 200 000.00

-

-

JHB Water: Sewer

95 New

33474 CONV - Conversion of Open Drains to Underground/Covered Drains in Diepsloot. Renewal Stormwater Management Projects DIEPSLOOT WES A Ward

Conversion of open drains to underground/covered drains in Diepsloot.


-

9 000 000.00

9 000 000.00

JRA 95 Renewal

263

Region A

CIMS Number


Asset Sub-Class


Project Information


New Or Renewal

32529 MISCL - Pedestrian Bridges in Diepsloot. New Bridges (Pedestrian and Vehicles) DIEPSLOOT WES A Ward

Construction of walkways across the wetland for safe pedestrian crossing. Investigate future bridge requirements.


1 000 000.00

-

-

JRA 95 New

30953 Upgrade MV supply to and in Kya Sands. Renewal Medium Voltage Network KYA SAND A Regional

Upgrade MV supply to and in Kya Sands.


8 000 000.00

12 000 000.00

-


32758 LA: Module 1 New Bulk Waste Water LANSERIA EXT.17 C Regional

Lanseria: Module Infrastructure Water, Reservoirs & Reticulation

50 165 000.00

80 000 000.00

120 000 000.00

JHB Water: Sewer

96 New

33228 Roodepoort/ Diepsloot: Lanseria sewer upgrade Renewal Bulk Waste Water LANSERIA AIRPORT C


-

10 000 000.00

-

JHB Water: Sewer

96 Renewal

29388 Roodepoort/Diepsloot: Lanseria Reservoir New Reserviors LANSERIA EXT.21 A Ward

Lanseria Reservoir Infrastructure Water, Reservoirs & Reticulation

-

20 000 000.00

-

JHB Water: Water

96 New

30769 16 Landfill - Kya Sands New waste collection KYA SAND EXT.48 C City Wide

To maintain and upgrade facilities to conform to standard and regulations-(Compliance, cell developments and landfill recycling)

Infrastructure Refuse 200 000.00

200 000.00

200 000.00

Pikitup 96 New

25064 Installation of new service connections New Service Connections HALFWAY HOUSE EXT.74 E Regional

Provision of new service connections


29 200 000.00

29 200 000.00

29 200 000.00

City Power 110 New

26032 New public lights Midrand New Public Lighting IVORY PARK EXT.2 A Regional

Public Lighting Midrand Infrastructure Other 2 000 000.00

2 000 000.00

2 000 000.00

City Power 110 New

29882 Rec - Construction of the new sports centre New Community Centre RABIE RIDGE EXT.1 A Ward

Construction of the new sports facility IN Region A

Community Sportsfields & stadia

2 713 000.00

2 000 000.00

-


110 New

33582 Construction of Industrial Facilities New Building IVORY PARK EXT.7 A Regional

Construction of Industrial Nodes in order facilitate entrepreneurial enterprise at Bambanani - Ivory Park and at


30 554 000.00

63 662 000.00


110 New

264

Region A

CIMS Number


Asset Sub-Class


Project Information


New Or Renewal

Marlboro

33166 Midrand: Pretoriusrand water upgrade New Water Mains PRESIDENT PARK A.H. A Regional

Water upgrade Infrastructure Water, Reservoirs & Reticulation

4 000 000.00

4 000 000.00

-

JHB Water: Water

110 New

30551 Midrand:President park: Reservoir 50Ml and water Upgrade New Reserviors PRESIDENT PARK A.H. A Regional

50Ml Reservoir Infrastructure Water, Reservoirs & Reticulation

4 000 000.00

18 000 000.00

-

JHB Water: Water

110 New

31012 RNP022_Richards Drive Upgrading Renewal Roads: Construction and Upgrades HALFWAY HOUSE EXT.95 A Regional

The upgrading of Richards Drive in Halfway House Estate AH. To be part of Ten Year Plan.


-

27 000 000.00

-

JRA 110 Renewal

32591 Ivory Park Thabo Mbeki New Bulk Infrastructure IVORY PARK EXT.10 A Ward

Formalisation and Construction of Bulk Services and Low Cost Houses


Housing development

-

1 000 000.00

-

Housing 111 New

33154 Ivory Park Social Housing New Building IVORY PARK EXT.10 A City Wide

Development of affordable Rental stock in region A


-

2 000 000.00

JOSHCO 111 New

30841 Vorna Valley. Upgrade sub station Renewal Bulk Infrastructure VORNA VALLEY EXT.7 A Regional

Upgrade Vorna Valley sub station to 2 X 40 MVA transformers and new feeder board


25 000 000.00

10 000 000.00

-


33078 Midrand: Carlswald Reservoir New Reserviors CARLSWALD A.H. A Regional

Reservoir 10Ml Infrastructure Water, Reservoirs & Reticulation

5 000 000.00

15 000 000.00

-

JHB Water: Water

112 New

33605 Midrand: Carlswald Water Infrastructure Upgrade Renewal CARLSWALD A.H. A

Upgrade of existing water infrastructure


7 000 000.00

7 000 000.00

-

JHB Water: Water

112 Renewal

28735 Midrand: Erand: Upgrade water infrastructure Renewal Water Mains SUMMERSET EXT.13 A Regional

Upgrading water infrastructure for region A


3 750 000.00

-

-

JHB Water: Water

112 Renewal

265

Region A

CIMS Number


Asset Sub-Class


Project Information


New Or Renewal

33163 Midrand: Planned replacement: watermains Renewal Water Mains BLUE HILLS A.H. A Regional

Replacement water mains Infrastructure Water, Reservoirs & Reticulation

10 000 000.00

-

10 000 000.00

JHB Water: Water

112 Renewal

33739 BRID 05 - Le Roux Avenue Widening. New Roads: Construction and Upgrades HALFWAY HOUSE ESTATE A Regional

Widening of Le Roux Ave between Bekker/Janadel Street and Old Pretoria Main as a result of the doubling of Le Roux Ave Bridge and traffic congestion.


1 000 000.00

20 000 000.00

-

JRA 112 New

33535 23 Depot Midrand New Depots HALFWAY GARDENS EXT.80 A Regional

Pikitup Depot in Midrand Infrastructure Refuse 500 000.00

7 000 000.00

-

Pikitup 112 New

33288 Lib - Construction of the new Diepsloot Library (forms part of the multipurpose centre at Diepsloot) in Diepsloot West Ext 2 New Incineration DIEPSLOOT WES EXT.2 A

Construction of a new Library in Diepsloot West Ext 2 Region A

Community Libraries -

-

1 500 000.00


113 New

33345 Aqua - Construction of the new swimming pool in Diepsloot Ext 1 New Community Centre IVORY PARK EXT.2 A Ward

Construction of a new swimming pool in Diepsloot


-

2 500 000.00


113 New

33067 Diepsloot Redevelopment Northern Farms New Bulk Infrastructure DIEPSLOOT A.H. A Regional

Construction of Bulk Services Infrastructure Roads, Pavements, Bridges & Storm Water

50 000 000.00

40 000 000.00

40 000 000.00

Housing 113 New

26871 Northern Works: Belt Presses New Bulk Waste Water DIEPSLOOT WES EXT.5 A Regional

Belt Presses:Northern Works Infrastructure Sewerage Purification & Reticulation

-

20 000 000.00

-

JHB Water: Sewer

113 New

33712 Northern Works: Desludge and line Dam 02 Renewal DIEPSLOOT WES A

Desludge and line Dam 02 Infrastructure Water, Reservoirs & Reticulation

-

15 000 000.00

15 000 000.00

JHB Water: Sewer

113 Renewal

28977 Northern Works: desludge Dam 01 Renewal DIEPSLOOT WES EXT.5 A

Northern Works: Desludge Dam 01


53 538 000.00

10 000 000.00

-

JHB Water: Sewer

113 Renewal

266

Region A

CIMS Number


Asset Sub-Class


Project Information


New Or Renewal

28721 Northern Works: Unit 2 Digesters refurbish #2 Renewal Bulk Waste Water DIEPSLOOT WES EXT.5 A Regional

Refurbish digesters at Northern Works


-

10 000 000.00

-

JHB Water: Sewer

113 Renewal

33713 Northern Works: Unit 3 electro mech/ cabling bios 1 and 3 Renewal DIEPSLOOT WES A

Unit 3 electro mech/ cabling bios 1 and 3


-

40 000 000.00

-

JHB Water: Sewer

113 Renewal

33710 Northern Works: Unit 4 liquor treatment New DIEPSLOOT WES A

Unit 4 liquor treatment Infrastructure Sewerage Purification & Reticulation

-

14 000 000.00

-

JHB Water: Sewer

113 New

28733 Roodepoort/Diepsloot: Diepsloot Reservoir New Reserviors DIEPSLOOT WES A Ward

New Diepsloot reservoir Infrastructure Water, Reservoirs & Reticulation

25 411 000.00

15 000 000.00

-

JHB Water: Water

113 New

28045 MISCL - Gravel Roads: Diepsloot. New Roads: Construction and Upgrades DIEPSLOOT WEST EXT.3 A Ward

Gravel Roads Upgrade, IDP priority.


46 060 000.00

47 060 000.00

34 000 000.00

JRA 113 New

30756 11 Landfill New Cell Development Works - Potential New development New waste collection DIEPSLOOT A.H. A Regional

Feasibility, Design and construction of a new landfill site for the North of the city


17 000 000.00

8 500 000.00

Pikitup 113 New

30654 22 Waste Treatment - Waste treatment facilities New Plant and Equipment DIEPSLOOT A.H. A City Wide

Construction of Waste Treatment facilities for waste conversion


5 000 000.00

-

Pikitup 113 New

32857 COMPL: Cycling Lanes: Diepsloot - Fourways Route (Wm Nicol - W Bypass) New Complete Streets DIEPSLOOT A.H. A Regional

Cycle paths: Diepsloot Fourways route (Wm Nico to W Bypass)

Infrastructure Transportation -

3 000 000.00

15 000 000.00


267

Region B

CIMS Number


Asset Sub-Class


Project Information


New Or Renewal

33801 Westdene Dam park development New Park WESTDENE B Regional

Development of Westdene Park

Community Parks & gardens -

10 000 000.00

11 970 000.00

City Parks and Zoo

68 New

33017 Replace feederboard at Industria sub station. Renewal Bulk Infrastructure INDUSTRIA B Regional

Replace feederboard at Industria sub station.


10 000 000.00

-

-


32961 Lib.Coronationville Public Library New Library CORONATIONVILLE B

Upgrading of the Library Community Libraries 800 000.00

-

-


68 New

33407 Aqua - Coronationville Public Swimming Pool Renewal Community Centre Coronationville B Ward

Upgrading of the pool Community Recreational facilities 2 000 000.00

-

-


68 Renewal

32882 Geldenhuis Transnet Hostel Renewal Building Alterations INDUSTRIA EXT.1 F City Wide

Conversion of Transnethostel


5 000 000.00

20 000 000.00

20 000 000.00

JOSHCO 68 Renewal

33820 Penny Flats Social Housing New Building Alterations PENNYVILLE B Regional

Social Housing development in Pennyville


-

3 000 000.00

2 000 000.00

JOSHCO 68 New

33698 Pennyville Communal Rooms Renewal Operational Capex PENNYVILLE EXT.1 C Regional

Upgrading and repairs of Communal rooms


6 000 000.00

1 000 000.00

1 000 000.00

JOSHCO 68 Renewal

33718 Pennyville TOD/Corridor Development New Bulk engineering services PENNYVILLE C City Wide

Mixed use housing development next to the BRT and New Canada Station


Housing development

20 000 000.00

70 000 000.00

60 000 000.00

JOSHCO 68 New

31283 MISCL - Pedestrian Bridge in Slovo Park (also Ashanti) New Bridges (Pedestrian and Vehicles) CORONATIONVILLE B Ward

A safe walkway is required across the railway line in Ward 68, near to the informal settlement to facilitate the movement of people to Coronation and Helen Joseph Hospitals; to High School; to work in Industria and the residential areas around; as well as to the Croesus Railway Station.


1 000 000.00

5 000 000.00

6 000 000.00

JRA 68 New

268

Region B

CIMS Number


Asset Sub-Class


Project Information


New Or Renewal

33795 Perth Empire Corridor Co - Production Zone for Social Development Renewal Corridors of Freedom Intervention WESTBURY B Regional

Ring-fenced amount for undertaking capital project in the corridor

Community Community halls 2 650 000.00

6 000 000.00

-

Social Development

68 Renewal

32563 Upgrade of Sir Drummond Chaplin Park Crosby Renewal Park CROSBY B Ward

Park upgrade Community Parks & gardens 2 000 000.00

2 000 000.00

-

City Parks and Zoo

69 Renewal

32569 Upgrading of Katjiepiering Street Park in Vrededorp Renewal Park VREDEPARK B Ward

Upgrading of the Park Community Parks & gardens -

-

500 000.00

City Parks and Zoo

69 Renewal

25070 New Service connections New Service Connections HURST HILL B Regional



9 370 000.00

9 370 000.00

9 370 000.00

City Power 69 New

33450 Union Stadium Renewal Building Alterations WESTBURY EXT.3 B Ward

Upgrading of the courts Community Recreational facilities 10 000 000.00

4 000 000.00

4 000 000.00


69 Renewal

26893 Johannesburg Central: Hursthill-Brixton District:Upgrade water infrastructure New Water Mains BRIXTON B Regional

Hursthill-Brixton District upgrading water infrastructure


2 400 000.00

-

-

JHB Water: Water

69 New

30942 Park Development in Claremont New Park CLAREMONT B

New Park Development Community Parks & gardens 2 000 000.00

1 000 000.00

-

City Parks and Zoo

82 New

33409 Aqua - Newclare Swimming Pool Renewal Community Centre NEWCLARE B Ward

Upgrading of the pool Community Recreational facilities -

1 000 000.00

2 000 000.00


82 Renewal

269

Region B

CIMS Number


Asset Sub-Class


Project Information


New Or Renewal

33680 Bosmontspruit Rehabilitation Renewal Ecological Infrastructure BOSMONT C Regional

Rehabilitation of the wetlands including ecological infrastructure as recommended in the State of the River study in 2009/10, CoJ Bioregional plan,CoJ Wetland management plan (2009). To conserve and protect City's natural heritage and resourses, promoting River health through integrated catchment management


-

3 000 000.00


82 Renewal

33529 Claremont Renewal Clinic CLAREMONT B Ward

Design and layout of clinic, construction of buildings and carpots, furniture and equipment, landscaping, paving and signage


-

-

Health 82 Renewal

33208 Roodepoort/ Diepsloot: Whiteridge north little falls constatia Water upgrade New Water Mains WHITERIDGE C Regional

water upgrade Infrastructure Water, Reservoirs & Reticulation

14 500 000.00

5 000 000.00

-

JHB Water: Water

86 New

32618 E-Learning system for Training Academy New Computer Software MARTINDALE B City Wide

Computer Software system with associated hardware to assist the training of EMS Staff to be installed at Brixton, Florida and Rietfontein Training Centres


2 500 000.00

5 000 000.00

-

Public Safety: EMS

86 New

30943 Furniture and office equipment, work stations New Furniture MARTINDALE B City Wide

Furniture for new staff appointees and new fire stations


2 000 000.00

6 000 000.00

2 000 000.00

Public Safety: EMS

86 New

30938 IT Needs New Computer Hardware MARTINDALE B City Wide

Computer equipment required to equip new staff with tools of trade.


1 407 000.00

2 000 000.00

1 500 000.00

Public Safety: EMS

86 New

32617 Telephone System and Alarm bell system New Operational Capex MARTINDALE B City Wide

Installation of security system at the entrances of fire stations across the City.


-

600 000.00

-

Public Safety: EMS

86 New

270

Region B

CIMS Number


Asset Sub-Class


Project Information


New Or Renewal

32601 Tetra Upgrade Communication and Despatch Network Systems - Phase 3 Renewal Computer Upgrades MARTINDALE B City Wide

Third phase of improving EMS's communication system


11 187 800.00

-

-

Public Safety: EMS

86 Renewal

33285 USAR Equipment New Computer Upgrades MARTINDALE C City Wide

New equipments Other Assets Computers - hardware/equipment

300 000.00

300 000.00

300 000.00

Public Safety: EMS

86 New

28534 BY - LAW MANAGEMENT UNIT UPGRADE OF BUILDING FENNEL ROAD POUND Renewal Building Alterations MARTINDALE B Ward


2 600 000.00

2 800 000.00

Public Safety: JMPD

86 Renewal

28531 By-Law Management Unit (CCTV Cameras) New Office Equipment MARTINDALE B City Wide

Closed Circuit Television cameras for security of impounded goods.

Other Assets Other -

5 000 000.00

2 800 000.00

Public Safety: JMPD

86 New

27940 CATCH 200 - Braamfontein Spruit Catchment: Erosion Protection: Conrad Drive to Rustenburg Road New Stormwater Catchments BRAAMFONTEIN WERF B Ward

Erosion protection Infrastructure Roads, Pavements, Bridges & Storm Water

5 000 000.00

5 000 000.00

-

JRA 87 New

27955 CATCH 205 - Robinson Canal Catchment: Structural Improvement: Robinson Canal Sub 3, Sub 6 and Sub 7 Renewal Stormwater Catchments ROBINDALE F Ward

Upgrade spalling and exposed steel reinforcing in Robinson Canal sub 3 and sub 6. Eliminate the crack in the wall of Robinson Canal Sub 7.


4 500 000.00

10 000 000.00

10 000 000.00

JRA 87 Renewal

32570 JHB Botanical Gardens Infrastructure upgrade in Emmarentia Renewal Park EMMARENTIA B City Wide

Botanical Gardens scientific research centre


4 000 000.00

2 000 000.00

City Parks and Zoo

88 Renewal

271

Region B

CIMS Number


Asset Sub-Class


Project Information


New Or Renewal

26884 Johannesburg Central:Northcliff District:Upgrade water infrastructure Renewal Water Mains NORTHCLIFF EXT.1 B Regional

Northcliff District Upgrding water infrastructure


-

-

-

JHB Water: Water

88 Renewal

22292 1 Bins (Skip) - Refuse collection New Plant and Equipment WATERVAL ESTATE B City Wide

Supply of bulk containers to commercial customers to create revenue


1 500 000.00

1 500 000.00

Pikitup 88 New

32031 BRID 20 - Conrad Drive Bridge, Blairgowrie. Renewal Bridges (Pedestrian and Vehicles) CRAIGHALL B Ward

Reconstruction of Conrad Drive Bridge over Braamfontein Spruit for road widening and increase in stormwater capacity.


1 000 000.00

20 000 000.00

-

JRA 90 Renewal

27960 CATCH 210 - Klein Jukskei Catchment: (CBP) Stormwater Control: Willows Development - Windsor New Stormwater Catchments JUKSKEI PARK B Ward

Upgrading of culvert under Willow Crescent and the arrest of erosion in the vicinity.


5 000 000.00

5 000 000.00

-

JRA 98 New

33631 Rooseveldt Park:Replace 2 X 45 MVA transformers and replace 11kV switchgear New Bulk Infrastructure LINDEN E Regional

Replace 2 X 45 MVA transformers and replace 11kV switchgear


10 000 000.00

10 000 000.00

10 000 000.00

City Power 99 New

33212 Roodepoort/ Diepsloot: Linden water upgrade New Water Mains LINDEN C Regional


-

10 000 000.00

-

JHB Water: Water

99 New

32571 Bird Sanctuary - City wide Renewal Park JOHANNESBURG F Regional

Bird Sancttuary - Ablution facility

Community Parks & gardens -

500 000.00

500 000.00

City Parks and Zoo

102 Renewal

32687 Rietfontein Nature Reserve and EE centre upgrade in Bryanston Renewal Park BRYANSTON EXT.5 E Ward

Bryanston wards 106 Community Parks & gardens 4 000 000.00

1 000 000.00

-

City Parks and Zoo

102 Renewal

272

Region B

CIMS Number


Asset Sub-Class


Project Information


New Or Renewal

25065 New service connections New Service Connections FERNDALE EXT.25 B Regional

Provision of new service connections in Randburg


36 700 000.00

37 600 000.00

37 600 000.00

City Power 102 New

23485 Randburg CBD regeneration Renewal Precinct Redevelopment FERNDALE B Regional


40 000 000.00

30 000 000.00

30 000 000.00

JDA 102 Renewal

31087 Randburg Civic Precinct Upgrade Renewal Precinct Redevelopment FERNDALE B Regional

Property development PPP to provide a mixed use development with civic and transport facilities


26 500 000.00

-

-

JDA 102 Renewal

27572 Selkirk Social Housing project New Housing Development BLAIRGOWRIE B Ward

Development of 300 medium density housing within Randburg CBD which will assist in attracting investors in the area


Housing development

35 000 000.00

90 000 000.00

70 000 000.00

JOSHCO 102 New

25002 Randburg Civic Precinct Renewal Building Alterations FERNDALE B Regional

Upgrading of Randburg CBD - Hilltop taxi rank site and Selkirk precinct


2 000 000.00

1 000 000.00

1 000 000.00

JPC 102 Renewal

31051 RNP017_Ballyclaire Drive Widening Renewal Roads: Construction and Upgrades RIVER CLUB EXT.2 E Regional

The widening of Ballyclaire Drive and Bridge from William Nichol to Outspan Drive. To be part of Ten Year Plan.


1 000 000.00

10 000 000.00

10 000 000.00

JRA 102 Renewal

33218 Roodepoort/ Diepsloot: Ferndale Sewer upgrade Renewal Bulk Waste Water FERNDALE C


7 000 000.00

-

-

JHB Water: Sewer

104 Renewal

26887 Sandton/ Alexandra : Kensington Reservoir 15Ml New Reserviors KENSINGTON B Regional

Kesington B District upgrading water infrastructure


-

5 000 000.00

12 000 000.00

JHB Water: Water

104 New

28097 CATCH 210 - Klein Jukskei Catchment: Bond Stream Relief System, Ferndale. New Stormwater Catchments FERNDALE B Ward

Construction of a new stormwater relief system to augment the existing culvert which is over capacity due to increasing CBD runoff.


2 000 000.00

5 000 000.00

-

JRA 104 New

273

Region B

CIMS Number


Asset Sub-Class


Project Information


New Or Renewal

22301 12 (a) New garden Sites - Fourways New Plant and Equipment MALANSHOF EXT.9 C City Wide

Redirect garden refuse to garden sites and then remove to composting facility


1 200 000.00

1 100 000.00

Pikitup 104 New

32877 Zoo - Animal hospital upgrade Renewal Bulk engineering services SAXONWOLD E City Wide

Upgrade of hospital infrastructure

Community Recreational facilities -

3 500 000.00

-

City Parks and Zoo

117 Renewal

33571 Zoo - Animal Purchases New Operational Capex SAXONWOLD E City Wide

Purchase of new animals for Zoo


2 000 000.00

-

City Parks and Zoo

117 New

30047 Zoo - Parking Area Development(Zoo & Zoo lake Prencinct) New Bulk engineering services SAXONWOLD E Regional

Establishment of new parking lot for the Zoo and Zoo lake park upgrade


4 615 000.00

-

City Parks and Zoo

117 New

31156 Zoo - Water Saving project Renewal Internal Water Reticulation SAXONWOLD E Regional

Replacement of steel water line


2 000 000.00

-

-

City Parks and Zoo

117 Renewal

33607 Zoo - Zoo Infrastructure Renewal Building Alterations SAXONWOLD F Ward

zoo infrastructure Community Parks & gardens 4 000 000.00

5 000 000.00

-

City Parks and Zoo

117 Renewal

31161 Zoo Conservation and research farm accomodation -Safari Park Development New Building Alterations SAXONWOLD G City Wide

Accomodation for reseachers at Parys facility

Community Cemeteries 2 000 000.00

2 000 000.00

-

City Parks and Zoo

117 New

30765 Replace 30 MVA transformers with 45 MVA units Renewal Bulk Infrastructure PARKHURST B Regional

Replace 30 MVA transformers with 45 MVA units and new 11 kV feederboard


-

10 000 000.00

10 000 000.00


30077 Parkhurst Renewal Clinic PARKHURST B Ward

Design and layout of clinic, construction of buildings and carports, furniture and equipment, landscaping, paving and signage.


-

-

Health 117 Renewal

274

Region C

CIMS Number


Asset Sub-Class


Project Information


New Or Renewal

33476 CONV - Conversion of Open Drains to Underground/Covered Drains in Bram Fischerville. Renewal Stormwater Management Projects BRAM FISCHERVILLE C Ward

Conversion of open drains to underground/covered drains in Bram Fischerville.


9 500 000.00

9 500 000.00

9 500 000.00

JRA 44 Renewal

29064 MISCL - Gravel Roads: Bram Fischerville. New Roads: Construction and Upgrades BRAM FISCHERVILLE D Ward

Gravel road upgrade, IDP priority


35 000 000.00

15 000 000.00

33 537 000.00

JRA 44 New

29831 Braamfischerville Ext 12&13:Roads and Stormwater Management Systems inlcuding a Pedestrian Bridge New Bulk Infrastructure BRAM FISCHERVILLE EXT.13 C Ward

Construction of Roads and Stormwater


13 000 000.00

11 000 000.00

-

Housing 49 New

32482 PTF: Small Public Transport Facilities: Braamfischerville New Public Transport Facility BRAM FISCHERVILLE C City Wide

Design & construction of "model" taxi facility


-

30 000 000.00


28135 MISCL - Gravel Roads: Doornkop/Thulani. New Roads: Construction and Upgrades DOORNKOP D Ward

Gravel roads upgrade as per IDP priority. It includes also required interventions in Protea (R5.0m).


16 100 000.00

16 100 000.00

34 000 000.00

JRA 50 New

30424 Fleurhof Mixed Development (Bulk and internal infrastructure) New Bulk Infrastructure FLEURHOF C Ward

The provision of bulk infrastructure including reticulation for specifically the following: Water, Sewer, Roads and Stormwater Management Systems. R500k for planning and R20m for bulk infra.


60 000 000.00

80 000 000.00

16 000 000.00

Housing 70 New

275

Region C

CIMS Number


Asset Sub-Class


Project Information


New Or Renewal

33219 Roodepoort/ diepsloot: Florida Sewer upgrade Renewal Bulk Waste Water FLORIDA EXT C

Sewer upgrade Infrastructure Sewerage Purification & Reticulation

-

-

-

JHB Water: Sewer

70 Renewal

33205 Roodepoort/ Diepsloot: Finch kite Florida water upgrade Renewal Water Mains FLORIDA EXT C Ward


-

5 000 000.00

-

JHB Water: Water

70 Renewal

33084 Roodepoort/ Diepsloot: Robertville water upgrade infrastructure and Reservoir 25Ml New Reserviors ROBERTVILLE C Regional

Water Upgrade Infrastructure Water, Reservoirs & Reticulation

10 000 000.00

-

-

JHB Water: Water

70 New

30421 FLEURHOF JUNCTION SOCIAL HOUSING PROJECT New Housing Development FLEURHOF C Ward

Development of 600 rental housing units


Housing development

20 000 000.00

-

500 000.00

JOSHCO 70 New

31029 RNP003_Westlake Road Extension New Roads: Construction and Upgrades RAND LEASES EXT.1 C Regional

Extension of Westlake Road from Main Reef Road to Soweto Township. Only Design.


4 000 000.00

20 000 000.00

-

JRA 70 New

32628 Lindhaven Plot 6,8&10 New Bulk Infrastructure LINDHAVEN EXT.1 C Ward

Construction of Bulk Services Investment Properties

Housing development

1 200 000.00

12 000 000.00

15 000 000.00

Housing 71 New

33060 PRINCESS PLOT New Bulk Infrastructure PRINCESS C Regional

Construction of Roads and stormwater


Housing development

15 000 000.00

20 000 000.00

33 000 000.00

Housing 71 New

33237 Roodepoort/ Diepsloot: Witpoortjie Sewer upgrade Renewal Bulk Waste Water WITPOORTJIE C

sewer upgrade Infrastructure Sewerage Purification & Reticulation

-

-

2 000 000.00

JHB Water: Sewer

71 Renewal

33209 Roodepoort/ Diepsloot: Witpoottjie water upgrade New Water Mains WITPOORTJIE C Regional


5 000 000.00

10 000 000.00

-

JHB Water: Water

71 New

33483 Princess Plots Social HousingProject New Housing Development PRINCESS EXT.22 C City Wide

Development of 600 social housing units


Housing development

2 000 000.00

20 000 000.00

50 000 000.00

JOSHCO 71 New

276

Region C

CIMS Number


Asset Sub-Class


Project Information


New Or Renewal

33289 Lib - Upgrading of the in library Wilro Park - Region C Renewal Corridors of Freedom Intervention WILROPARK EXT.1 C

Construction of a new library in Wilro Park


-

-


83 Renewal

33808 Robertville Tower New Reserviors ROBERTVILLE C Regional

Construction of water tower Infrastructure Water, Reservoirs & Reticulation

3 000 000.00

10 000 000.00

-

JHB Water: Water

83 New

25066 New service connections New Service Connections ROODEPOORT EXT.2 C Regional



16 600 000.00

16 600 000.00

16 600 000.00

City Power 84 New

33048 Rainbow Valley Sub divisions New Bulk Infrastructure ROODEPOORT C Regional

Construction of roads and stormwater


1 000 000.00

2 500 000.00

3 000 000.00

Housing 84 New

32578 Sol Plaatjies New Bulk Infrastructure ROODEPOORT EXT.2 C Ward

Construction of Bulk Roads & Stormwater and Internal Roads & Stormwater


Housing development

-

2 072 000.00

-

Housing 84 New

33230 Roodepoort sewer upgrade Renewal Bulk Waste Water ROODEPOORT C


-

10 000 000.00

-

JHB Water: Sewer

84 Renewal

33213 Roodepoort/ Diepsloot: Planned replacement sewer mains Renewal Bulk Waste Water ROODEPOORT C

Sewer replacement Infrastructure Sewerage Purification & Reticulation

-

10 000 000.00

20 000 000.00

JHB Water: Sewer

84 Renewal

33236 Roodepoort/ Diepsloot: Wilgespruit Sewer Upgrade Renewal Bulk Waste Water ROODEPOORT C


-

13 000 000.00

-

JHB Water: Sewer

84 Renewal

33206 Roodepoort water upgrade New Water Mains ROODEPOORT C Regional

Water Upgrade Infrastructure Water, Reservoirs & Reticulation

10 000 000.00

10 000 000.00

-

JHB Water: Water

84 New

33204 Roodepoort/ Diepsloot: Cornelius De larey water upgrade New Water Mains ROODEPOORT C Regional


-

-

5 000 000.00

JHB Water: Water

84 New

277

Region C

CIMS Number


Asset Sub-Class


Project Information


New Or Renewal

32757 Roodepoort/Diepsloot: Lion Park Reservoir 15ml New Water Mains ROODEPOORT C Regional

Bulk infrastructure Infrastructure Water, Reservoirs & Reticulation

5 000 000.00

5 000 000.00

10 000 000.00

JHB Water: Water

84 New

30418 Roodepoort Extension 2 New Building Alterations ROODEPOORT EXT.2 C Ward

Development of additional 150 social housing units


Housing development

2 000 000.00

35 000 000.00

-

JOSHCO 84 New

33809 Roodepoort Social Housing Upgrades Renewal Building Alterations ROODEPOORT C Regional

Upgrading of two social housing facilities in Roodepoort


6 000 000.00

12 000 000.00

1 000 000.00

JOSHCO 84 Renewal

33026 REFURBISHMENT OF ROODEPOORT DRIVER'S TESTING STATION Renewal Building Alterations FLORIDA LAKE C Ward

RENOVATION OF ROODEPOORT TESTING STATION

Other Assets Other Buildings

-

520 000.00

2 290 000.00

Public Safety: JMPD

84 Renewal

30923 Replace 20 MVA transformers with 2X40 MVA units Refurbish breakers, CT's VT's Links etc and convert 33kV to 88kV. Renewal Bulk Infrastructure KLOOFENDAL C Regional

Replavce 20 MVA transformers with 2X40 MVA units


-

25 000 000.00

40 000 000.00


33547 Promusica Theatre - Building renovations and upgrades Renewal Building Alterations FLORIDA PARK EXT.9 C Regional

Upgrading of the theatre auditorium, catering facilities and re-branding of the theatre


-

600 000.00

500 000.00

Johannesburg Theatre Management Company

85 Renewal

33548 Promusica Theatre - Information Technology New Computer Software FLORIDA PARK EXT.9 C City Wide

Installation of hardware and software for the new ticketing system

Community Other 200 000.00

200 000.00

150 000.00


85 New

30771 Promusica Theatre - Purchasing of vehicle for the theatre Renewal Operational Capex FLORIDA PARK EXT.9 C Regional

Equipment required for the functioning of theatre


-

-


85 Renewal

278

Region C

CIMS Number


Asset Sub-Class


Project Information


New Or Renewal

26167 Promusica Theatre - Upgrading of technical equipment (sound and lighting) Renewal Theatre redevelopment FLORIDA PARK EXT.9 C Regional

Infrastructural and upgrading of facilities

Other Assets Plant & equipment

600 000.00

-

600 000.00


85 Renewal

27461 lutz: Establish new 88/11 kV substation New Bulk Infrastructure HONEYDEW MANOR EXT.11 C Ward

Lutz, New 88/11kV 3x45MVA substation including 2 x 200MVA cables and 2 x 160MVA OHL's


30 000 000.00

40 000 000.00

120 000 000.00

City Power 97 New

33115 Driefontein Works: Infrastructure Renewal Plan Renewal Bulk Waste Water LITTLE FALLS EXT.1 A

Infrastructure renewal plan Infrastructure Sewerage Purification & Reticulation

-

1 040 000.00

15 000 000.00

JHB Water: Sewer

97 Renewal

27674 Roodepoort/Diepsloot: Bushkop Honeydew District Upgrade Water Infrastructure New Water Mains HONEYDEW EXT.5 C Regional

Honeydew Boschkop District Upgrade water Infrastructure Phase 2


13 750 000.00

21 000 000.00

-

JHB Water: Water

97 New

33066 COSMO CITY PHASE 2 ( MALIBONGWE RIDGE) New Bulk Infrastructure COSMO CITY C Regional

CONSTRUCTION OF ROADS AND STORMWATER


25 000 000.00

10 000 000.00

25 000 000.00

Housing 100 New

29435 Driefontein Works: Conc lining overflow New Auxiliary Water & Sewer Fittings COSMO CITY EXT.2 C Regional

Driefontein Works: Conc lining to overflow dam


20 000 000.00

-

-

JHB Water: Sewer

100 New

28731 Driefontein Works: Extension New Bulk Waste Water COSMO CITY EXT.2 C Regional

Driefontein Works: Unit 1 Infrastructure Sewerage Purification & Reticulation

26 000 000.00

-

-

JHB Water: Sewer

100 New

31007 Roodepoort/ Diepsloot: Lion park water upgrade infrastructure New Reservoirs COSMO CITY EXT.6 C Regional

Water upgrade infrastructure Infrastructure Water, Reservoirs & Reticulation

1 000 000.00

1 000 000.00

-

JHB Water: Water

100 New

24741 Roodepoort/Diepsloot: Planned replacement of water mains Renewal Water Mains NORTH RIDING A.H. C Regional

Replacement of watermains Infrastructure Water, Reservoirs & Reticulation

-

10 000 000.00

53 600 000.00

JHB Water: Water

100 Renewal

279

Region C

CIMS Number


Asset Sub-Class


Project Information


New Or Renewal

33541 Construction of Golden Harvest Drug and Rehab Centre New Plant and Equipment GOLDEN HARVEST A.H. C City Wide

To construct a drug rehabilitation centre


7 350 000.00

-

-

Social Development

101 New

30014 Zandspruit New Clinic ZANDSPRUIT EXT.4 C Ward

Acquisition of land, layout and design of buildings, construction of buildings and carports, landscaping and paving, furniture, equipment and signage.


-

-

Health 114 New

31006 Roodepoort/ Diepsloot: Zandspruit Reservoir 25Ml New Reserviors ZANDSPRUIT C Regional

Water upgrade infrastructure Infrastructure Water, Reservoirs & Reticulation

5 000 000.00

-

-

JHB Water: Water

114 New

33578 Leratong Village Park New Park LERATONG VILLAGE C Regional

Park development in Leratong Community Parks & gardens

3 000 000.00

-

-

City Parks and Zoo

127 New

33068 Repair damage to substation and convert to 88/11/6.6 kV. Extend 88 KV busbar at Roodetown to supply Roodepoort. Renewal Bulk Infrastructure ROODEPOORT C Regional

Repair damage to substation and convert to 88/11/6.6 kV. Extend 88 kV busbar at Roodetown to supply Roodepoort.


40 000 000.00

45 000 000.00

40 000 000.00


31053 Goudrand Rental Development New Bulk Infrastructure GOUDRAND C Ward

The Construction of Bulk Services and Internal Reticulation.


Housing development

10 000 000.00

5 000 000.00

-

Housing 127 New

32572 Leratong Village Preliminary Desgin Report Roads and Related Stormwater Renewal Bulk Infrastructure LERATONG VILLAGE C Regional

Review of existing Water and Sewer PDR and New PDR for Roads and Stormwater


Housing development

7 647 880.00

2 500 000.00

-

Housing 127 Renewal

31055 Matholesville New Bulk Infrastructure MATHOLESVILLE C Ward

Construction of Roads and Stormwater including Water and Sewer.


Housing development

6 000 000.00

21 000 000.00

-

Housing 127 New

22305 17 Landfill - Marie Louise New waste collection MEADOWLANDS EXT.12 D City Wide

To maintain and upgrade facilities to conform to standards and regulations - (Compliance, cell developments and landfill recycling)


200 000.00

200 000.00

Pikitup 127 New

280

Region C

CIMS Number


Asset Sub-Class


Project Information


New Or Renewal

33023 Vlei, upgrade the supply from Eskom and build new switching station. Renewal Bulk Infrastructure TSHEPISONG D Regional

Vlei, upgrade the supply from Eskom and build new switching station.


20 000 000.00

-


33514 MISCL - Gravel Roads: Tshepisong. New Roads: Construction and Upgrades TSHEPISONG C Ward

Gravel Roads Upgrade as per IDP priority.


20 000 000.00

20 000 000.00

20 000 000.00

JRA 128 New

33269 Soweto: Thulani sewer upgrade Renewal Bulk Waste Water THULANI E


1 100 000.00

-

-

JHB Water: Sewer

129 Renewal

Region D

CIMS Number


Asset Sub-Class


Project Information


New Or Renewal

32723 Upgrade of Lenasia Cemetery Renewal Park LENASIA G Regional

Upgrade of the Cemetery Community Cemeteries 500 000.00

500 000.00

500 000.00

City Parks and Zoo

10 Renewal

28693 Olifantsvlei Works: Digester heating and mixing New KLIPRIVIERSOOG ESTATE G

Bulk Wastewater Infrastructure Sewerage Purification & Reticulation

38 418 000.00

-

-

JHB Water: Sewer

10 New

33096 Ennerdale: Lenasia high level Reservoir New Reservoirs LENASIA EXT.1 F Regional

reservoir 11.1Ml Infrastructure Water, Reservoirs & Reticulation

10 000 000.00

5 000 000.00

10 000 000.00

JHB Water: Water

10 New

33744 MISCL - Gravel Roads: Protea South. New Roads: Construction and Upgrades PROTEA SOUTH EXT.1 G Ward

Gravel roads upgrade. Infrastructure Roads, Pavements, Bridges & Storm Water

25 000 000.00

20 000 000.00

15 000 000.00

JRA 10 New

281

Region D

CIMS Number


Asset Sub-Class


Project Information


New Or Renewal

32892 PTF: Transfer Facility: Scholar Transport Interchange- Lenasia New Public Transport Facility LENASIA G City Wide

Scholar transport interchange including NMT


3 510 000.00

-


29863 Soweto:Doornkop west/Protea Glen district: Upgrade water infrastructure Renewal Water Mains PROTEA GLEN EXT.12 D Regional

Doornkop west/Protea Glen district: Upgrade water infrastructure


-

-

-

JHB Water: Water

13 Renewal

29912 CATCH 10 - Emergency Stormwater Improvement (Multi year): Protea Glen Ext 1-4 (Phase 1-5). New Stormwater Catchments PROTEA GLEN D Ward

Total costs to implement stormwater masterplanning proposals is R25m


15 000 000.00

5 000 000.00

5 000 000.00

JRA 13 New

30753 6 Depot Haylon Hill New Plant and Equipment HAYLON HILL A.H. C Ward

Construction of new depots to service Glenridge, Honeydew, Ivory Park and Midrand Randburg communities


4 000 000.00

12 500 000.00

Pikitup 13 New

29919 BRID 05 - Naledi/Protea Bridge (Between Wards 20 and 14). New Bridges (Pedestrian and Vehicles) NALEDI D Regional

Construction of a linkage across the railway line to provide safety for pedestrians and eventually shorten the vehicular movement in the area.


20 000 000.00

10 000 000.00

-

JRA 14 New

33284 Fire Station - Protea Glen New Building New Building Alterations PROTEA GLEN EXT.1 D Regional

Building of 3 Stations Investment Property

Other 11 200 000.00

11 161 000.00

-

Public Safety: EMS

14 New

29584 Kliptown Renewal Precinct Redevelopment KLIPSPRUIT EXT.4 D Ward

The area-based regeneration programme undertaken in Greater Kliptown has intended to build an economic base in this area.


20 000 000.00

-

14 000 000.00

JDA 19 Renewal

31353 MISCL - Pedestrian Bridge in Klipspruit West. New Bridges (Pedestrian and Vehicles) KLIPSPRUIT WEST D Ward

Pedestrian railway crossing at Fuscia Road in Ward 11 (eventually vehicular) to safely connect Klipspruit West and Chiawelo at Fuscia and Foxglove Rd.


1 000 000.00

6 000 000.00

7 000 000.00

JRA 19 New

282

Region D

CIMS Number


Asset Sub-Class


Project Information


New Or Renewal

32654 Park development in Moletsane New Park MOLETSANE D Ward

Park development Community Parks & gardens

-

-

1 000 000.00

City Parks and Zoo

21 New

30680 Mapetla Hostel Renewal Building Alterations TLADI D

Upgrading of Hostel Infrastructure Roads, Pavements, Bridges & Storm Water

-

15 000 000.00

19 000 000.00

Housing 21 Renewal

26387 Build new 275kV Intake Station to replace Orlando 88kV switch yard. New Bulk Infrastructure RIVASDALE D City Wide

Orlando replace 88kv switchgear and introduce 275 KV


70 000 000.00

260 000 000.00

230 000 000.00

City Power 24 New

31140 Bulk infrastructure for the electrification of Elias Motswaledi New Electrification POWER PARK D Ward

Bulk infrastructure for the electrification of Elias Motswaledi


20 000 000.00

20 000 000.00

20 000 000.00

City Power 24 New

32474 Electrification of Elias Motswaledi. New Electrification POWER PARK G Ward

Electrification of Elias Motswaledi


7 500 000.00

20 000 000.00

15 000 000.00

City Power 24 New

32663 Elias Motsoaledi New Bulk Infrastructure DIEPKLOOF EXT.10 D Ward

Construction of Bulk and Internal Roads and Culvert Bridge


Housing development

4 300 000.00

4 300 000.00

15 000 000.00

Housing 24 New

33102 Goudkoppies Works: Infrastructure Renewal Plan Renewal Bulk Waste Water POWER PARK D

Infrastructure renewal Infrastructure Sewerage Purification & Reticulation

-

56 060 000.00

17 451 000.00

JHB Water: Sewer

24 Renewal

33266 Soweto: Devland sewer upgrade Renewal Bulk Waste Water DEVLAND E


-

500 000.00

-

JHB Water: Sewer

24 Renewal

33610 Golden highway Social Housing project New Housing Development DEVLAND EXT.9 D City Wide

The development of 580 Social Housing Rental stock consisting of 2 and 3 storey buildings. Unit typologies will be one and two bedroom units to accommodate tenants families earning between 2500 and 7500 around Devland


Housing development

30 000 000.00

75 000 000.00

65 000 000.00

JOSHCO 24 New

283

Region D

CIMS Number


Asset Sub-Class


Project Information


New Or Renewal

30755 15 Landfill - Goudkoppies New Building Alterations ZONDI D City Wide

To maintain and upgrade facilities to conform to standand and regulations - (Compliance, cell developments and landfill recycling)


200 000.00

200 000.00

Pikitup 24 New

32679 Pimville Koppies Conservation Ecom Tourism Upgrade Renewal Park PIMVILLE ZONE 1 EXT D Regional

Upgrade Koppies Community Parks & gardens

-

1 000 000.00

-

City Parks and Zoo

25 Renewal

25135 New public lights New Public Lighting ORLANDO EKHAYA D Regional

Public Lighting Infrastructure Street Lighting 5 000 000.00

5 000 000.00

5 000 000.00

City Power 25 New

32540 Rec - Construction of the Orlando Ekhaya New Community Centre ORLANDO EKHAYA D Ward

Construction of a new Orlando Ekhaya multipurpose centre and sport facility


2 588 000.00

2 050 000.00

4 000 000.00


25 New

32666 Klipspruit/Kliptown New Bulk Infrastructure KLIPSPRUIT D Ward

Construction of Link and Internal Roads and Stormwater including Water and Sewer


Housing development

309 091 120.00

95 981 000.00

59 927 880.00

Housing 25 New

33037 Sector 2 New Bulk Infrastructure KLIPSPRUIT D Regional



-

7 490 000.00

-

Housing 25 New

32414 Nancefield Station Precinct Development New Precinct Redevelopment KLIPSPRUIT D Regional

Provision of bulk infrastructure to support the development of a mixed land use development supporting a range of housing typologies to benefit from the transit options currently available within the precinct


20 000 000.00

10 000 000.00

JDA 25 New

33250 Johannesburg Central: Klipspruit sewer upgrade KLIPSPRUIT D


-

10 000 000.00

-

JHB Water: Sewer

25 Renewal

33162 Kliptown Golf Course New Building Alterations PIMVILLE ZONE 1 EXT B City Wide

Requirement of more social housing in the are


-

2 000 000.00

2 000 000.00

JOSHCO 25 New

284

Region D

CIMS Number


Asset Sub-Class


Project Information


New Or Renewal

33696 Kliptown Square Housing Estate Renewal Operational Capex KLIPRIVIERSOOG D Regional

Upgrading of the Kliptown property security and painting


Housing development

2 000 000.00

1 000 000.00

1 000 000.00

JOSHCO 25 Renewal

27584 NANCEFIELD STATION HOUSING/KLIPSPRUIT STAFF HOSTEL REDEVELOPMENT Renewal Housing Development KLIPSPRUIT EXT.11 D Ward

Redevelopment and conversion of Council staff Hostel into rental family units


Housing development

60 000 000.00

60 000 000.00

55 000 000.00

JOSHCO 25 Renewal

29391 Orlando Ekhaya Waterfront Development Renewal Park ORLANDO EKHAYA D Regional


13 793 000.00

10 000 000.00

JPC 25 Renewal

30535 CATCH 240 - Klipriver Catchment: Upgrading of Stormwater Drainage System in Mogaseview Renewal Stormwater Catchments KLIPSPRUIT D Ward

Upgrading of Stormwater drainage system in Mogaseview


2 000 000.00

1 000 000.00

-

JRA 25 Renewal

33267 Soweto: Diepkloof Corridor sewer upgrade Renewal Bulk Waste Water DIEPKLOOF E


-

-

5 000 000.00

JHB Water: Sewer

26 Renewal

31088 Aqua - Noordgesig swimming pool Renewal Community Centre NOORDGESIG D Ward

Upgrading of Noordgesig swimming pool

Community Swimming pools

800 000.00

-

-


29 Renewal

31058 Diepkloof Hostel Renewal Bulk Infrastructure DIEPKLOOF EXT.10 D Ward

Construction of Bulk Services. Investment Properties

Housing development

-

20 000 000.00

30 000 000.00

Housing 29 Renewal

33513 RESUR - Resurfacing of Soweto Highway. Renewal Roads: Rehabilitation ORLANDO D City Wide

Resurfacing work is required to prolong the life of the road and to increase the VCI (Visual Conditions Index).


30 392 000.00

50 000 000.00

110 000 000.00

JRA 29 Renewal

27583 Orlando Ekhaya Staff Hostel Redevelopment New Building Alterations ORLANDO EAST D Ward

Redevelopment and conversion of Council Stahh hostel into rental family units

Heritage Assets


-

-

JOSHCO 30 New

285

Region D

CIMS Number


Asset Sub-Class


Project Information


New Or Renewal

29191 Orlando East Station Precinct New Precinct Redevelopment ORLANDO EAST D Ward

BRT route Section 1&2 runs from Dobsonville to Fuel/Price intersection. It runs along the Klipspruit Valley Road. The funding would be required for a BRT station precinct development in Orlando East and proximate to Orlando Stadium which would be developed as a strategic node thereby building on the potential of the existing economic and community infrastructure.

Community Sports fields & stadia

40 000 000.00

20 000 000.00

10 000 000.00

JDA 31 New

30683 Jabulani Flats Renewal Building Alterations JABULANI D Ward

Upgrading of Hostel Investment Properties

Housing development

30 000 000.00

15 000 000.00

18 000 000.00

Housing 34 Renewal

32539 Jabulani Station Renewal Nodal Transportation Facilities JABULANI D Regional

upgrading of streets, public spaces, development of public properties and the encouragement of investment in the Jabulani precinct


18 500 000.00

30 000 000.00

JDA 34 Renewal

33549 Soweto Theatre - Information technology New Computer Software JABULANI D City Wide

Installation of new hardware and software for the theatre for new employees and e-ticketing


200 000.00

150 000.00


34 New

33355 Soweto Theatre - Upgrading of Technical Equipment Renewal Building Alterations JABULANI D City Wide

Purchase of technical equipment and related infrastructure for the Soweto Theatre

Other Assets Other -

-

400 000.00


34 Renewal

30419 IKWEZI RENTAL HOUSING PROJECT New Housing Development JABULANI D

ZOLA RENTAL HOUSING Investment Properties

Housing development

1 000 000.00

2 000 000.00

40 000 000.00

JOSHCO 34 New

29392 Jabulani CBD New Operational Capex JABULANI D Ward

Investment Property

Other 20 000 000.00

25 000 000.00

5 000 000.00

JPC 34 New

32676 Upgrade of Oppenheimer Towers in Central west Jabavu Renewal Park JABAVU CENTRAL WESTERN D Ward

Upgrading of the park Community Parks & gardens

-

-

1 000 000.00

City Parks and Zoo

35 Renewal

286

Region D

CIMS Number


Asset Sub-Class


Project Information


New Or Renewal

32985 Lib.Jabavu Public Library New Library JABAVU CENTRAL WESTERN D

Upgrading of the facility Community Libraries 1 000 000.00

-

-


35 New

22300 12 (b) New Garden Sites - Northern Works, Southdale & Randburg New Garden Sites SOUTHDALE F Regional

Provide dumping facilities for garden refuse to increase life of landfill and to make saleable compost


1 300 000.00

1 100 000.00

Pikitup 35 New

30985 Mshenguville wetland rehabilitation New Ecological Infrastructure MOFOLO NORTH D Ward

Wetland rehabilitation and park development to protect water resources and restore recreational amenity for community.


7 500 000.00

2 500 000.00

3 364 000.00


36 New

32537 New streetlights in Nancefield. New Public Lighting KLIPSPRUIT D Ward

New streetlights in Nancefield. Infrastructure Street Lighting 4 700 000.00

-

-

City Power 37 New

30681 Dube Hostel Renewal Building Alterations DUBE EXT.2 D Ward

Upgrading of Hostel Investment Properties

Housing development

12 000 000.00

15 000 000.00

15 000 000.00

Housing 38 Renewal

26830 Dube Holding Facility New Building Alterations DUBE D Ward

Holding facility for confiscated goods from the public in contravention of COJ's by laws at Marlboro and Dube


4 400 000.00

4 800 000.00

2 200 000.00

Public Safety: JMPD

38 New

31057 Orlando Womens Hostel Renewal Bulk Infrastructure ORLANDO D Ward

The construction of Bulk Services


Housing development

3 500 000.00

8 000 000.00

5 000 000.00

Housing 39 Renewal

33040 Oldviasta New Bulk Infrastructure ORLANDO D Regional



10 000 000.00

10 630 000.00

15 000 000.00

Housing 40 New

31046 RNP005_Spencer Road New Link New Roads: Construction and Upgrades FLEURHOF C Regional

New link and upgrading of Spencer Road connecting Main Reef Road with Soweto Highway through Fleurhof Township. To be part of Ten Year Plan.


1 000 000.00

12 000 000.00

12 000 000.00

JRA 40 New

33265 Soweto: Bramfisherville sewer upgrade Renewal BRAM FISCHERVILLE E


1 000 000.00

-

-

JHB Water: Sewer

42 Renewal

287

Region D

CIMS Number


Asset Sub-Class


Project Information


New Or Renewal

32657 Park development in Meadowlands Zone 7 New Park MEADOWLANDS D Ward


2 000 000.00

-

-

City Parks and Zoo

43 New

30682 Meadowlands Hostel Renewal Building Alterations MEADOWLANDS D Ward

Upgrading of Hostel including the bulk services


Housing development

-

12 000 000.00

15 000 000.00

Housing 43 Renewal

33065 JABULANI HOSTEL New Bulk Infrastructure JABULANI D Regional

UPGRADE OF BULKWATER LINK PIPE


Housing development

15 000 000.00

15 000 000.00

7 000 000.00

Housing 46 New

29917 BRID 30 - Jabulani/Molapo Bridge. New Bridges (Pedestrian and Vehicles) JABULANI D Ward

New bridge over the railway to provide access to development zone. Requires investigation and preliminary work.


2 000 000.00

20 000 000.00

30 000 000.00

JRA 46 New

30405 Dobsonville Social Housing Project New Building DOBSONVILLE EXT.2 D Ward

Dobsonville Housing development


Housing development

50 000 000.00

75 000 000.00

40 000 000.00

JOSHCO 48 New

31143 Electrification of Lufhereng New Electrification LUFHERENG D Ward

Electrification of Lufhereng Infrastructure Electricity Reticulation

12 000 000.00

20 000 000.00

15 000 000.00

City Power 53 New

29892 Lufhereng Substation. Establish new 88/11 kV sub station. New Bulk Infrastructure LUFHERENG D Ward

Establish new 88/11 kV sub station


60 000 000.00

8 000 000.00

-

City Power 53 New

33639 Slovoville: New Public Lights New Public Lighting SLOVOVILLE D Regional

Public Lighting Infrastructure Street Lighting 4 000 000.00

-

-

City Power 53 New

29832 Lufhereng Mixed Development (Bulk Infrastructure Roads, Stormwater Management Systems, Sewer & Water for 24 000 houses) New Bulk Infrastructure DOORNKOP EXT.1 C Regional

Land=R10m, planning=R3.5m and bulk=71,631,491.00. The project involves the provision of bulk, link and internal roads, sewer, water & stormwater to the Doornkop Greenfields Project (a mixed housing scheme consisting of 25,000 subsidies) being implemented by the Gauteng Department of Housing under its incremental housing programme.


28 600 000.00

28 659 000.00

10 000 000.00

Housing 53 New

288

Region D

CIMS Number


Asset Sub-Class


Project Information


New Or Renewal

26897 LUFHERENG SOCIAL HOUSING PROJECT New Housing Development LUFHERENG D Ward

DEVELOPMENT OF HOUSING UNITS IN LUFHERENG(DOORNKOP. PROJECT IS LOCATED WEST OF JOHANNESBURG


Housing development

2 000 000.00

20 000 000.00

30 000 000.00

JOSHCO 53 New

32485 PTF: Small Public Transport Facilities: Slovoville Ext 1 New Public Transport Facility SLOVOVILLE EXT.1 D City Wide

Design & construction of taxi rank


-

-


Region E

CIMS Number


Asset Sub-Class


Project Information


New Or Renewal

26934 Sebenza Substation. Build a new 88kV GIS (30circuits) yard. New Bulk Infrastructure SEBENZA EXT.6 E City Wide

Transmission: Sebenza - Build a new 275/88kV GIS (30circuits) yard and demolish existing yard


200 000 000.00

326 313 500.00

265 000 000.00

City Power 32 New

32809 Service connections Modderfontein New Service Connections MODDERFONTEIN A.H. E Regional

Service connections Modderfontein


10 000 000.00

10 000 000.00

21 000 000.00

City Power 32 New

32831 Supply AEL Factory from Westfield. New Medium Voltage Network MODDERFONTEIN EXT.2 E Ward

Supply AEL Factory from Westfield.


10 000 000.00

17 000 000.00

25 000 000.00

City Power 32 New

25123 Upgrade existing 44kV, 10 MVA transformer to a 88kV, 30 MVA transformer with associated feeder board Renewal Bulk Infrastructure KLIPFONTEIN VIEW EXT.3 E

Bulk Infrastructure Infrastructure Electricity Reticulation

30 000 000.00

35 000 000.00

35 000 000.00


289

Region E

CIMS Number


Asset Sub-Class


Project Information


New Or Renewal

33180 Sandton/ Alexandra: Founder Hill Water upgrade New Water Mains FOUNDERS HILL B Regional


-

-

2 500 000.00

JHB Water: Water

32 New

26880 Sandton/Alexandra: Linbro District: Upgrade water infrastructure and reservoir 40ml Renewal Water Mains MODDERFONTEIN A.H. E Regional

Linbro District upgrading water infrastructure


7 000 000.00

-

-

JHB Water: Water

32 Renewal

30537 Santon/Alexanda: Moderhill: Upgrade water infrastructure New Water Mains GREENSTONE HILL EXT.11 E Ward

Upgrade water infrastructure Infrastructure Water, Reservoirs & Reticulation

-

5 000 000.00

15 000 000.00

JHB Water: Water

32 New

32787 20 (a) Transfer station New waste collection LINBRO PARK EXT.1 C City Wide

Construction of a transfer stations/material recovery facility


10 000 000.00

31 668 000.00

Pikitup 32 New

33652 Roodepoort/Diepsloot: Diepsloot Sewer upgrade New ROODEPOORT C


10 000 000.00

10 000 000.00

-

JHB Water: Sewer

72 New

33126 Park Upgrade Charltendale Park Orange Grove Renewal Park ORANGE GROVE E Ward

Portion Re/1/58-1R Charleten Park Ward 74


3 000 000.00

1 000 000.00

1 000 000.00

City Parks and Zoo

73 Renewal

33123 Park Upgrade Orange Grove Park Renewal Park ORANGE GROVE E Ward

Stand number 2006 Orange Grove ward 73


2 500 000.00

2 500 000.00

2 500 000.00

City Parks and Zoo

73 Renewal

33124 Park Upgrade Rumarais Park Bramley Renewal Park BRAMLEY VIEW EXT.1 E Ward

Portion PK1148 Bramley ward 74


3 000 000.00

1 000 000.00

-

City Parks and Zoo

74 Renewal

29531 Reconfigure the 88 kV double busbar at CYDNA sub station. Renewal Bulk Infrastructure ABBOTSFORD E Regional

Reconfigure the 88 kV double bus bar at Cydna


20 000 000.00

-

-


290

Region E

CIMS Number


Asset Sub-Class


Project Information


New Or Renewal

26878 Sandton/Alexandra: Randjeslaagte District: Upgrade water infrastructure Renewal Water Mains BRAMLEY E Regional

Randjeslaagte District upgrading water infrastructure


600 000.00

-

-

JHB Water: Water

74 Renewal

33511 RESUR - Resurfacing of M1 Motorway. Renewal Roads: Rehabilitation MELROSE E City Wide

Resurfacing work is required to prolong the life of the road and improve the VCI (Visual Conditions Index).


50 000 000.00

100 000 000.00

100 000 000.00

JRA 74 Renewal

30748 Refurbishment and Upgrading of M2 Hostel Renewal Building Alterations ALEXANDRA EXT.52 E

refurbishment of M2 Hostel infrastructure


8 000 000.00

7 000 000.00

8 000 000.00

Housing 75 Renewal

28853 M2 Nobuhle Hostel(Completion of 286 and commencement of 298 rooms Upgrade Building Alterations ALEXANDRA EXT.27 C

Upgrading of M2 Hostel Alexandra

Heritage Assets

Buildings -

-

-

JDA 75 Renewal

32594 Fire Station - Alexandra and 'Be Safe Centre' New Building ALEXANDRA EXT.25 E Regional

Reconstruction of existing Alexandra Firestation with the addition of a 'Be Safe Centre'


-

20 000 000.00

9 438 000.00

Public Safety: EMS

75 New

32990 Lib.Alexander 3rd Avenue Children Library New Library ALEXANDRA EXT.4 D

Upgrading of the facility Community Libraries 800 000.00

-

-


76 New

29424 Alexandra Hostel Redevelopment (M1) Renewal Building Alterations ALEXANDRA EXT.9 E Ward

Upgrading of M1 Hostel and Helen Joseph


Housing development

-

-

-

JDA 76 Renewal

33720 Sandton/ Alexander: Benmore Gardens, Bramley North Renewal BENMORE GARDENS B

Upgrade water Infrastructure Water, Reservoirs & Reticulation

2 429 000.00

-

-

JHB Water: Sewer

76 Renewal

33185 Sandton/ Alexander: Planned replacement: sewer mains Renewal Bulk Waste Water ALEXANDRA EXT.4 B

Sewer main Infrastructure Sewerage Purification & Reticulation

-

-

10 000 000.00

JHB Water: Sewer

76 Renewal

291

Region E

CIMS Number


Asset Sub-Class


Project Information


New Or Renewal

33184 Sandton water upgrade New Water Mains ALEXANDRA EXT.4 B Regional


25 000 000.00

5 000 000.00

10 000 000.00

JHB Water: Water

76 New

33178 Sandton/ Alexandra: Alexandra Park water upgrade New Water Mains ALEXANDRA EXT.4 B Regional


900 000.00

-

-

JHB Water: Water

76 New

33693 Bothlabella Housing Project Renewal Operational Capex ALEXANDRA EXT.12 E City Wide

Upgrading and planned maintenance of Council stock


Housing development

5 000 000.00

2 500 000.00

2 500 000.00

JOSHCO 76 Renewal

33532 River Park New Clinic LOMBARDY EAST E Ward


Community Clinics -

-

-

Health 81 New

30495 Lombardy West Housing New RDP Flats ALEXANDRA EXT.27 E Ward

The development of mix RDP/higher income group flats for sale in the Lombardy area


Housing development

-

-

-

JDA 81 New

27567 LOMBARDY EAST HOUSING PROJECT New Housing Development LOMBARDY EAST E Ward

Development of 350 medium density housing units between Lombardy East and Alex.


Housing development

46 940 000.00

75 000 000.00

40 977 000.00

JOSHCO 81 New

33538 Construction of linear market(informal trading shelter) in Alexandra Pan Africa New Informal trading Stalls ALEXANDRA EXT.4 E Ward

To formalise about 340 trading stalls in and around the Pan Africa Mall.


-

-


91 New

33186 Sandton/ Alexandra: Atholl sewer upgrade Renewal Bulk Waste Water ATHOLL B


1 500 000.00

-

-

JHB Water: Sewer

91 Renewal

29337 Sandown Extension 49 Erf 575RE Renewal Building Alterations SANDOWN EXT.49 E

Investment Property

Other 35 000 000.00

35 000 000.00

20 000 000.00

JPC 103 Renewal

292

Region E

CIMS Number


Asset Sub-Class


Project Information


New Or Renewal

31013 RNP021_Outspan Road Upgrading Renewal Roads: Construction and Upgrades LITTLEFILLAN E Ward

Upgrading of Outspan Road from Rivonia Road to 15th Street in Parkmore. To be part of Ten Year Plan.


1 000 000.00

10 000 000.00

13 000 000.00

JRA 103 Renewal

33640 Public Lighting Alexandra West Bank New Public Lighting ALEXANDRA EXT.4 E Regional

Public Lighting Alexandra West Bank

Infrastructure Street Lighting

4 300 000.00

1 000 000.00

500 000.00

City Power 105 New

26708 Jukskei River Environmental Upgrading and Rehabilitation Renewal Bulk Infrastructure ALEXANDRA EXT.1 E

Jukskei River Environmental Upgrading and Rehabilitation


1 250 000.00

7 000 000.00

3 000 000.00

JDA 105 Renewal

31000 Linear Markets New Building Alterations ALEXANDRA EXT.45 E Regional

the construction of linear markets at various localities to formalize informal traders

Community Other -

2 000 000.00

-

JDA 105 New

31009 Pedestrian Bridge Vincent Tshabalala Road New Bulk Infrastructure FAR EAST BANK EXT.9 E

pedestrian bridge across Vincent Tshabalala road (London Road)


700 000.00

9 000 000.00

-

JDA 105 New

31010 Refuse Bins New Bulk Infrastructure FAR EAST BANK EXT.9 E

purchase of 80l refuse bins for new housing developments


300 000.00

300 000.00

JDA 105 New

25790 Replace feeder cables and 6.6kV load centres with dual ratio mini's Renewal Medium Voltage Network BRYANSTON EXT.77 E Regional

Replace cables & mini subs with dual ratio


5 000 000.00

5 000 000.00

5 000 000.00


24717 Sandton/Alexandra: Planned replacement of watermains Renewal Water Mains WOODMEAD EXT.5 E Regional

Planned replacement of watermains


20 000 000.00

-

15 000 000.00

JHB Water: Water

106 Renewal

30750 Helen Josephs Refurbishment and Upgrading of Women's Hostel Renewal Building Alterations ALEXANDRA EXT.52 E Ward

Upgrading of Infrastructure and Services


8 000 000.00

9 000 000.00

Housing 107 Renewal

293

Region E

CIMS Number


Asset Sub-Class


Project Information


New Or Renewal

30262 Alfred Nzo road widening New Bulk Infrastructure ALEXANDRA EXT.24 E Ward

Road to be made ready for the implementation of Bus Rapid Transit Route


-

-

12 000 000.00

JDA 107 New

30506 Clinic 4th Avenue Renewal Clinic ALEXANDRA EXT.42 E Ward

The refurbishment and up grading of the 4 th Avenue Clinic. This is a specialist female clinic


-

-

JDA 107 Renewal

32490 People’s Court, 7th Avenue (Old Alexandra) New Heritage ALEXANDRA EXT.4 E Ward

Restoration of Historical Site Community Other 410 000.00

-

2 000 000.00

JDA 107 New

22486 Installation of new service connections New Service Connections ALEXANDRA EXT.63 E Regional

new service connections Infrastructure Electricity Reticulation

1 495 000.00

1 495 000.00

1 495 000.00

City Power 108 New

30488 Development of open Space New Precinct Redevelopment ALEXANDRA EXT.53 E

Open space development for recreation


1 500 000.00

5 000 000.00

-

JDA 108 New

32450 Old Ikage housing development New Building Alterations ALEXANDRA EXT.57 E Ward

Development of 85 housing in old Alexandra


Housing development

2 500 000.00

-

20 000 000.00

JDA 108 New

33552 Marlboro Holding Facility Renewal Building Alterations MARLBORO E Regional

Upgrading of Marlboro JMPD facility to include a vehicle pound


4 000 000.00

5 000 000.00

-

Public Safety: JMPD

108 Renewal

33798 Louis Botha - Co - Production zone for social interventions Renewal Corridors of Freedom Intervention ORANGE GROVE E Regional

Refurbishment and future construction of Social Development centre


-

-

5 934 000.00

Social Development

108 Renewal

30498 Setswetla Land Reclamation and Redevelopment New Bulk Infrastructure ALEXANDRA EXT.60 E Regional

The development of engineering infrastructure as well as housing on Setwetla Site. This site used to be a old solid waste and ash dumping site


Housing development

-

-

-

JDA 109 New

30505 Thoko Mngoma Clinic Marlboro Renewal Clinic ALEXANDRA

The refurbishment and upgrading of the Marlboro


-

-

JDA 109 Renewal

294

Region E

CIMS Number


Asset Sub-Class


Project Information


New Or Renewal

EXT.53 E Clinic

26892 Sandton/ Alexandra: Yeoville Water Upgrade infrastructure New Water Mains ALEXANDRA EXT.4 B Regional

upgrading water infrastructure Infrastructure Water, Reservoirs & Reticulation

-

-

10 000 000.00

JHB Water: Water

109 New

27561 KELVIN RENTAL STOCK New Building Alterations KELVIN VIEW E Ward

Taking over some rental units projects from the Alex Renewal Programme, Develop and manage the stock


Housing development

2 000 000.00

-

40 000 000.00

JOSHCO 109 New

26983 Upgrade MV Network. Northern Region. Replace bare OH lines in problematic areas with ABC Renewal Network Development NORTH RIDING EXT.30 C City Wide

Replace obsolete bare overhead lines with insulated aerial bundle conductor (ABC)


12 500 000.00

30 000 000.00

30 000 000.00


27666 Sandton/Alexandra: Bryanston Water Upgrade Infrastructure New Water Mains DOUGLASDALE EXT.96 E Regional

Brynston District Upgrade Water Infrastructure Phase


13 686 000.00

-

-

JHB Water: Water

115 New

295

Region E

CIMS Number


Asset Sub-Class


Project Information


New Or Renewal

31328 MISCL - Gravel Roads: Agricultural Holdings. Renewal Gravel Road JOHANNESBURG F Regional

Re-gravelling of gravel & dirt roads in poor conditions by blading, shaping, gravelling, etc City Wide including: Blue Hills (Mercury & Tambotie Rd); Buccleuch (Engela Place, Gibson, John & Wendy Rd); Chartwell AH (Runnymead, Forest & Second Rd); Douglasdale (Hornbill Rd); Ennerdale (Zirconium Cl); Farmall AH (1st Rd); Glen Austin (Hampton, Dale, Milner & Donovan Rd); Halfway Gardens (Sturgess Av & Vermaak Rd); Honeydew (Plein, Glover, Coleen, Bothma & Flora Haase Rd); Kyalami AH (Cactus Rd); Lombardy West (Dublin, Pitt and Birmingham Rd); Northriding (Derby, Reier, Kraanvoel, Spionkop, Felstead, Off Boundary Rd into Constantia and Carmen St also Quorn Dr); President Park x 14 (Brand, Steyn & Boshoff St); Randpark Ridge (Bush Hill & Redwood St); Sunninghill (Katumba Rd); Witpoort (Rose, 23rd, Shetland, Lourens Dr & Springfield Rd); Zonnehoewe (Cypress, Chestnut & Walnut Rd); and roads in Limbro Park.


10 000 000.00

5 000 000.00

25 000 000.00

JRA 115 Renewal

33049 RENOVATION AND EXTENTION OF RANDBURG DLTC Renewal Building Alterations DOUGLASDALE EXT.37 F Regional

RENOVATION AND EXTENTION OF RANDBURG DLTC


-

556 000.00

2 294 000.00

Public Safety: JMPD

115 Renewal

296

Region E

CIMS Number


Asset Sub-Class


Project Information


New Or Renewal

29467 Normalisation Renewal Medium Voltage Network ALEXANDRA EXT.42 E Regional

Normalisation of Alexandra Infrastructure Electricity Reticulation

20 000 000.00

38 000 000.00

-


30517 Banakekelen Hospice New Clinic ALEXANDRA EXT.38 E Ward

The construction of a Hospices Clinic as well as bulk contribution from CoJ

Community Clinics -

2 500 000.00

-

JDA 116 New

Region F

CIMS Number


Asset Sub-Class


Project Information


New Or Renewal

33254 Soweto: Planned replacement sewer mains THETA E

sewer replacement Infrastructure Sewerage Purification & Reticulation

25 000 000.00

10 000 000.00

10 000 000.00

JHB Water: Sewer

54 Renewal

33089 Southdale/ Laaglaagte: Crown Gardens Reservoir New Reservoirs CROWN GARDENS D Regional

Reservoir 16.3Ml Infrastructure Water, Reservoirs & Reticulation

-

5 000 000.00

-

JHB Water: Water

54 New

32621 Rem 163/100-Turffontein New Bulk Infrastructure TURFFONTEIN F Ward

Formalisation, construction of bulk services and Low cost Houses


Housing development

1 000 000.00

5 000 000.00

-

Housing 55 New

27576 BELLAVISTA ESTATE INFILLS New Housing Development BELLAVISTA ESTATE F Ward

upgrading and maintenance of Council Housing stock which is in a poor condition


Housing development

38 560 000.00

500 000.00

500 000.00

JOSHCO 55 New

33694 Citrine Court Building Renewal Operational Capex BELLAVISTA ESTATE F Regional

Upgrading of the Bellavista Building


Housing development

1 172 000.00

3 503 000.00

900 000.00

JOSHCO 55 Renewal

27574 Turffontein rental housing development New Housing Development TURFFONTEIN F Ward

Development of 400 affordable rental units in the Turfontein area


Housing development

54 000 000.00

75 000 000.00

40 000 000.00

JOSHCO 55 New

30656 18 Landfill - Robinson deep New waste collection

Landfill compliance and water pond development


1 000 000.00

1 000 000.00

Pikitup 55 New

297

Region F

CIMS Number


Asset Sub-Class


Project Information


New Or Renewal

TURFFONTEIN D City Wide

33380 Rec - Upgrading of Southern Suburbs Sport and Recreational Centre Renewal Community Centre OAKDENE F Ward

Upgrading of Southern Suburbs Sport and Recreational Centre


500 000.00

-

-


56 Renewal

27503 Horse Building for additional JMPD horses New Building Alterations SPRINGFIELD EXT.4 F

Buildings - equipment, feed, farrier, clinic to be built for the horses that are needed for 2010 World Cup Soccer

Other Assets Other Buildings -

3 260 000.00

3 320 000.00

Public Safety: JMPD

56 New

29960 Stormwater Management Renewal Drainage System ROSETTENVILLE EXT.2 F Ward

upgrading the existing stormwater system


6 600 000.00

800 000.00

5 000 000.00

Public Safety: JMPD

56 Renewal

32730 Kliprivier Nature Reserve Upgrade Renewal Educational Centre finalisation Renewal Park KLIPRIVIERSBERG F Regional

Pegy Vera Road, Kibler Park Community Parks & gardens 3 000 000.00

2 000 000.00

-

City Parks and Zoo

57 Renewal

25827 Convert PPC cement and Haggie Rand from 20.5kV to 11kV Renewal Bulk Infrastructure HERIOTDALE F Ward

Convert from 20.5 kV to 11 kV Infrastructure Electricity Reticulation

-

10 000 000.00

90 126 000.00


32607 Moffat View Ext 6 New Bulk Infrastructure MOFFAT VIEW EXT.6 F Ward

Formalisation Investment Properties

Housing development

2 000 000.00

5 000 000.00

-

Housing 57 New

32878 Audio in trading halls New Computer Software CITY DEEP EXT.22 F Regional

Audio systems for the halls Other Assets Markets 1 500 000.00

1 500 000.00

-

Joburg Market 57 New

32920 Building Management Software New Bulk engineering services CITY DEEP EXT.22 F Regional

Software for bulk building services


2 000 000.00

3 000 000.00

9 000 000.00


298

Region F

CIMS Number


Asset Sub-Class


Project Information


New Or Renewal

32937 Civil Resurfacing of all platforms within the Market New Building Alterations CITY DEEP EXT.22 F Regional

Resurfacing of all platforms of the halls( 1-10)


4 000 000.00

14 000 000.00

5 000 000.00


29940 Computer Equipment Renewal Computer Upgrades CITY DEEP EXT.2 F Regional

Computer Hardware Other Assets Markets 4 400 000.00

5 000 000.00

10 000 000.00

Joburg Market 57 Renewal

33707 Computer Hardware New/Renewal Renewal Computer Hardware CITY DEEP EXT.22 F Regional

Computer Hardware Other Assets Computers - hardware/equipment

5 900 000.00

5 000 000.00

10 000 000.00


33708 Computer Software New/Renewal New Computer Software CITY DEEP EXT.22 F Regional

Computer Software Intangibles Computers - software and programming

2 300 000.00

2 500 000.00

4 000 000.00


32917 Consignment control software and hardware New Computer Software CITY DEEP EXT.22 F Regional

Consignment control software development


1 000 000.00

-

-


32881 Directional signage within market premises New Building Alterations CITY DEEP EXT.22 F Regional

installation of directional signage within the market premises


1 500 000.00

-


30028 Electricity Reticulation Upgrade Renewal Building Alterations JOHANNESBURG F Ward

Upgrade and replacement of light in hall 1 & 2 and Hall 9 &10


3 000 000.00

3 000 000.00

-


32885 Emergency evacuation alarm New Plant and Equipment CITY DEEP EXT.22 F Regional

installation of emergency evacuation alarms

Other Assets Other 220 000.00

235 000.00

249 000.00


32889 Emergency evacuation chairs New Plant and Equipment CITY DEEP EXT.22 F Regional

Emergency evacuation chairs Other Assets Markets -

-

70 000.00


32890 Equipment for safety surveillance New Plant and Equipment CITY DEEP EXT.22 F Regional

Equipment to conduct safety surveillance for wellness


-

1 500 000.00


299

Region F

CIMS Number


Asset Sub-Class


Project Information


New Or Renewal

32929 Foodbank sorting centre New Building Alterations CITY DEEP EXT.22 F Regional

Sorting centre for foodbank Other Assets Markets -

-

5 000 000.00


27709 General and QA Inspection Trolleys New Plant and Equipment CITY DEEP EXT.22 F Regional

Trolleys for quality inspection, for security and other departments

Other Assets Markets 700 000.00

1 000 000.00

-


32923 Humidifiers New Bulk engineering services CITY DEEP EXT.22 F Regional

Installation of humidifiers Other Assets Plant & equipment 2 000 000.00

2 000 000.00

-


33563 Installation of Lights in Halls 1,2,9,10 Renewal Operational Capex CITY DEEP EXT.22 G City Wide

Replacement of existing lights/ Electrical Infrastructure

Other Assets Markets -

-

5 000 000.00


32884 Installation of sprinkler systems New Building Alterations CITY DEEP EXT.22 F Regional

installation of sprinkler systems


6 200 000.00

6 200 000.00


32898 IT Software upgrade New Computer Software CITY DEEP EXT.22 F Regional

New IT software Other Assets Markets -

-

570 000.00


30024 IT support system New Computer Upgrades CITY DEEP EXT.2 F Ward

Integration to stake holders, virtual market support, logistic support


-

-

4 000 000.00


30022 Main Building Refurbishments Renewal Building Alterations CITY DEEP EXT.22 F Regional

Refurbishment of ageing offices


2 000 000.00

2 000 000.00


32895 Main Building Renewal Building Alterations CITY DEEP EXT.22 F Regional

Renovation in the main building at the Market


6 000 000.00

3 000 000.00


30759 Main market signage New Building Alterations CITY DEEP EXT.22 F Regional

Improving the ascetic value of the building.


1 600 000.00

-


300

Region F

CIMS Number


Asset Sub-Class


Project Information


New Or Renewal

32916 Market of the Future New Building CITY DEEP EXT.22 F Regional

Upgrading Market facilities to enable new legislation, maintain Market relevance, and enhance Food Safety & Security


212 935 000.00

169 273 000.00


29946 New Rocker Bins Renewal Plant and Equipment CITY DEEP EXT.22 F Regional

Rocker Bins Infrastructure Refuse 300 000.00

500 000.00

1 000 000.00


32914 Office equipment New/Renewal New Office Equipment CITY DEEP EXT.22 F Regional

new office equipment Other Assets Furniture and other office equipment

2 000.00

3 000.00

120 000.00


32925 Pallet Pool New Bulk engineering services CITY DEEP EXT.22 F Regional

Creation of Pallet Pool Other Assets Markets 2 000 000.00

3 000 000.00

1 000 000.00


30470 Potable water to halls and washbasins New Building Alterations CITY DEEP EXT.22 F Regional

Potable water to halls and washbasins


-

1 000 000.00

-


30016 Provision of new Transformers New Building Alterations CITY DEEP EXT.2 F

Provision of new transformers for electric supply to future extensions in the southern side of the Market


5 000 000.00

5 400 000.00

-


32922 Refurbishments/ Construction of ablution facilities Renewal Building Alterations CITY DEEP EXT.22 F Regional

Ablution Facilities Infrastructure Sewerage Purification & Reticulation

3 500 000.00

4 000 000.00

5 000 000.00


29943 Replacement of Ammonia Plant Renewal Plant and Equipment CITY DEEP EXT.22 F Regional

Replacement of Amonia Compressor


-

6 000 000.00


30761 Replacement of Assets New/Renewal New Plant and Equipment CITY DEEP EXT.22 F Regional

Plant and equipment Other Assets Markets 3 000 000.00

13 000 000.00

5 000 000.00


32933 Replacement of the roof at trading halls New Building Alterations CITY DEEP EXT.22 F Regional

Replacement of the roof at the trading halls


5 000 000.00

5 000 000.00


301

Region F

CIMS Number


Asset Sub-Class


Project Information


New Or Renewal

30435 Revamp sewer and drainage system New Drainage System CITY DEEP EXT.22 F Regional

Sewer and drainage upgrade for the whole of the market


5 000 000.00

6 000 000.00

5 000 000.00


32919 Road Rehabilitation Project New Bulk engineering services CITY DEEP EXT.22 F Regional

Upgrade of the road Other Assets Markets 7 000 000.00

9 000 000.00

12 000 000.00


29615 Standby Generator upgrade Renewal Building Alterations CITY DEEP EXT.22 F Regional

Standby Power Generators for the Market


7 500 000.00

-


30020 Temperature Control Systems Renewal Building Alterations CITY DEEP EXT.22 F Regional

Cold stores, Banana ripening, instrument for central temperature logging.


-

1 500 000.00


32903 Trading System Archiving New Computer Software CITY DEEP EXT.22 F Regional

Archiving of trading system Other Assets Markets -

-

1 000 000.00


32928 Trading System at other markets New Computer Software CITY DEEP EXT.22 F Regional

Software system for other markets

Other Assets Markets 300 000.00

-

-


26025 Two Way Radios New Operational Capex CITY DEEP EXT.22 F Regional

Two-way radios Other Assets Markets 65 000.00

65 000.00

65 000.00


29200 Upgrade Hall 9 Renewal Building Alterations CITY DEEP EXT.22 F Regional

Upgrade of existing hall to bring in line with HACCP requirements


5 000 000.00

5 000 000.00


27719 Upgrade of Exit and entrance gates Renewal Building Alterations CITY DEEP EXT.22 F Regional

Upgrade Exit Gate Infrastructure Roads, Pavements, Bridges & Storm Water

1 000 000.00

2 000 000.00

1 000 000.00


26020 Upgrade of Hall 1 and 2 Renewal Building Alterations CITY DEEP EXT.22 F Regional

Refurbishing 23 000 m2 into a Value Added Services Centre to attract Retailers back to the Market.


6 000 000.00

8 000 000.00


302

Region F

CIMS Number


Asset Sub-Class


Project Information


New Or Renewal

27714 Upgrade of Watermelon Section Renewal Building Alterations CITY DEEP EXT.2 F Regional

Upgrade of Watermelon Section


-

-


27562 CITY DEEP MIXED HOUSING DEVELOPMENT Renewal Building Alterations CITY DEEP F Ward

Redevelopment of City Deep staff hostel into family units by converting existing and building of new units


Housing development

30 000 000.00

20 000 000.00

-

JOSHCO 57 Renewal

33695 City Deep Upgrading Renewal Operational Capex CITY DEEP F Regional

Upgrading of Existing stock Investment Properties

Housing development

2 000 000.00

2 000 000.00

1 000 000.00

JOSHCO 57 Renewal

33515 MOB - City Deep Freight Hub. Renewal Roads: Construction and Upgrades CITY DEEP F City Wide

Road and traffic management interventions in the City Deep/Kaserne area to solve mobility issues in this major freight traffic hub.


30 000 000.00

30 000 000.00

-

JRA 57 Renewal

28357 Upgrade John Ware sub station Renewal Bulk Infrastructure FORDSBURG F Regional

Install an additional 88/11 kV transformer and feeder board


14 000 000.00

10 000 000.00

-


24751 Johannesburg Central:planned replacement watermains Renewal Water Mains MAYFAIR F Regional

Planned replacement: Watermain


-

10 000 000.00

15 000 000.00

JHB Water: Water

58 Renewal

29920 CATCH 205 - Robinson Canal Catchment Structural Improvement: Robinson Canal Sub 4 Renewal Stormwater Catchments ROBIN ACRES F Ward

Structural intervention on existing holes in the floor, deck, and exposed steel reinforcing. Project needs prioritization.


500 000.00

8 000 000.00

-

JRA 58 Renewal

27954 CATCH 205 - Robinson Canal Catchment: Structural Improvement: Robinson Canal Sub 10 Renewal Stormwater Catchments ROBINDALE F Ward

Structural intervention on existing holes in the floor, deck, and exposed steel reinforcing


4 240 000.00

10 000 000.00

10 000 000.00

JRA 58 Renewal

26799 LANGLAAGTE ONE STOP SHOP - LICENSING Renewal Building Alterations LANGLAAGTE NORTH F Ward

One Stop shop (new building)for JMPD Licensing and Metro Police activities at Langlaagte.


6 350 000.00

7 350 000.00

Public Safety: JMPD

58 Renewal

303

Region F

CIMS Number


Asset Sub-Class


Project Information


New Or Renewal

29543 Inner City Upgrading (Transitional/Emergency and Rental Stock) Renewal Rental Flats JOHANNESBURG F Regional

Upgrading of rental accommodation within Inner City


Housing development

40 000 000.00

40 000 000.00

40 000 000.00

Housing 59 Renewal

33484 MBV Inner-city Rental Housing Renewal Housing Development JOHANNESBURG F City Wide

Redevelopment and upgrading of the MBV building in the inner city to increase the rental stock


Housing development

500 000.00

500 000.00

900 000.00

JOSHCO 59 Renewal

22290 5 Composting Organic Waste New Plant and Equipment ORANGE FARM EXT.8 G City Wide

Waste reduction and collection methods and interventions, and supply of bins to new/developing areas.


14 550 000.00

13 450 000.00

Pikitup 59 New

29445 New Radio Communication system New Plant and Equipment CITY AND SUBURBAN EXT.6 F

Supply 2000 new Tetra radio's to JMPD officers (Phase 2).


7 010 000.00

3 333 000.00

Public Safety: JMPD

59 New

33760 Inner City (City Parks) New Inner City Intervention JOHANNESBURG F Regional

Ring-fenced amount for capital projects intended for the Inner City


8 400 000.00

3 700 000.00

City Parks and Zoo

60 New

33805 Installation of Online Gas Monitoring units to detect possible transformer failures New Bulk Infrastructure REUVEN F City Wide

Installation of online gas monitors to detect transformer failures


5 000 000.00

-

-

City Power 60 New

32534 New 88/11 kV substation near Park station. New Bulk Infrastructure NEWTOWN F Regional

New 88/11 kV substation near Park station


-

38 700 000.00

30 000 000.00

City Power 60 New

29291 Newtown Eliminate MV pillar boxes Renewal Medium Voltage Network NEWTOWN EXT.1 F Ward

Eliminate MV pillar boxes Infrastructure Electricity Reticulation

5 000 000.00

5 000 000.00

-


31071 ACH - Refurbishment of the Joburg Art Gallery Heritage Area Upgrade JOHANNESBURG F

Major refurbishment of the Joburg Art Gallery including structural repairs and waterproofing the entire centre


11 647 000.00

1 000 000.00

8 445 000.00


60 Renewal

304

Region F

CIMS Number


Asset Sub-Class


Project Information


New Or Renewal

33019 ACH. Museum Africa Renewal Heritage Area Upgrade NEWTOWN F

Upgrading of the facility Community Museums & Art Galleries

5 000 000.00

-

-


60 Renewal

33373 Rec - Upgrading of Hillbrow Recreation Centre Renewal Community Centre JOHANNESBURG F Regional

Upgrading of Hillbrow Recreational Centre


-

-

500 000.00


60 Renewal

33371 Rec - Upgrading of Braamfontein Conference and Recreational Centre Renewal Community Centre JOHANNESBURG F City Wide

Upgrading of the Braamfontein Conference and Recreational Centre


2 000 000.00

-

2 000 000.00


60 Renewal

33726 Johannesburg Central: Langlaagte water upgrade Renewal LANGLAAGTE D

Water upgrade Infrastructure Sewerage Purification & Reticulation

2 600 000.00

-

-

JHB Water: Sewer

60 Renewal

33725 Johannesburg central: Northcliff pipe replacement Renewal NORTHCLIFF EXT.1 D

Water Pipe replacement Infrastructure Sewerage Purification & Reticulation

4 028 000.00

-

-

JHB Water: Sewer

60 Renewal

33241 Johannesburg Central: Planned replacement sewer mains Renewal Bulk Waste Water JOHANNESBURG D


-

-

10 000 000.00

JHB Water: Sewer

60 Renewal

33719 Midrand Water upgrade Renewal RANDJESFONTEIN A


1 650 000.00

-

-

JHB Water: Sewer

60 Renewal

33240 Johannesburg Central: RW Meyers Hill water upgrade New Water Mains JOHANNESBURG D Regional


-

-

-

JHB Water: Water

60 New

33086 Roodepoort/ Diepsloot: Main Reef 20Ml, 30Ml, Tower 2Ml New Reservoirs JOHANNESBURG C Regional

Main Reef Tower Infrastructure Water, Reservoirs & Reticulation

12 000 000.00

5 000 000.00

-

JHB Water: Water

60 New

305

Region F

CIMS Number


Asset Sub-Class


Project Information


New Or Renewal

30889 Joburg Theatre - Building Renovations and upgrades New Building Alterations JOHANNESBURG F Ward

Renovation of existing public bathrooms; building of scenery door to the Fringe Theatre; replacement of building management system; renovation of backstage dressing rooms; extended 28 bay parking facility; upgrade of two public lifts; wrapping and insulating the stage tower; water proofing of all roofs; replacement of Gamma Zenith on exterior.


5 150 000.00

4 300 000.00

1 442 000.00


60 New

32879 Joburg Theatre - Information Technology Upgrades Renewal Computer Upgrades JOHANNESBURG F City Wide

Replace existing IT systems in the Joburg Theatre


1 000 000.00

500 000.00

250 000.00


60 Renewal

33817 Joburg Theatre - Technical Equipment New Operational Capex JOHANNESBURG F Regional

Purchasing of Technical Equipment


-

-

750 000.00


60 New

32502 Joburg Theatre - Upgrade of stage machinery Renewal Plant and Equipment JOHANNESBURG F Ward

UPS Protection for Mandela and Fringe Theatres; Drives on wagons and lifts of the Mandela Theatre; Steel cables for the Mandela front tabs.


1 000 000.00

400 000.00

1 155 000.00


60 Renewal

33810 11 Elloff Street Renewal Operational Capex JOHANNESBURG F Regional

Upgrading of existing social housing unit


38 000 000.00

-

-

JOSHCO 60 Renewal

33818 195 Commissioner Street New Building Alterations JOHANNESBURG F Ward

Purchase of building for upgrade into social housing


32 000 000.00

-

-

JOSHCO 60 New

33811 72276 Sieveright Building Renewal Building Alterations JOHANNESBURG F Regional

Upgrading existing building as social housing stock


2 000 000.00

40 000 000.00

22 000 000.00

JOSHCO 60 Renewal

33813 Anthea Renewal Building Alterations JOHANNESBURG F Regional

Upgrading of existing social housing stock


-

1 000 000.00

100 000.00

JOSHCO 60 Renewal

306

Region F

CIMS Number


Asset Sub-Class


Project Information


New Or Renewal

33814 Casamia Renewal Building Alterations JOHANNESBURG F Regional

Upgrading to existing social housing stock


-

5 000 000.00

5 000 000.00

JOSHCO 60 Renewal

33697 Chelsea Residential Building Renewal Operational Capex JOHANNESBURG F Regional

Upgrading of the residential property, Major repairs on plumbing, plastering and painting


Housing development

3 000 000.00

2 000 000.00

-

JOSHCO 60 Renewal

30417 EUROPA HOUSE Renewal Housing Development JOHANNESBURG F Ward

Emergency housing Investment Properties

Housing development

1 000 000.00

-

-

JOSHCO 60 Renewal

33812 Gezina Renewal Building Alterations JOHANNESBURG F Regional



-

5 000 000.00

15 000 000.00

JOSHCO 60 Renewal

28146 Inner City Rental Development Renewal Housing Development JOHANNESBURG F City Wide

Development of residential about 150 units. Refurbishment, conversion and upgrading of units in the building


Housing development

6 000 000.00

40 000 000.00

50 000 000.00

JOSHCO 60 Renewal

33815 La Rosabel Renewal Building Alterations JOHANNESBURG F Regional



-

500 000.00

-

JOSHCO 60 Renewal

33821 Rachers Social Housing New Building Alterations JOHANNESBURG F Ward

Upgrade to existing social housing stock


-

900 000.00

500 000.00

JOSHCO 60 New

30364 Computer Equipment New Computer Upgrades BRAAMFONTEIN WERF EXT.1 F City Wide

Purchasing computers, furniture and leasehold


-

-

4 000 000.00

JPC 60 New

33691 Office Space Optimisation New Building Alterations JOHANNESBURG F City Wide

Construction and centralisation of new council office which accommodates all CoJ department and entities.


-

-

10 000 000.00

JPC 60 New

26220 Revamping of the Informal Trading Stalls within the Inner City Renewal Operational Capex JOHANNESBURG F Ward

Revamping of the Informal Trading Stalls within the Inner City


11 300 000.00

15 000 000.00

JPC 60 Renewal

307

Region F

CIMS Number


Asset Sub-Class


Project Information


New Or Renewal

29183 CATCH 200 - Braamfontein Spruit Catchment: Erosion Protection, East of George Lea Park to Marie Str(173 m length) New Stormwater Catchments BRAAMFONTEIN WERF EXT.1 E Ward

Braamfontein Spruit Catchment: Erosion Protection,East of George Lea Park to Marie Str (173 m length).


3 000 000.00

3 000 000.00

-

JRA 60 New

29184 CATCH 200 - Braamfontein Spruit Catchment: Upgrade to Culvert, Millpark Renewal Roads: Construction and Upgrades BRAAMFONTEIN WERF EXT.1 B Ward

Upgrade to Culvert between Owl St and Gas Works on Annet Rd.


5 000 000.00

5 000 000.00

-

JRA 60 Renewal

22299 12 (c) New garden Sites Cosmo City New waste collection COSMO CITY EXT.2 B City Wide

Build garden sites for the collection of garden waste to send to composting plant and increase life of landfills


1 700 000.00

700 000.00

Pikitup 60 New

33642 13 Garden Side Recycling New waste collection JOHANNESBURG F City Wide

Implementation of recyclable waste facilities and various side


4 000 000.00

8 000 000.00

Pikitup 60 New

33379 Fire Stations - Central Refurbishment Renewal Building Alterations JOHANNESBURG A Regional

Refurbishment Community Fire, safety & emergency

-

5 950 000.00

-

Public Safety: EMS

60 Renewal

33339 Establishment of Agriculture Resource Centre and associated packaging houses New Skills Development Center JOHANNESBURG F City Wide

The construction of a training facility in Regions A, G and E for agriculture training in terms of the No Children must go Hungry Programme (2013/14). Project includes purchase of specialised farm equipment and tractors (7)

Other Assets Agricultural 2 000 000.00

2 000 000.00

2 000 000.00

Social Development

60 New

33572 Council Chamber Building Programme Renewal Building Alterations JOHANNESBURG F Ward

Investigation to establish the upgrade needs for the council chambers

Heritage Assets

Buildings 30 000 000.00

70 000 000.00

-

Speaker: Legislative Arm of the Council

60 Renewal

308

Region F

CIMS Number


Asset Sub-Class


Project Information


New Or Renewal

32503 COMPL: Parking Solutions for small nodes New Complete Streets JOHANNESBURG F Ward

Improvements to address parking issues at problematic small nodes. Involves creation of loading bays and other parking facilities for private / freight vehicles


-

-


32511 MAN: Dedicated Public Transport Lanes: Johannesburg CBD: New Managed Lanes JOHANNESBURG F City Wide

Extension of dedicated public transport lanes in the Johannesburg CBD


4 490 000.00

3 825 000.00


30451 PTF: Holding Facilities: Kazerne Redevelopment New Public Transport Facility JOHANNESBURG F Ward

Redevelopment of Kazerne Public Transport Holding Facility, including securing of the existing site, creation of temporary facilities and demolition


100 000 000.00

100 000 000.00


24930 Prepare mini subs and load centres for 11 kV conversion Renewal Township Reticulation JEPPESTOWN SOUTH F Regional

11 kV Conversion Infrastructure Electricity Reticulation

10 000 000.00

10 000 000.00

15 000 000.00


30558 Aqua - Murray Park Public Swimming Pool Renewal Community Centre JEPPESTOWN F Ward

Upgrading of the swimming pool

Community Community halls 2 000 000.00

1 000 000.00

1 500 000.00


61 Renewal

33494 Salisbury House Erf 1052 and 1053 Renewal Heritage JEPPESTOWN F Ward

The upgrade of Heritage Precinct Area


-

500 000.00

-

JPC 61 Renewal

22490 New service connections New Service Connections BEREA F Regional

New service connections in the Siemert Road area


18 750 000.00

18 750 000.00

18 750 000.00

City Power 64 New

33321 Lib - Hillbrow Public Library BEREA F

Upgrading of Library Community Libraries -

500 000.00

-


64 Renewal

309

Region F

CIMS Number


Asset Sub-Class


Project Information


New Or Renewal

30767 Cleveland Substation, Reconfigure busbar, replace high risk transformer, add additional 45 MVA transformer and feeder board. Renewal Bulk Infrastructure HERIOTDALE EXT.10 F Regional

Reconfigure busbar, replace high risk transformer, add 45 MVA transformer and feeder board.


20 500 000.00

20 000 000.00

44 500 000.00


32998 Lib. Murray Park Library New Library JEPPESTOWN SOUTH F

Upgrading of the facility Community Libraries 100 000.00

4 500 000.00

-


65 New

24623 Aqua - Malvern Public Swimming Pool Renewal Community Centre MALVERN F Ward


Community Swimming pools 600 000.00

600 000.00

400 000.00


65 Renewal

32819 Observatory Substation. Extend 11 kV switch room and replace damaged feeder board Renewal Bulk Infrastructure OBSERVATORY E Regional

Extend 11 kV switch room and replace damaged feeder board


10 000 000.00

-

-


33723 Bertrams Social Housing Units New Housing Development BERTRAMS F Regional

Development of social housing projects on different infill council sites in Bertrams


Housing development

2 000 000.00

30 000 000.00

30 000 000.00

JOSHCO 66 New

33441 Aqua -Yeoville Swimming pool Renewal Building Alterations YEOVILLE F Ward

Upgrading of pool Community Recreational facilities

-

-

1 000 000.00


67 Renewal

28767 Rehabilitation of Bruma Lake Renewal Ecological Infrastructure BRUMA E Ward

Phase 3 - Closing of Lake Infrastructure Roads, Pavements, Bridges & Storm Water

25 000 000.00

-

-


118 Renewal

30547 Johannesburg Central: Bruma Upgrade sewers New Sewer Mains BRUMA E Ward

Upgrade sewers Infrastructure Sewerage Purification & Reticulation

10 000 000.00

10 000 000.00

10 000 000.00

JHB Water: Sewer

118 New

310

Region F

CIMS Number


Asset Sub-Class


Project Information


New Or Renewal

30088 CATCH 212 - Bez Valley Catchment: Recon Sub 6; Rehab Main, Sub 1&4. Renewal Stormwater Catchments BEZUIDENHOUT VALLEY F Ward

This is a combination of stormwater structures that are in urgent need of rehabilitation, open channels, culverts and natural river.


2 000 000.00

5 000 000.00

5 000 000.00

JRA 118 Renewal

33438 Aqua - Ellis Park Swimming Pool Renewal Building Alterations DOORNFONTEIN F Ward

Upgrading of the pool Community Recreational facilities

700 000.00

2 000 000.00

3 968 000.00


123 Renewal

31108 DED Inner City Property Scheme New Operational Capex JOHANNESBURG F Regional

legal fees for property acquisition


11 000 000.00

10 000 000.00

7 966 000.00


123 New

33486 NEDERBURG RENTAL HOUSING Renewal Building Alterations JOHANNESBURG F City Wide

Upgrading of the Nederburg building acquired from JPC as part of the Inner City regeneration


Housing development

15 000 000.00

-

-

JOSHCO 123 Renewal

30702 Emergency work Renewal SCADA REUVEN F City Wide

Telecommunications Emergency work plant out of service


10 000 000.00

10 000 000.00


30998 Establish Control and Outage Management Centre New SCADA REUVEN F City Wide

Establish outage Management Centre


30 000 000.00

40 000 000.00

City Power 124 New

33633 Establish Outage Management System New Computer Software REUVEN F City Wide

ICT: Establish outage Management System


-

10 000 000.00

5 000 000.00

City Power 124 New

32927 Information Technology management tools. New Computer Software REUVEN F City Wide

Information Technology management tools.


-

-

City Power 124 New

27025 Integrated security, fire detection & suppression systems for major substations. Including fibre optic links (+- 50 % of budget). New Security Equipment REUVEN F City Wide

Integrated security, fire detection & suppression system for major sub stations


20 000 000.00

20 000 000.00

20 000 000.00

City Power 124 New

311

Region F

CIMS Number


Asset Sub-Class


Project Information


New Or Renewal

33643 IT Business Continuity New Computer Software REUVEN F City Wide

Mandatory requirements as per policy


5 000 000.00

5 000 000.00

8 000 000.00

City Power 124 New

26940 Load Management: Receiver audit and replacement Renewal Load Management REUVEN F

Load management receivers excluding expansion areas


5 000 000.00

5 000 000.00


33619 Manhole covers security New Security Equipment REUVEN F City Wide

Securing of manhole covers to underground installations


2 000 000.00

-

-

City Power 124 New

32535 New 88/11 kV substation near Westgate. New Bulk Infrastructure FERREIRAS DORP F Regional

New 88/11 kV substation near Westgate.


-

30 000 000.00

29 543 100.00

City Power 124 New

25069 New service connections New Service Connections REUVEN F Regional



19 000 000.00

19 000 000.00

19 000 000.00

City Power 124 New

33635 Procurement of IT hardware New Computer Hardware REUVEN F City Wide

Procurement of IT hardware Intangibles Computers - software and programming

5 000 000.00

5 000 000.00

5 000 000.00

City Power 124 New

28360 Removal and Replacement of 20.5kV Equipment, Van Beek, Central & Selby SS. Inner City Renewal Medium Voltage Network SELBY F Regional

Deload Kazerne and Selby network development.


26 000 000.00

-

-


33621 Telecommunications, Multiplexer and network management system Renewal Plant and Equipment REUVEN F City Wide

Upgrade Multiplexers at substations


5 000 000.00

5 000 000.00

5 000 000.00


31118 Upgrade Training Centre Renewal Building Alterations REUVEN F City Wide

Upgrade Basic Training Centre


-

5 000 000.00


33331 Rec - Karzene Soccer Fields Renewal Community Centre CITY AND SUBURBAN EXT.10 F Ward

Upgrading of Karzene soccer fields


-

-

1 500 000.00


124 Renewal

312

Region F

CIMS Number


Asset Sub-Class


Project Information


New Or Renewal

33469 Upgrading of Wembly Sports Centre Renewal Community Centre TURFFONTEIN F Ward

Upgrading of the facility Community Recreational facilities

-

-

2 000 000.00


124 Renewal

27736 BPO Inner City Zone Renewal Skills Development Center JOHANNESBURG F

Business Process Services Unit

Investment Property

Other 10 000 000.00

5 000 000.00

5 000 000.00


124 Renewal

33540 Rehabilitation of Princess Mine Dump Renewal Resource Rehabilitation STAFFORD EXT.4 F Ward

Stabilise Mine Dump through erosion control measures to address dust pollution and seepage on City owned land.


5 000 000.00

-


124 Renewal

32619 Glenesk IR Portion 7of Erf 1 (1320 Unit) New Bulk Infrastructure GLENESK F Ward

Formalisation, Construction of Bulk Services and Low Cost Houses


Housing development

2 000 000.00

3 000 000.00

-

Housing 124 New

30321 Information Technology New Customer Service Assets MARSHALLS TOWN F City Wide

Information Technology Other Assets Computers - hardware/equipment

10 500 000.00

11 000 000.00

16 880 000.00

JHB Water: Water

124 New

27582 Selby Staff Hostel Redevelopment/Conversion Renewal Building Alterations SELBY F Ward

Redevelopment and conversion of Councils Staff hostel into rental family units

Heritage Assets


-

-

JOSHCO 124 Renewal

33741 CS - Upgrade of Head Office Facilities. Renewal Building Alterations JOHANNESBURG F City Wide

Upgrading of JRA's Head Office: electrical; plumbing; air conditioning; generator, etc.


30 000 000.00

10 000 000.00

JRA 124 Renewal

33740 MOB - M2 Motorway at Main Reef Road Intersection. New Roads: Construction and Upgrades CROWN EXT.2 E Regional

Congestion relief. Infrastructure Roads, Pavements, Bridges & Storm Water

20 000 000.00

13 000 000.00

10 000 000.00

JRA 124 New

32075 MOB - Traffic Management Centre. Renewal Mobility: Intelligent Transportation System & Networks JOHANNESBURG F City Wide

Upgrading and increase capacity in the operations of the existing JRA's Traffic Management Centre.


2 500 000.00

2 300 000.00

2 300 000.00

JRA 124 Renewal

313

Region F

CIMS Number


Asset Sub-Class


Project Information


New Or Renewal

32313 MOB - Traffic Signal Adaptive Control. New Mobility: Intelligent Transportation System & Networks JOHANNESBURG F City Wide

The Project is about: Comply with legal requirements; enhance visibility; decrease accidents; reduce traffic congestion; enhance mobility.


15 000 000.00

15 000 000.00

JRA 124 New

33743 REHAB - Rehabilitation of Open Channels City Wide. Renewal Stormwater Management Projects JOHANNESBURG F City Wide

This project is exclusive of the Conversion of Open Drains programme; and entails the rehabilitation of stormwater open channels City Wide (in former old stormwater structures).


10 000 000.00

10 000 000.00

10 000 000.00

JRA 124 Renewal

33512 RESUR - Resurfacing of M2 Motorway. Renewal Roads: Rehabilitation JOHANNESBURG F City Wide

Resurfacing work is required to prolong the life of the road and to improve the VCI (Visual Conditions Index).


30 000 000.00

150 000 000.00

60 000 000.00

JRA 124 Renewal

27488 21 Bins Underground and 240l New Plant and Equipment JOHANNESBURG F City Wide

Underground waste receptacles for the Inner City and high pedestrian volume areas such as taxi ranks. The bins also has the advantage for waste separation at source


10 476 000.00

5 000 000.00

Pikitup 124 New

22315 9 Incinerator Health Care Renewal Building Alterations SPRINGFIELD F City Wide

Refurbishment of the incinerator plant in phases.


1 000 000.00

17 000 000.00

1 000 000.00

Pikitup 124 Renewal

30396 Fire Station - Central Fire Station Renewal Building Alterations MARSHALLS TOWN F Ward

New Central Fire Station for the central business district to facilitate emergency response in the inner city


20 000 000.00

-

9 000 000.00

Public Safety: EMS

124 Renewal

26821 Dog Kennel Hospital New Building Alterations GLENESK F Ward

Hospital for the JMPD dogs that take ill

Other Assets Other Buildings 75 000.00

85 000.00

90 000.00

Public Safety: JMPD

124 New

28533 BY - LAW MANAGEMENT UNIT UPGRADE OF WEMMER POUND New Building Alterations SELBY EXT.11 F Ward

UPGRADE OF BUILDING FOR THE STORAGE OF IMPOUNDED GOODS AT WEMMER COPLEX.


2 600 000.00

2 800 000.00

Public Safety: JMPD

124 New

314

Region F

CIMS Number


Asset Sub-Class


Project Information


New Or Renewal

29969 Cold Storage for Wemmer Pound New Building Alterations GLENESK F Ward

Install Cold Storage at the Wemmer pound


2 100 000.00

2 100 000.00

Public Safety: JMPD

124 New

30008 Install Strong Rooms at Wemmer, Fennel Road, Von Wieligh New Building Alterations WEMMER F Ward

install strong room at the above sites


2 100 000.00

-

Public Safety: JMPD

124 New

26816 Upgrading Shooting Range with new obstacle Course Renewal Plant and Equipment ROODEPOORT C City Wide

Upgrading Shooting Ranage with new obstacle course.


3 200 000.00

-

Public Safety: JMPD

124 Renewal

30543 Johannesburg Central: Aeroton/Noordgesig/Nasrec water district: Upgrade water Infrastructure New Water Mains NASREC F Regional

Upgrade water infrastructure Infrastructure Sewerage Purification & Reticulation

-

-

-

JHB Water: Water

125 New

28993 Johannesburg Central: Eagles Nest water district: Upgrade water infrastructure Renewal Water Mains EAGLES NEST D Regional

Eagles Nest water district: Upgrade water infrastructure Phase 1_Reg D


-

-

-

JHB Water: Water

125 Renewal

28788 Johannesburg Central: Glenvista, Glenanda, Winchester Hills & Bassonia Districts: Upgrade water infrastructure Renewal Water Mains ALAN MANOR F Regional

Glenvista, Glenanda, Winchester Hills & Bassonia Districts: Upgrade water infrastructure Phase 1


-

-

-

JHB Water: Water

125 Renewal

30544 Johannesburg Central: Kibler Park water district: Upgrade water infrastructure New Water Mains KIBLER PARK D Regional


-

-

-

JHB Water: Water

125 New

33090 Southdale/ Langlaagte: Aeroton Direct/ Tower New Reserviors AEROTON D Regional

Tower 1.1Ml Infrastructure Water, Reservoirs & Reticulation

4 000 000.00

5 000 000.00

-

JHB Water: Water

125 New

315

Region G

CIMS Number


Asset Sub-Class


Project Information


New Or Renewal

32983 Aqua - Upgrading of the Orange Farm Public Swimming Pool Renewal Community Centre STRETFORD EXT.4 G Ward

upgrading of the swimming pool facilities


800 000.00

-

-


1 Renewal

33458 Lib - Stretford Library New Incineration STRETFORD EXT.3 G

Construction of the new Library Community Libraries 1 500 000.00

7 500 000.00

6 000 000.00


2 New

30641 Lakeside Ext 1,2,3 & 5: Roads and Bulk Stormwater Systems New Bulk Infrastructure LAKESIDE EXT.1 G Regional

The project scope entails the construction of collectors and distributors within 20m, 16m, 13m and 10m road reserves. The roads will be tarred 20mm asphalt. Bulk stormwater system will consist of 6 attenuation ponds and pipe stormwater drains.


27 000 000.00

25 000 000.00

15 000 000.00

Housing 2 New

33146 Orange Farm/ Deep south: Lakeside Sewer upgrade Renewal Bulk Waste Water LAKESIDE EXT.1 G


2 400 000.00

-

-

JHB Water: Sewer

2 Renewal

30322 Orange Farm/Deep South: Lenasia South East Basin: Upgrade sewer Infrastructure Renewal ORANGE FARM EXT.6 G

Upgrade sewer infrastructure Infrastructure Street Lighting 1 244 000.00

-

-

JHB Water: Sewer

2 Renewal

33475 CONV - Conversion of Open Drains to Underground/Covered Drains in Orange Farm. Renewal Stormwater Management Projects ORANGE FARM G Ward

Conversion of open drains to underground/covered drains in Orange Farm.


15 000 000.00

15 000 000.00

15 000 000.00

JRA 2 Renewal

33149 Orange Farm/ Deep South: Orange farm sewer upgrade Renewal Bulk Waste Water ORANGE FARM G


20 000 000.00

-

-

JHB Water: Sewer

3 Renewal

33142 Orange Farm/ Deep south: Planned replacement sewermains Renewal Bulk Waste Water ORANGE FARM G

Sewer Replacement Infrastructure Water, Reservoirs & Reticulation

-

60 000 000.00

65 000 000.00

JHB Water: Sewer

3 Renewal

316

Region G

CIMS Number


Asset Sub-Class


Project Information


New Or Renewal

33148 Orange Farm/ Deep South: Stretford Sewer upgrade Renewal Bulk Waste Water STRETFORD EXT.9 G


4 800 000.00

-

-

JHB Water: Sewer

3 Renewal

33091 Ennerdale: Orange Farm high level reservior New Reserviors ORANGE FARM F Regional

Reservoir 35Ml Infrastructure Water, Reservoirs & Reticulation

20 000 000.00

5 000 000.00

10 000 000.00

JHB Water: Water

3 New

30550 Orange farm/Deep south: Ennerdale Disctict: Upgrade water infrastructure New Water Mains ORANGE FARM G Regional


-

10 000 000.00

21 000 000.00

JHB Water: Water

3 New

29005 Orange Farm/Deep south: Orange Farm District: Upgrade water infrastructure and high level reservoir 35Ml Renewal Water Mains ORANGE FARM EXT.1 G Regional

Upgrade water infrastructure and 35Ml Reservoir


-

10 000 000.00

20 000 000.00

JHB Water: Water

3 Renewal

33138 Orange Farn/ Deep south: Planned replacement Watermains Renewal Water Mains ORANGE FARM G Regional

Watermains replacement Infrastructure Water, Reservoirs & Reticulation

3 956 000.00

30 000 000.00

30 000 000.00

JHB Water: Water

3 Renewal

27903 MISCL - Gravel Roads: Orange Farm. New Roads: Construction and Upgrades ORANGE FARM G Ward

Gravel roads upgrade as per IDP priority.


57 340 000.00

68 340 000.00

34 000 000.00

JRA 3 New

30348 24 Depot Orange Farm New Depots ORANGE FARM EXT.8 G Regional

Construction of a Depot in Orange Farm to service Driezeik, Orange Farm, Finetown, Zakkariya Park


-

-

Pikitup 3 New

32519 COMPL: Cycling Lanes: Orange Farm: Priority Schools Zones New Complete Streets ORANGE FARM EXT.4 G Ward

Non Motorised Transport Orange Farm to provide access to, inter alia, large schools


20 000 000.00

-


32716 Orange Farm Ext. 9 (935) New Bulk Infrastructure ORANGE FARM EXT.9 G Ward

Construction Engineering Services (R&SW)


Housing development

10 000 000.00

10 000 000.00

12 000 000.00

Housing 4 New

317

Region G

CIMS Number


Asset Sub-Class


Project Information


New Or Renewal

32714 Drieziek Ext.3 (2989) New Bulk Infrastructure DRIEZIEK EXT.3 G Ward


Housing development

10 523 000.00

18 000 000.00

30 000 000.00

Housing 5 New

32715 Drieziek Ext.5 (1540) New Bulk Infrastructure DRIEZIEK EXT.5 G Ward


Housing development

9 000 000.00

10 000 000.00

40 000 000.00

Housing 5 New

32713 Poortjie (2204) New Bulk Infrastructure POORTJIE G Ward

Preliminary Design Report Formalisation


Housing development

-

-

27 000 000.00

Housing 5 New

32748 Poortjie Dark City (3000) New Bulk Infrastructure POORTJIE G Ward

Formalisation and Land Portions


6 200 000.00

-

Housing 5 New

33143 Orange Farm/ Deep South: Driezek sewer upgrade Renewal Bulk Waste Water DRIEZIEK G


300 000.00

-

-

JHB Water: Sewer

5 Renewal

33745 MISCL - Gravel Roads: Drieziek. New Roads: Construction and Upgrades DRIEZIEK G Ward

Gravel roads upgrade. Infrastructure Roads, Pavements, Bridges & Storm Water

2 000 000.00

45 000 000.00

45 000 000.00

JRA 5 New

32409 Mountainview Clinic New Clinic FINETOWN G Ward

upgrade / renewal Community Clinics 3 000 000.00

-

-

Health 6 New

33063 Ennerdale Extension 15(Mountain View) New Bulk Infrastructure ENNERDALE EXT.15 G Regional

Construction of Engineering services


Housing development

-

15 000 000.00

18 000 000.00

Housing 6 New

32699 Kanana Park Ext 1 (788) New Bulk Infrastructure KANANA PARK EXT.1 G Ward

Preliminary Design Reports Roads and Stormwater


Housing development

-

6 000 000.00

10 000 000.00

Housing 6 New

32711 Kanana Park Ext 3,4 & 5 New Bulk Infrastructure KANANA PARK EXT.3 G Ward


Housing development

-

10 000 000.00

12 000 000.00

Housing 6 New

27725 Upgrade Finetown Park Renewal Park FINETOWN G


-

500 000.00

-

City Parks and Zoo

7 Renewal

32718 Ennerdale South (1902 stands) (Formerly Finetown Proper) New Bulk Infrastructure

Preliminary Design Report Investment Properties

Housing development

-

10 000 000.00

10 000 000.00

Housing 7 New

318

Region G

CIMS Number


Asset Sub-Class


Project Information


New Or Renewal

ENNERDALE G Ward

32743 Finetown North 495 New Bulk Infrastructure FINETOWN G Ward



6 000 000.00

21 000 000.00

Housing 7 New

32710 Finetown Proper (1878 stands) New Bulk Infrastructure FINETOWN G Ward



Housing development

-

12 000 000.00

1 000 000.00

Housing 7 New

31005 DEEP SOUTH: Lenasia Sewers Upgrade New ENNERDALE G

Upgrade Sewers Infrastructure Sewerage Purification & Reticulation

-

7 000 000.00

7 000 000.00

JHB Water: Sewer

7 New

33120 Ennerdale Works: Infrastructure renewal plan Renewal Bulk Waste Water ENNERDALE G

Infrastructure renewal plan Infrastructure Sewerage Purification & Reticulation

-

6 030 000.00

10 000 000.00

JHB Water: Sewer

7 Renewal

33144 Orange Farm/ Deep south: Ennerdale sewer upgrade Renewal Bulk Waste Water ENNERDALE G


1 200 000.00

-

-

JHB Water: Sewer

7 Renewal

33095 Ennerdale Tower New Reserviors ENNERDALE F Regional

Ennerdale tower Infrastructure Water, Reservoirs & Reticulation

-

7 000 000.00

-

JHB Water: Water

7 New

31045 RNP004_James Street Extension. New Roads: Construction and Upgrades ENNERDALE G Regional

Extension of James Street to connect into Broad Street in South Ennerdale en-route to the underpass at N1. Two lanes per direction.


1 000 000.00

20 000 000.00

-

JRA 7 New

30758 14 Landfill - Ennerdale New waste collection ENNERDALE EXT.6 D City Wide

To maintain and upgrade facilities to conform to standard and regulations-(Compliance, cell developments and landfill recycling)


1 000 000.00

1 000 000.00

Pikitup 8 New

32593 Refurbishment of Zakheni Renewal Skills Development Center LENASIA EXT.6 G Ward

Upgrading of the facility (phase 2)and fencing


6 000 000.00

-

-

Social Development

8 Renewal

25068 New service connections New Service Connections LENASIA



16 000 000.00

16 000 000.00

16 000 000.00

City Power 9 New

319

Region G

CIMS Number


Asset Sub-Class


Project Information


New Or Renewal

EXT.1 G Regional

33614 Upgrade Nirvana Substation Renewal Bulk Infrastructure LENASIA G Regional

Lenasia substation, new HV busbar, new transformers and MV switchboards


40 000 000.00

40 000 000.00

-


33617 Upgrade Eldorado Substation Renewal Bulk Infrastructure ELDORADO PARK G Regional

Upgrade Eldorado substation, HV busbar, transformers and feeder boards


-

40 000 000.00

40 000 000.00


32374 Bushkoppies Works: Replacement of Aerotion System Renewal Bulk Waste Water DEVLAND G Ward

Replacement of Aerotion System


38 569 000.00

-

-

JHB Water: Sewer

17 Renewal

27884 CATCH 215 - Kliptown Stormwater Upgrade (Phase 10): Low Level Bridge. Renewal Stormwater Management Projects KLIPSPRUIT WEST EXT.1 D Ward

Raise the low level Bridge Road above the 100 year flood level.


15 000 000.00

15 000 000.00

-

JRA 17 Renewal

32986 Aqua - Eldorado Park Ext. 4 Public Swimming Pool Renewal Community Centre ELDORADO PARK EXT.4 G Ward


Community Swimming pools

400 000.00

-

-


18 Renewal

32750 Eldorado Park Infills(1350) New Bulk Infrastructure ELDORADO PARK G Ward



Housing development

7 000 000.00

7 000 000.00

17 000 000.00

Housing 18 New

29900 Olifantsvlei Cemetery Renewal Cemetery NATURENA EXT.15 D Ward

Development of the New Olifantsvlei Cemetery for the far South Areas of Johannesburg

Community Cemeteries 30 000 000.00

9 882 685.00

9 117 315.00

City Parks and Zoo

119 Renewal

33616 Upgrade Nancefield Substation Renewal Bulk Infrastructure NANCEFIELD EXT.1 G Regional

Upgrade Nancefield substation, new HV busbar, transformer and MV feeder board.


20 000 000.00

20 000 000.00

15 000 000.00


32660 Devland Ext 1,27,30,31&33 Roads and Related Stormwater New Bulk Infrastructure DEVLAND EXT.1 D Ward

The Upgrading of Roads and Related Stormwater System


Housing development

66 000 000.00

30 000 000.00

35 000 000.00

Housing 119 New

320

Region G

CIMS Number


Asset Sub-Class


Project Information


New Or Renewal

33099 Olifantsvlei Works: Infrastructure Renewal Plan Renewal Bulk Waste Water KLIPRIVIERSOOG ESTATE D


-

141 700 000.00

47 930 000.00

JHB Water: Sewer

119 Renewal

33239 Johannesburg Central: Naturena Nasrec water upgrade New Water Mains NATURENA D Regional

water sewer Infrastructure Water, Reservoirs & Reticulation

3 000 000.00

-

-

JHB Water: Water

119 New

33459 Lenasia South Public Library Renewal LENASIA SOUTH EXT.20 G

Upgrading of the Library Community Libraries 800 000.00

-

-


120 Renewal

29358 Ennerdale Clinic, Furniture and Medical Equipment New Clinic ENNERDALE EXT.8 G Regional



-

-

Health 121 New

33093 Ennerdale: Ennerdale lawley Reservoir New Reservoirs LAWLEY EXT.1 F Regional

Lawley reservoir Infrastructure Water, Reservoirs & Reticulation

-

15 000 000.00

45 000 000.00

JHB Water: Water

121 New

33092 Ennerdale: Lawley High level Reservoir New Reservoirs LAWLEY EXT.1 F Regional

Reservoir 10MI Infrastructure Water, Reservoirs & Reticulation

-

5 000 000.00

10 000 000.00

JHB Water: Water

121 New

33606 Orange Farm: deep south - Lawley water infrastructure upgrade Renewal LAWLEY EXT.1 G

Upgrade of existing water infrastructure


-

16 000 000.00

21 000 000.00

JHB Water: Water

121 Renewal

31548 MISCL - Gravel Roads: Lawley. New Roads: Construction and Upgrades LAWLEY EXT.1 G Ward

Gravel Roads in Lawley as per Office of the Speaker


23 000 000.00

-

JRA 121 New

31142 Electrification of Lehae phase 2 New Electrification LEHAE G Ward

Electrification of Lehae phase 2 Infrastructure Electricity Reticulation

11 000 000.00

10 000 000.00

10 000 000.00

City Power 122 New

33302 Lib- Construction of a new Library in Lehae New Library LEHAE G

Construction of a new Library in Lehae


3 451 000.00

7 656 000.00


122 New

32719 Lehae Ext 2 (Expansion Area) (4337) New Bulk Infrastructure LEHAE G Ward


Housing development

-

2 000 000.00

-

Housing 122 New

321

Region G

CIMS Number


Asset Sub-Class


Project Information


New Or Renewal

32739 Unaville(Vlakf ontein Ext 4) 2402 New Bulk Infrastructure VLAKFONTEIN G Ward

Formalisation Infrastructure Other -

-

4 000 000.00

Housing 122 New

32703 Vlakfontein Ext 1 (935) New Bulk Infrastructure VLAKFONTEIN EXT.1 G Ward

Preliminary Design Report Roads and Stormwater


Housing development

-

-

17 000 000.00

Housing 122 New



Housing development

-

-

13 000 000.00

Housing 122 New




Housing development

-

9 000 000.00

-

Housing 122 New

32701 Vlakfontein Proper (1519) New Bulk Infrastructure VLAKFONTEIN G Ward

Roads and Stormwater Investment Properties

Housing development

-

15 000 000.00

15 999 120.00

Housing 122 New

33100 Bushkoppies Works: Infrastructure renewal plan Renewal Bulk Waste Water ELDORADO ESTATE F


-

53 970 000.00

25 000 000.00

JHB Water: Sewer

122 Renewal

28707 Bushkoppies Works:Balancing Tank New Bulk Waste Water DEVLAND EXT.27 F Regional

Bulk Wastewater Infrastructure Sewerage Purification & Reticulation

49 909 000.00

-

-

JHB Water: Sewer

122 New

33147 Orange Farm/ Deep South: Lehae Sewer Upgrade Renewal Bulk Waste Water LEHAE G


-

-

1 000 000.00

JHB Water: Sewer

122 Renewal

32897 Lehae Social Housing Project New Housing Development LEHAE D City Wide

Social Housing development Community Social Renting Housing

-

2 000 000.00

-

JOSHCO 122 New

32493 PTF: Small Public Transport Facilities: Lehae New Public Transport Facility LEHAE G City Wide

Lehae Public transport facility Infrastructure Transportation 25 000 000.00

10 000 000.00

-


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12. Monitoring and evaluation

Introduction The Performance Management System (PMS) is one of the mechanisms through which the City aims to improve organisational and individual performance to enhance service delivery. The City’s PMS was originally designed in June 2001 but is regularly reviewed to respond to the experience of implementation, legislative requirements and other imperatives. This Chapter explains how the City’s PMS responds and complies with the legislative environment, addresses identified challenges and plans to improve the performance culture in the future. The City’s process of establishing and developing the PMS ensures integration between strategic planning, performance monitoring and evaluation, by linking the planned IDP priorities and objectives to the indicators and targets used to measure performance. In addition, the process promotes alignment between planned organisational performance, as reflected in the IDP and organisational scorecard (Institutional SDBIP) and executive management performance as contained in the individual scorecards of Section 57 employees.

Legislative Framework on Performance Management The City’s PMS conforms to various pieces of legislation that exist to govern the performance management of local government. These include:

Municipal Systems Act, (Act 32 of 2000) The MSA requires all municipalities to promote a culture of performance through the establishment of a PMS, which must set Key Performance Indicators (KPI) and targets, as well as monitor, review and report on municipal performance, based on indicators linked to the Integrated Development Plan (IDP), including the national indicators prescribed by the Minister responsible for Local Government.

Municipal Planning and Performance Management Regulations (MPPMR) 2001 MPPR (2001) require that a municipality’s Integrated Development Plan (IDP) identifies all Key Performance Indicators (KPIs) set by the municipality. The 2001 Regulations, also defines a municipality’s performance management system as a framework that describes and represents how the municipality’s cycle and processes of performance planning, monitoring, measurement, review and reporting and improvement will be conducted including determining the roles of different role-players in the PMS process. The regulations require that in developing a PMS a municipality must ensure that it PMS complies with the requirements of the MSA by demonstrating the operation and management of the PMS clarify roles and responsibilities, determines frequency of reporting and accountability lines for performance as well as ensuring alignment of IDP processes with employee performance management.

Municipal Finance Management Act, (Act 56 of 2003) (MFMA) The MFMA sets out reporting obligations of the municipality on the budget and IDP implementation, to promote sound financial management.

Local Government Municipal Performance Regulations for municipal managers and managers directly accountable to municipal managers, 2006 Municipal Performance Regulations for Municipal Managers and Managers Directly Accountable to Municipal Managers (2006) set out how the performance of municipal managers will be directed, monitored and improved

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Organisational Performance Management

Integrated Development Planning (IDP) and Service Delivery Budget Implementation Plan (SDBIP) In line with Municipal Planning and Performance Management Regulations (2001), the City’s IDP contains five-year strategic objectives, programmes, key performance indicators (KPIs), baselines and targets to measure progress over the medium. The IDP contains an annual delivery agenda of annual performance targets to assess implementation progress on a year-to-year basis. This determines the KPI and targets to assess implementation progress on a year-to-year basis. These KPI and targets, which include the prescribed national indicators, are translated into the annual organisational performance plan (or organisational scorecard/SDBIP), as well as the Municipal Entity (ME) and departmental-specific business plans to inform expected city-wide, departmental and individual performance outputs. The expected individual performance output is reflected in the annual individual performance agreements and plans (scorecards), used to assess individual performance. The City’s performance is monitored and reviewed on a quarterly and annual basis, informed by the achievement reports on the identified organisational, departmental and individual performance plans.

Monitoring, Measurement and Review of Performance

Quarterly Performance Reporting on Progress against SDBIP The City’s Performance Management System (PMS) allows for monitoring of organisational performance on a quarterly basis. This monitoring process culminates in performance assessment and reporting of progress of performance against the Institutional SDBIP to Council. The quarterly reports are prepared to identify performance achievements and gaps, based on set IDP indicators.

Mid-Year Budget and Performance assessment Report As part of the performance monitoring and reporting processes and in addition to quarterly performance reports, each year the City compiles a mid-year performance report which presents budget and performance assessment at mid-year. The report documents any amendments to performance that may be required as a result of budget adjustments as required by Section 72 of the Municipal finance Management Act (MFMA). All the quarterly Service Delivery and Budget Implementation Plan reports are prepared and submitted to the Council, Gauteng Provincial and National Treasuries and the Department of Local Government and Housing.

Integrated Annual Report To promote accountability and oversight and for audit purposes, the city also compiles each year, an evaluative Integrated Annual Report on financial and non-financial service delivery performance. This sets out achievement of set targets and indicators in a given financial year. The Annual Report content assists the municipalities, its Councillors, entities, residents, oversight institutions and other users with information and progress made on service delivery. It is aligned to the Integrated Development Plan (IDP), Budget, Service Delivery and Budget Implementation Plan (SDBIP), and in year reports. In line with MSA (2000) and MFMA (2003)(121) and the relevant National Treasury, Circular 63 on the MFMA 56 of 2003, the city of Johannesburg and its municipal entities prepare an Integrated Annual Report containing both financial and non-financial performance for each financial year. The Integrated Annual Report provides a record of the activities of the municipality or entity during the financial year to which the report relates; provides a report on performance in service delivery and budget implementation for the financial year; promotes accountability to the local community for the decisions made throughout the year by the municipality or municipal entity.

324

The quarterly performance reports, mid-year performance reports and Integrated Annual Report are used as decision making tools by the City and they inform planning for the following year. The contents are also used to assist with the annual audits conducted by the Auditor General.

Performance Management of Municipal Manager and Senior Managers

Performance Agreements and Scorecards In accordance with the 2006 regulations, the appointment of all Section 57 employees is in terms of written employment contracts and subject to the signing of performance agreements and scorecards, which are submitted to the MEC for local government, as well as the national minister. Performance agreements in the City comply with provisions of Section 57(1)b,(4A),(4B) and (5) of the Act. They specify the objectives and targets defined and agreed with the employee and communicate the city’s expectations of the employee. These agreements are aligned with the City’s IDP, SDBIP and budget of the City. The City uses the scorecard to monitor and measure performance against set targeted outputs and to measure whether the employee is meeting expectations of their position. The scorecard is the city’s tool to regulate the performance-oriented tool between the City and its employees. The review of progress on implementation of individual scorecards is assessed and monitored on a quarterly basis and a five-point rating scale ranging from ‘unacceptable’ to ‘outstanding’ is used to assess individual performance. In accordance with regulation 32, the City considers performance related payments after the annual report for the financial year under review has been tabled and adopted by the municipal council. The City’s PMS allows for an evaluation of performance and approval of such evaluation by Council. In the city of Johannesburg, the past financial years, the City Manager conducted one-on-one performance assessment sessions with the executive directors. The assessment results were moderated by the JPAC and recommended to the Mayoral Committee for approval. In this regard, in addition to its mandated role, the JPAC also assumed the role of the Performance Evaluation Panel to evaluate individual performance.

Organisational structures managing performance in City of Johannesburg Regulation 7(2c) of the MPPMR requires municipalities to clarify the roles and responsibilities of each role player, including the local community, in the implementation of the PMS. The City established the necessary structures to manage and operationalise the system. The roles and responsibilities of the different structures are defined as follows:

Independent Oversight Committees In line with MPPMR (2001) a municipality must appoint and budget for a performance audit committee consisting of at least three members the majority of which may not be involved in the municipality as a councillor or employee. To enhance performance monitoring, measurement and review, the City established Johannesburg Performance Audit Committee (JPAC) that considers the quarterly performance audit reports and reviews the City’s PMS to recommend improvements. The Johannesburg Performance Audit Committee (JPAC) is expected to convene and prepare at least two reports to Council annually and has been provided with a secreatariat to support its work. JPAC also reviews quarterly progress reports against SDBIP. The active participation of the JPAC is useful in enhancing performance management within the City. In carrying out its responsibilities, the JPAC

325

closely interacts with the City’s top management to ascertain the level of, as well as alignment between, individual and organisational performance. Johannesburg Risk Audit Services play an internal performance auditing role, which includes monitoring the functioning of the PMS and compliance to legislative requirements. The internal audit role also involves assistance in validating the evidence provided by executive directors in support of their performance achievements.

Executive Mayor and members of the Mayoral Committee The Executive Mayor and members of the Mayoral Committee manage the development of the municipal PMS and oversee the performance of the City Manager and heads of department.

Council and Section 79 Committees Council and Section 79 Committees play an oversight role and consider reports from the Mayoral Committee pertaining to the functions in different portfolios. The role extends to the impact on the overall objectives and performance of the municipality. In particular they consider the quarterly performance on Departmental and municipal entities and they undertake oversight visits to verify reported performance.

Communities Communities also play a role in the PMS through the annual IDP and reporting consultation processes, which are managed by the Office of the Speaker, in close collaboration with the Group Strategy Policy Coordination and Relations (GSPCR). Ward councillors are agents facilitating community participation in the PMS, mainly through ward committees and regional people centres.

Integrating Performance Monitoring, Evaluation and Reporting to City’s Planning Processes The link between the City’s service delivery imperatives and performance monitoring and reporting is critical to ensuring dedicated tracking of performance, in line with set operational outputs and indicators derived from strategic and operational plans. This includes the IDP whose strategic programmes cascade to the Institutional Service Delivery and Budget Implementation Plan, and departmental plans. Performance monitoring, evaluation and reporting are critical elements utilised by the City to improve organisational performance and to ensure compliance with various legislative requirements on the municipality. An effective monitoring, evaluation and reporting process contributes to enhanced service delivery. The establishment of organisational performance monitoring, evaluation and reporting system ensures integration between strategic planning and performance management by linking IDP programmes to indicators and targets that can be used to measure organisational performance through the Institutional Service Delivery budget and Implementation Plan (SDBIP). In addition, the process of performance monitoring, evaluation and reporting promotes alignment between planned organisational performance, as reflected in the IDP and SDBIP and organisational scorecard and individual performance as contained in the individual scorecards of senior management in the City. The Monitoring and Evaluation Framework enables the City to respond to new challenges and experiences brought about by changes in the structured monitoring and evaluation practices across

326

all spheres of government. It builds on related frameworks developed by the City to date, including the current Group Performance Management Framework. Key aims of the Monitoring, Evaluation and Reporting Framework include:

Fostering a greater understanding of Monitoring and Evaluation (M&E);

A common, standardised language and approach for the application of M&E principles across the entire City;

Enhanced Monitoring and Evaluation practices – with regards to monitoring and evaluation methodology and tools, and the quality, frequency and application of findings;

Clarity on the roles and responsibilities of all those who are directly or indirectly involved in monitoring and evaluation activities;

A means through which monitoring and evaluation practices are institutionalised across the City;

A mechanism for greater integration of M&E practices within the City’s public participation, planning, budgeting, delivery, policy development, oversight, reporting and governance-related processes; and

Providing greater transparency and accountability, through the generation of sound information – to be used in reporting, communication and the improvement of delivery.

In the City of Johannesburg, the monitoring framework sets a foundation for a common understanding of key M&E principles and elements that are applicable to the City as a Group. The M&E principles and elements as contained in the City’s Monitoring and Evaluation Framework are equally applicable to the domain of individual performance management and to group-wide, cluster and/or departmental performance management.

Institutionalising the City’s Monitoring and Evaluation Framework The immediate focus for the City is to ensure the successful entrenchment of the City’s Monitoring and Evaluation Framework through institutionalising an integrated monitoring and evaluation system. The key objective of the City’s monitoring and evaluation system is to integrate organisational planning, performance monitoring, evaluation and reporting into the City’s planning processes. The system allows for the tracking of strategic objectives deriving from the City’s Joburg 2040 Strategy, the Integrated Development Plans (IDP) and the Service Delivery and Budget Implementation Plan (SDBIP). An overview of this process is provided in the figure below.

327

Figure: Monitoring and Evaluation Framework

A fundamental aspect of the City’s integrated monitoring evaluation and reporting system is that it allows for an integrated monitoring of programme performance across all clusters in the City’s core department’s as well as municipal entities. It further provides for dashboard reporting to enable strategic decision makers to be able to obtain the required information as and when needed for accounting as well as decision making purposes.

Integrating Monitoring, Evaluation and Reporting Principles The link between the Monitoring Evaluation and Reporting System and the City’s Monitoring Evaluation and Reporting Framework is achieved through the principles contained in the City’s M&E framework which have been adopted from those outlined by the National department of Performance Monitoring and Evaluation (2011:5), as follows:

Be development-orientated and address key development priorities of government and of citizens;

Be undertaken ethically and with integrity;

Be utilisation-orientated;

Be sound;

Advance governments transparency and accountability;

Be undertaken in a way which is inclusive and participatory; and

Promote learning.

Aligning CoJ M&E Framework with Business Planning and Performance Monitoring Processes The success of M&E within the City hinges on the establishment of a shared sense of purpose amongst all players within the City, and a commonly held view of the applicable ‘theory of change’ – that is, “the causal mechanisms between the activities, outputs, outcomes and impacts”, i.e. how IDP programmes and SDBIP targets will lead to the attainment of the Growth and Development Strategy. Establishing a shared theory of change requires a clear and consistent view of the following – phrased as steps within the operational planning cycle

The desired long-term impacts the City hopes to achieve (Step 1)

Appropriate outcomes aligned to the identified impacts – i.e. those outcomes that will support achievement of the impacts (Step 2)

Outputs identified as necessary to deliver on the desired outcomes (Step 3)

Those activities that will lead to the defined outputs (Step 4)

The various inputs required, for delivery on the defined activities (Step 5) Steps 1 and 2 generally relate to strategic planning (as reflected within the GDS, and the various IDPs through which this is operationalized), while steps 3, 4 and 5 tend to align more with the City’s ‘business planning’ and annual planning processes. Step 1: Identify the envisaged long-term impact [‘what we aim to change’] Step 1 – identification of the envisaged long-term impact – falls within the domain of organisational delivery. This is the starting point of all organisational planning, including – ultimately – the planning for M&E activities. As illustrated alongside, ‘impacts’ link strongly with planning at the level of the Joburg 2040

GDS – with achievement only likely in the long term. Step 2: Identify outcomes for desired impacts [‘what we wish to achieve’] Step 2 of operational planning process relates to the identification of those outcomes that will contribute to the achievement of the goals or desired impacts identified in Step 1. While goals or ‘impacts’ tend to be long-term in nature, ‘outcomes’ are often focused on the long to medium-term period, aligning with the planning period associated with the City’s GDS, five-year IDP or Cluster plans. Step 3: Identify outputs linked to outcomes [‘what we produce or deliver’] This step involves the identification of those outputs that will contribute to the achievement of the defined outcomes. As reflected alongside, outputs tend to be framed within the context of short to medium-term delivery – reflected in planning mechanisms such as the SDBIP, business plans, one-year cluster plans, or within individual scorecards. Step 4: Identify activities linked to outputs [‘what we do’] Activities are “a collection of functions (actions, jobs, tasks) that consume inputs and deliver benefits and impacts” (The Presidency, 2010, p.11). While some individual scorecards and annual business plans may focus on outputs (and potentially outcomes), many will only cater for activities in the context of a year-long planning period. In these cases, outputs may require more than a year of action, before they can be achieved. Step 5: Identify inputs required [‘what we use to do the work’] Step 5 involves identification of those resources required to carry out a particular activity to the defined level. Inputs are generally considered in the context of a short to medium-term planning period – e.g. within the annual planning cycle. It should however be noted that they may also need to be planned in the context of multi-year projects, with learnings in one cycle in respect of outcomes, outputs, activities or inputs applied back to forecasts relating to inputs. Inputs may vary significantly from one activity to the next – and may include a wide variety of elements such as funding, people, information technology, materials, infrastructure or tools.

The City of Johannesburg’s Monitoring and Evaluation Framework, Integrated Development Plan, 2012/13 Integrated Annual Report and Performance Management Policy are available on the City of Johannesburg Website, www.joburg.org.za Annexures 1 to 4 provide the planning reporting templates to assist the city in planning, monitoring and evaluating performance on a quarterly and annual basis

http://www.joburg.org.za/

Reporting Templates to be used in City of Johannesburg Organisational, Cluster, Departmental or project planning, in the context of the outcomes approach

Annexure 1: An outcomes chain, integrating steps 1 to 5 above

Impact

(What we aim to change)

Outcomes

(What we wish to achieve)

Outputs

(What we produce or deliver)

Activities

(What we do)

Inputs

(What we use to do the work)

The City of Johannesburg’s Monitoring and Evaluation Framework

Annexure 2: Indicator Planning Framework

Indicator Data source

Data collection method

Who will collect the data?

Frequency of collection

Cost and difficulty to collect

Who will analyse the data?

Who will report data? How often?

Report / feedback format?

Who will use the data? (Audience and interests)

Description of Indicator 1





The City of Johannesburg’s Monitoring and Evaluation Framework

Annexure 3: City-wide Annual M&E Plan

Impact: [Description of impact/ goal at a City]

Institutional metric

Institutional annual targets

Implementing Cluster

Institutional Budget Planning cycle: E.g. 2020

– 2025 Key outputs

Indicator/s Means of Verification

5-year IDP Target

Baseline

Key outcomes Yr

-3

Yr

-2

Yr

-1 Current year target

Yr

1

Yr

2

Yr

3

Yr

4

Yr

5

Yr

1

Yr

2

Yr

3

Annexure 2014/15 City-wide Quarterly Performance Reporting Template

Impact: [Description of impact/ goal at a City level]

City-wide metric Progress Report Budget Utilisation

Comments

Planning cycle: E.g. 2020 – 2025

Key outputs

Indicator/s

MoV 5-year IDP Target

Baseline Annual target

Quarterly targets

Quarterly Target Achieved (Yes/ No)

If ‘Yes’, provide evidence

If ‘No’, state intended mitigation

Estimate Actual Variance Key outcomes

Q1

Q2

Q3

Q4

Q1

Q2

Q3

Q4

Q1

Q2

Q3

Q4

Q1

Q2

Q3

Q4

Q4

335

13. Disaster and risk management

The City of Johannesburg is aware of the potential impact of disasters and other risks on its

service delivery mandate. It has developed extensive risk mitigation measures for both

strategic and operational risks that were identified, as well as having a Disaster Management

Plan in place to deal with potential disasters and other extreme shocks. This chapter

provides a high level overview of these proactive and reactive plans.

Risk Management

South Africa’s codes on corporate governance have consistently identified Risk

Management as one of the key pillars for good governance practices; and this, as a

continuous process, enables constant improvements in strategy design and strategy

implementation as well as an organisation’s systems and operations. The King III report on

corporate governance has identified risk governance as one of the cornerstones that can

create and sustain stakeholder value.

The City identified some key developmental challenges that confront its metropolitan area,

its citizens and other stakeholders. In response, Johannesburg framed its strategic choices

and interventions towards becoming a liveable, resilient and sustainable city with good

governance as one of the four envisaged strategic outcomes. To achieve this outcome, the

City will invest its efforts and resources to become “a high performing metropolitan

government that pro-actively contributes to and builds a sustainable, socially

inclusive, locally integrated and globally competitive Gauteng City Region”.

The City adopted an integrated approach to risk management with the primary aim of

embedding a culture of making the right and timely decisions after taking into consideration

associated risk exposures and opportunities. In the City, therefore, risk management goes

beyond compliance with legislation, policies, procedures and frameworks. In recognition of

the substantial value-add of risk management, the City adopted a formal Enterprise Risk

Management (ERM) Framework and policy that were approved by Council; and established

an independent risk governance oversight structure.

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Risk Governance in the City

The City constituted independent governance oversight and advisory committees, namely:

the Group Risk Management Committee (GRMC) and the Group Audit Committee (GAC);

which operate in accordance with Council-approved terms of reference, corporate

governance guidelines and practices (King III), and professional practice standards and

codes. The GRMC is responsible for independent oversight on the governance of risk, the

risk management processes in the City, the mitigation of key risk exposures and advisories

on emerging risks that may have an impact on the City. Similar independent oversight

structures have been set up as sub-committees of Boards of the Municipal Entities.

While the City has established the independent oversight committees in line with good

corporate governance practices, the accountability and responsibility for ensuring effective

governance and management of risk remains with the City’s administrative and political

leadership structures. The management of risk is the responsibility of executive, senior and

junior officials employed by the City, and the Accounting Officer is accountable for effective

risk management systems as per regulatory requirements.

One of the key developments in this mayoral term has been the establishment of an

Executive Management Risk Committee comprising some members of the executive

management team. The City Manager has delegated the Chief Operations Officer to chair

this Committee, and alternately, the Executive Director: Group Assurance Services. The

Committee carries out its work in accordance with terms of reference that have been

approved by the City Manager.

The various roles and responsibilities are summarised in the table below.

337

Table: CoJ Governance, Summary Roles & Accountability

Committee / structure Chairperson Role & Scope Authority and Accountability

Council and Legislature Speaker of Council City-wide Political Oversight Municipal Finance Management Act (MFMA) and Municipal Systems Act (MSA)

Council section 79 Committees

Chairperson: Councillor appointed by Council

Political oversight over each assigned administrative Portfolio

MSA

Municipal Public Accounts Committee

Councillor appointed by Council

Oversight over City’s financial performance and financial statements

MFMA, MSA

Mayoral Committee Executive Mayor City-wide Executive Oversight, Tone at the Top for Risk Governance and City-wide governance practices

MFMA, MSA and King III corporate governance

Sub-Mayoral Committees (Governance, Economic Growth, Human & Social Development, and Sustainable Services

Member of Mayoral Committee (MMC) for each cluster

Oversight over strategies and outputs towards attainment of GDS Outcomes (Governance, Economic Growth, Human and Social Development and Sustainable Services)

MFMA MSA King III

Group Risk Management Committee (GRMC)

Independent and non-executive member appointed by Council

Risk governance, independent risk management advisories and oversight

MSA, Council approved Terms of Reference, King III

Performance Audit Committee


Organisational performance management oversight and advisories

Municipal Systems Act

Group Audit Committee (GAC)


Independent risk, control & governance assurance & oversight

MFMA, Council approved Terms of reference, King III corporate governance

Accounting Officer / ( City Manager)

n/a City-wide Administrative leadership, oversight; responsibility and accountability

MFMA, MSA and King III; Council Delegated authority

Executive Risk Management Committee

Accounting Officer, but delegated to Chief Operations Officer (COO)

City-wide monitoring & management of significant risks

Delegated authority/Terms of reference, King III

Boards of Directors for each Municipal Entity (ME)


Non-Executive Leadership and Oversight, accountable to Mayoral Committee and Council

MFMA, MSA, Companies’ Act, King III

ME Sub-Committees (as applicable):

ME Risk and/or Audit Committee


Accountability to GRMC, GAC, City Manager & Mayoral Committee

MFMA, MSA, Companies’ Act, King III corporate governance

Executive Management Including Executive Directors and MEs’ Managing Directors

City Manager Executive responsibility and accountability; risk ownership; strategic & operational risk management implementation

MFMA, MSA, Delegated authority, King III corporate governance

Group Combined Assurance Forum (to be established)

Executive Director Group Assurance Services

Combined and integrated assurance services on risk, compliance, controls, performance and ethics; co-ordination of assurance functions; integrated and sustainability reporting

Delegated Authority King III corporate governance

Group Risk Services and Chief Risk Officers’ (CRO) Forum

Group Head: Risk Management Services

Risk governance leadership, advisories, risk management process, risk assessment & methodologies, CoJ risk profile

Council approved Risk Governance Framework, delegated authority, Risk Standards

Group Governance Group Head: Group Governance

Governance practices in Municipal Entities, corporate secretarial role

Delegated Authority, King III

Group Internal Audit Group Head: Internal Audit Services

Internal audit assurance and consulting role MFMA, Audit Standards, King III

Strategy and Operations management (Management and Staff)

Departmental Heads/ Executive Directors

Design and /or Implementation of strategic plans, strategies, policies and procedures, and internal control systems.

Delegated authority; City approved Risk Governance Framework & policy

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Enterprise Risk Management (ERM)

The management of risks has evolved from the management of financial risks and transfer

of risks through insurance, to business risk management and, lately, to enterprise-wide risk

management which includes the management of risks at all levels of the organisation. The

ERM process creates consciousness at both political and administrative levels of the City’s

risk appetite and profile. The benefits which the City strives to achieve include: aligning risk

appetite to its strategies; enhancing management’s risk response decisions; seizing

opportunities and reducing operational surprises and losses through continuous identification

of potential events; identifying and managing multiple and cross-enterprise risks; improving

deployment of capital and allocation of resources through the use of reliable, relevant and

timeous risk information.

The institutional redesign led to the re-positioning of risk management and assurance

functions into group functions, thereby enabling a city-wide and holistic view to the risk and

controls environment. The overall strategic objective is to embed a culture of risk

management across the City and its entities at strategic and operational levels as well as in

the management of projects. Accordingly, the Group ERM programme has been based on

Outcome 4 of the Joburg 2040 Strategy.

The priorities identified in the City’s ERM programme for the first year of the Integrated

Development Plan are on-going, as these should be reviewed and benchmarked against

best practice; and will therefore be carried forward on a yearly basis. These priorities are as

follows:

Combined assurance strategies through collaborative and integrated approach to

risk, control, ethics and compliance advisories;

Identification, documentation and communication of the Group Wide Risk Universe;

Group Risk threshold levels / appetite and tolerance levels;

Strategic & Operational Risk Profiles;

Standardised City risk assessment methodology;

IT, Fraud, Compliance risk assessments, management and profiles;

Risk Monitoring and Risk response plans advisories;

Cluster, Sector & Departmental risk profiles & registers, risk monitoring and risk

reporting;

Management consulting and advising on risk responses and risk mitigating internal

controls that are in line with best practices; and

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Business Continuity Management (BCM) plans & advisories.

Enterprise Risk Management Projects

Projects in the ERM programme are advisory and management consulting services are long

term in nature, straddling the entire current 5-year IDP, and even go beyond this term though

the focus in each year may vary:

Group Risk Governance (Core Administration and Municipal Entities);

Integrated Group Risk Management Strategy and Implementation Plans;

Priorities and Flagship risk assessments, monitoring and risk profiles

Risk assessment and advisories on management of risks

o Strategic Risk Management,

o Compliance Risk Management,

o Operational Risk management,

o Financial Risk Management,

o Financial Reporting Risk Management,

o Fraud Risk Management

o Project Risk Management advisories, and

o Contracting and contract risk management;

Business Continuity Management;

Risk Finance (Insurance) Strategy, optimisation of covers and insurance portfolio

evaluation;

Risk management application software;

ERM competency building – Core administration and Municipal Entities; and

Integrated reporting capabilities (interactive dashboard).

Integrated approach to Risk Management and GRC functions

There is a high co-dependence between Group Risk Services and the other assurance

functions within Group Assurance Services. Each of the assurance functions is at risk of

duplication of efforts and overlaps without the proper overall strategic leadership and

management. The impact of duplication of efforts between the Governance, Risk and

Compliance (GRC) functions would be assurance fatigue, ineffective and inefficient

management of the risk and internal control environment. The City has adopted an

integrated approach to the management of risk, risk advisory, and assurance processes and

systems, which should enable collaboration and co-operation between all the internal

assurance role players.

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Risk leadership, ownership and accountability

The embedding of a risk management culture is one of the priorities that have been agreed

to by the leadership of the City.

One of the key strategies that have been designed is to ensure that there is convergence

in the management of risks and performance;

The city’s organisational scorecard and performance scorecards of executive and senior

management now include risk management as one of the key performance areas; and

Further, each of the top strategic risks is assigned a risk owner at Executive or Managing

Director level and action ownership. Risk owners must ensure that risk response plans

and mitigation actions are designed and implemented by responsible officials.

Continuous Risk Assessment

The assessment of risks requires the identification of organisational objectives and

strategies, and an analysis of inherent events that may impact on the achievement of

objectives and strategies. While Group Risk services facilitates the assessments of risks

through workshops or reviews of existing risks, the primary responsibility for the

management of identified and emerging risks lies with the respective executive

management.

The City continuously assesses its risk exposures and measures and prioritises these risks

using its risk assessment methodology. Priority is given to the potential uncertainties that

have been measured to have extreme and high inherent risk exposures. Similar priority is

given to those risks that have high residual risk exposure, alternatively, where the respective

risk response plans are inadequate and/or ineffective.

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Table: Risk Assessments, Outputs and Outcomes

ACTIVITY TIMING OUTPUT OUTCOME

Mayoral Priorities risk assessments (focus on 5-4-1)

Annually and quarterly

Inherent and residual Risk register for each Mayoral Priority

Awareness, defined and agreed risk ownership, accountability and responsibility for managing risk profiles to within risk tolerance levels to enable attainment of goal(s)

Mapping of major projects & project risk profiles to Mayoral Priorities

Strategic Risk Assessments

Annually City-wide strategic risk register Management of City-wide Strategic risk profile

Strategic risk profiles of Departments and Municipal Entities (MEs)

Management of significant strategic risks/risk profile of the Departments and MEs

Operational Risk Assessment

Annually and Ongoing

Departmental and Municipal Entities operational risk registers

Awareness, risk ownership, accountability, responsibility for management of risks

IT Risk Assessments

Annually IT governance risks Awareness, risk ownership and management of IT risks; City-wide IT risk profile IT operational risk registers in the IT Department(s)

/ Office of Chief Information Officer (OCIO)

IT operational risk registers and exposures in Departments in the Core Admin & Municipal Entities

Fraud Risk Assessments

Ongoing City-wide fraud risk register City-wide fraud appetite and fraud risk profile; Awareness and management of the risk of fraud, corruption, poor ethical conduct

Risk Registers of Operations in the City highly susceptible to risk of fraud and corruption

All Risk assessments

At least annually

Risk registers and profiles inform risk-based internal audit plans, forensics planning and compliance; as well as management focus on key risk exposures

Optimal management of risk and control environment; and therefore improved risk profile; Performance improvements

Strategic Risk Management

Strategic risk assessments are conducted at least annually. The top 15 city-wide strategic

risks are identified and agreed to by Executive Management. The departmental and

municipal entities’ strategic risks have been mapped to the City-wide top strategic risks; and

gap analyses conducted. The mapping enables effective monitoring of the risk response

plans, and key attributes to the significant inherent and residual risk exposures. In addition

to the risk analysis of the ten priorities conducted to date, Group Assurance Services has

mapped the top 15 strategic risks to these priorities. The table below lists the top 15

strategic risks, the measurement and ranking of each risk area; and a risk heat map is also

illustrated.

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Figure: Heat Map of Top 15 City Strategic Risks identified in 2011/12

HEAT MAP: 5 x 5 RISK MATRIX COJ TOP 15 STRATEGIC RISKS - INHERENT RISK RANKING

Risk

RankingRisk Landscape / Risk Name

Inherent Risk

Measurement

R1Service Delivery Failure / Inability to meet community

expectations and demands25

R2 Financial sustainability of the City 25

R3 Administrative Leadership and governance risks 25

R4 Poor asset management and ageing infrastructure 25

R5 Inadequate IT governance and IT delivery (ICT Risks) 20

R6 Theft, fraud, bribery and corruption 20

R7Inadequate contracting and contract management

20

R8inadequate skills set due to inability to attract and manage

talent20

R9 Increase in incidents of crime, health and security risks 16

R10 Non-Compliance to legislation, policies and procedures 16

1 2 3 4 5 R11 Lack of competitiveness to ensure City’s economic growth 16

insignificant minor moderate major severe R12 Environmental risks-acid mine drainage, toxic waste, floods 16

R13Inadequate stakeholder engagement and relations

management16

Inherent Risk measurements (key): R14 Ineffective spatial planning 16

Very High > or = 16 High = Below 16, greater than or equal to 12 R15 Risk management and internal control failure 16

Moderate = Below 12, greater than or equal to 9

Low = less than 9

lik

elih

oo

d o

f o

cc

urre

nc

e

alm

ost

certa

in

5

Low Moderate

possib

le

3

Low Low

Very

High

Very

High

like

ly

4

Low ModerateHigh High

Very

High

High

ModerateHigh

High

unlike

ly

2

Low Low Low ModerateModerate

Low

potential impact / consequences

re

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te

1

Low Low Low Low

Operational Risk Management

Operational risk assessments are conducted at the level of each Unit and/or Directorate in

the Departments and at the level of business units or directorates in the entities. The outputs

hereof are departmental risk profiles, and directorate risk profiles. Both Internal Audit and

the Auditor General usually focus on the risk, control and audit universe at operational levels

to evaluate the design and effectiveness of the internal control environment, which is a

bottom-up approach. Therefore it is critical that management, assisted by Group Risk

Services, should consistently analyse operational risk exposures and implement adequate

systems of internal controls. Operational risk profiles must be communicated to the

management and staff of the department or directorate to ensure that all role players are

aware of the risk environment and the responsibilities for the management of identified and

emerging risks.

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Financial Reporting Risk Management

Financial Management and Financial Reporting have associated key risks that require pro-

active management or require that risk response plans are in place should these

uncertainties occur. Group Risk Services and Group Finance have assessed the associated

inherent risk exposures, to advise management on significant gaps and risk treatment plans

and monitor progress in the implementation of the risk mitigation actions. The approach to

the development of the Operation Clean Audit (OPCA) strategy and plan of the City has

been risk-based and is, therefore, informed by the significant financial management,

financial reporting and compliance risk exposures.

Financial reporting risk assessment and risk monitoring also entail the analysis of internal

and external audit findings for associated risk exposures, gaps in the mitigation of the

identified risks as well as impact of control weaknesses on the City’s risk profile. This

analysis is to be undertaken by two units within Group Assurance Services, namely, the

Group Risk Services and the Group Combined Assurance Units.

Compliance Risk Management

The Group Compliance Unit within Group Assurance Services will have finalised the City’s

Group Compliance Framework, and developed the group compliance universe during the

2012/13 financial period. The Compliance risk assessments will be preceded by the

development of the City’s compliance universe. The risks of non-compliance are normally

identified during the on-going strategic and operational risk assessments and categorised

accordingly. However, particular assessments of the key compliance requirements,

associated impact of non-compliance and potential penalties are to be conducted and

compliance matrices developed to ensure that management is empowered to monitor their

respective regulatory environments.

Contract and Project Risk Management

Finalisation of the City’s project risk management framework and methodology by Group

Assurance Services is due by the end of financial year 2012/13. Some of the major projects

have been identified from the City’s IDP, Departmental and Municipal Entities’ Strategic and

Business Plans; Cluster Programmes and Projects and the City’s Capital Projects Monitoring

Unit. Projects that qualify as major include both capital and operational expenditure projects

that have either high financial outlay and/or the implementation thereof will have major

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impact on the rendering of public and municipal services by the City. Some of the major

projects that are being monitored include: the Bus Rapid Transit (BRT) project; Broadband

project; Institutional Re-design project; USDG Grant; Lanseria Airport Development co-

operation; Revenue Step Change project.

The risk assessment of projects will go through the following stages:

Initiation phase: fitting of concept with City's/ department’s/entity's strategic plan;

Planning phase: Identification of project team and affected parties;

Execution phase: Execution carried out within budget and schedule;

Closure phase: Risks to operations once commissioned; and

Monitoring and control: On-going monitoring of the return on investment

The monitoring of the management of risks in major projects of the City will include:

Reviewing the results of the project risk assessments;

Monitoring adherence to project risk management methodology;

Ensuring that Management, with the support of Group Risks Services where

appropriate, conducts risk assessments at all stages of a project life cycle,

Ensuring that there is adequate risk information on the project and a risk profile prior

to submission for approval;

Reviewing updated project risk registers, changes or movements in the risk profiles

Risk Response Plans Advisories on Risk Management Strategies

The risk matrix enables the prioritisation of risks. The risk mitigation strategies, i.e. whether

to accept, avoid, transfer or control risks, will be evaluated to ensure they appropriately

respond to the identified risks, and the cost vs. benefit analysis conducted. While Risk

Services will monitor the design of risk mitigation strategies / responses in respect of all

identified risks, focus will be placed on those inherent risks that have been identified as ‘Very

High’ (measurement greater than or equal to 16) or ‘High’ (measurement less than 16 but

greater than or equal to 12) according to the risk matrix.

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Figure: City-Wide Top 15 Strategic Risks and Risk Ownership

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Risk Monitoring and Risk Reporting/ Communication

Subsequent to the risk assessments and identification of risk management strategies by

respective management, Group Risk Services analyses the adequacy of the risk strategies

in bringing the risks to acceptable tolerance levels. The Internal Audit Directorate prepares

risk-based audits having assessed the risk environment and determined the risk and audit

universe. The risk-based auditing approach ensures that internal audit effort is focused on

extreme and high risk areas, and internal audit projects are therefore derived from the

strategic and operational risk registers. Internal audit also provides independent assurance

on the effectiveness and efficiency of risk mitigation plans.

RISK & RISK BACKGROUND PROGRESS TO DATE Inherent Risk Ranking

RISK 1: SERVICE DELIVERY FAILURES Very High

Inadequate strategic & operational planning not aligned to community expectations or national programmes

Citizenry expectation gaps Community expectations increasing Inefficiencies and service disruptions Ageing infrastructure Rapid urbanization and migration (rural to urban

migration) Proliferation of informal settlements Unavailability of land and inadequate funds and capacity Unemployment and economic Inequalities Social Inequalities

CoJ Growth Development Strategy 2040 programme, Flagship programmes

Ten Mayoral Priorities aimed at repositioning CoJ and focusing on service delivery

Cluster and collaborative approach implementation Alignment of Cluster plans and Departmental business plans to

Joburg 2040 Strategy Establishment of Customer Relations & Urban Management

(CRUM) Department within OCM Joburg 10 Plus programme Enhanced pro-active communication in case of disruptions Community engagements, timing and structured feedback

sessions Expanded Social Package Programme (Community

Development Department) Socio-economic: Procurement and Contracting with (use of) local

communities is receiving strategic focus LED strategy implementation and procurement from local

communities Planning Department - informal settlements programme

RISK 2: FINANCIAL SUSTAINABILITY Very High

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Compliance with MSA Performance Regulations (financial plan)

Inadequate strategies for financial sustainability Inadequate financial management & over-expenditure Lack of management accounting processes/ function Incorrect or non-billing of customers for services and

rates Consumption of services - water, electricity meter

readings not done timeously Declining revenue collections & rising customer debt

levels (Debt management) Qualified Auditor General opinion and financial reporting

processes Failure to leverage on City-owned assets Property Lease vs. Buy decisions Exposure to penalties due to non-compliance Potential operational inefficiencies & losses, theft,

misappropriation Unaccounted for losses of water and electricity Contingent liabilities e.g. cost of litigation, contractual

obligations (Impact of litigation and associated financial losses)

Inability to fund budget due to: Current macro-economic environment Inadequate sources of revenue Slow-recovery from the economic recession Increases in the cost of capital Rising inflation and high gearing (debt) Increase in consumer prices Global economic decline and impact of imported inflation

on municipal debt

City’s Financial Development Strategy & Plan Revenue Management Strategy / Revenue Step Change

Programme and reported improvements in revenue billing and collections

Change Management programme Cost control procedures implemented Financial ratio analysis and monitoring by Group Treasury

function: Cash flow and liquidity risk; Debt Coverage, Debt to Revenue, Current and Quick ratios as well as investments risk, interest rate risk exposures

Cash-flow management and continuous monitoring Joburg Property Company revenue generating strategies

(‘sweating the asset’) The City’s Finance Department has a Treasury risk management

function responsible for managing financial risk exposures, and monitors borrowings and cost of borrowings; and investments.

The City has been able to maintain a good credit rating; Impact of sovereign credit rating

Joburg Water allocated funding to invest in infrastructure upgrade & maintenance to mitigate unaccounted for water losses

City Power smart metering programme Operation Clean Audit plan based on financial and compliance

reporting risks Draft Contract management framework to mitigate risk of

contractual litigation and financial losses Mayoral Priorities: Financial Sustainability and resilience; Smart

City; Investment attraction, retention & expansion - opportunities

RISK 3: LEADERSHIP & GOVERNANCE RISKS Very High

Negative perceptions about the administrative leadership Loss of credibility and allegations of misconduct Perceptions of failure to articulate the short, medium,

and long-term strategic direction or strategy formulation; and evidence implementation.

Lack of buy-in into formulated strategic objectives Poor Planning and alignment of operational plans to

overall strategies Negative Auditor General audit outcomes on the audit of

pre-determined objectives Information leakages Inadequate and ineffective customer relations

management

Strong leadership and governance practices to mitigate political pressures

Strong leadership of the Joburg 2040 Strategy Institutional redesign and introduction of customer relations and

group strategy functions Institutional strategies to improve whistle-blowing mechanisms King III Code on Corporate Governance – analysis of CoJ

Alignment Formalisation and implementation of City’s Performance

Management Framework and Monitoring and evaluation function(s)

Appointment of Group Performance Audit Committee Operational Plan to enhance performance management AGSA reliance on Group Internal Audit Services’ audit of

performance information

RISK 4: AGEING & AGED INFRASTRUCTURE Very High

Failure to perform preventative maintenance of infrastructure

Aged water network infrastructure and sewerage system Roads infrastructure requirements City’s IT infrastructure is ageing Inadequate funding Maintenance vs. investment in new infrastructure Flood damages Malicious damage Damage to infrastructure due to accidents

City’s Infrastructure Investments – 10 year plan Opportunities for infrastructure upgrade and new developments

through Transit-Oriented Development and other Mayoral priority programmes & projects

Asset management plans by ISD Joburg Water allocated funding to invest in infrastructure upgrade

& maintenance to mitigate unaccounted for water losses ICT infrastructure upgrade mid-year funding CoJ currently rolling out ICT infrastructure – Broadband Joburg Roads Agency – strategy for infrastructure investments

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and maintenance Mayoral Priorities and programmes: Resource Resilience, Smart

City, engaged citizenry – opportunities & knock-on effect

RISK 5: INADEQUATE IT GOVERNANCE & IT DELIVERY RISKS Very High

Unstable/unavailable network Lack of an IT strategy Mismanagement of IT projects Ageing IT infrastructure and an under-utilized

Disaster Recovery Plan & Non-credible information Connectivity (e.g. USB, smart phones, social

networking); and mobility (e.g. 3G cards, GPS devices) are increasing.

Failure to maintain proper accounting and management records

Inability to access timely, correct and reliable information

Lack of appropriate information for decision-making purposes

Inadequate IT Disaster Recovery Plan

Approval of ICT Governance Framework and City-wide ICT strategy

Opportunities for leveraging on connectivity and mobile devices for efficient and effective communication and information sharing

The IT Disaster Site set up, reviewed and tested Assurance on IT Disaster Recovery plans Outsourced IT services to a number of IT service providers to

mitigate reliance on a single service provider IT contracts management & monitoring Centralised development and/or acquisition of application

software solutions to ensure compatibilities Revenue application system & LIS interventions Mayoral Priority: Smart City programme

RISK 6: FRAUD, THEFT, CORRUPTION Very High

Inadequate detection techniques Conflict of interest & SCM related fraud; corruption and

bribes Cash, cheque, credit and debit card fraud Inadequate or no supervision, weak internal control

environment Lack of or inadequate risk ownership, poor

organizational culture Low honesty scale and poorly motivated staff Failure to establish and maintain strong internal

control system Inadequate staff and IT resources to respond to

fraud and corruption

Establishment of Group-wide forensic investigation function Development of a combined assurance strategy Anti-fraud & anti-corruption strategy & whistle-blowing channels Centralised and 24-hour city-wide fraud hotline Annual declaration of interest by Councillors & all City officials Declaration in formal / official meetings where business

decisions are taken, and recusals Regular compliance reviews of conflict of interest transactions

and declaration of interest Outsourcing of forensic investigations - complexity,

independence and objectivity Fraud risk assessments and development of group-wide

fraud prevention plan

RISK 7: INADEQUATE CONTRACTING & CONTRACT MANAGEMENT Very High

City-wide contract management framework Poor contracting procedures Poor quality of services/ workmanship Contract failure or misalignment causes financial loss Inadequate supervision of contractors Inadequate provisions in SLAs & tender documents Delegations of Authority Inadequate performance monitoring and evaluation

Draft City-wide contract management framework Each contractor / service provider payment is only processed

on the submission of a service level agreement as supporting documentation.

Some departments and municipal entities use certificates of completion.

Establishment of Group Legal & Contracts Department

RISK 8: INADEQUATE SKILLS SET & INABILITY TO ATTRACT & MANAGE TALENT Very High

Poor succession and retention planning Inadequate remuneration policy Uncompetitive remuneration packages & salary

disparities Lengthy recruitment processes and terms of employment

contracts. Pending retirement age of baby boomers Fixed term contracts Labour unrest / industrial actions Inflexible remuneration structure and policy lack of

parity Core vs. MOEs

A City-wide climate survey that includes MEs has been finalized and is currently being rolled out for completion by June 2012.

Continuous engagement with organized labour & SALGBC as appropriate

Training interventions on Labour Relations and Leadership by Wits Business School (130 enrolled).

Establishment of remuneration & skills retention Committee in progress

Conversion of Fixed term employment contracts into permanent contracts (900 employees)

RISK 9: INCREASE IN INCIDENTS OF CRIME, HEALTH AND SECURITY RISKS High

Service delivery failure increasing incidents of crime Impact of HIV/Aids, other serious and communicable

There is continuous surveillance of communicable diseases by Health department.

Targeted Outreach and Health promotion campaigns at

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diseases Influx of immigrants which in turn could lead to

Xenophobic attacks

migrants are conducted. Joburg 10 Plus Mayoral priorities and development of strategies to ensure:

Engaged active citizenry, Agriculture and food security; Sustainable human settlements

Safer Cities programme a Mayoral priority; and leveraging on EM participation in global safer cities programme

RISK 10: NON-COMPLIANCE TO LEGISLATION High

Lack of awareness of applicable laws, regulations, policies and industry standards

Compliance not integrated in operations Lack of a City-wide compliance framework Poor supervision and monitoring Absence of compliance checklist Ignorance of the law, regulations, policies and industry

standards Compliance not integrated in operations Partial compliance Poor supervision and monitoring

Group Compliance function being set-up within Group Assurance Services

Development of a group compliance framework/ compliance risk governance framework

MFMA compliance questionnaire completed by entities and departments

Risk Services has taken the initiative to include compliance risks profile workshops as part of operational risks assessment

RISK 11: LACK OF COMPETITIVENESS TOWARDS ECONOMIC GROWTH High

Globalization & emergence of other cities Poor road maintenance, waste removal and other basic

services Failure of major capital investments in infrastructure or

long-term investments Inability to meet the demand for an integrated and

efficient transport network Failure of the Broadband network project Introduction of toll road fees on National and Provincial

roads in the Gauteng & bad buildings Economic inequalities

The City’s Department of Economic Development tracks the key economic indicators, and reports on the national and local economic environment

A number of projects and cooperation agreements with private sector at exploratory phase

One stop shop option being considered Reduction of red tape Simplifying investment processes Incentives being considered Bus Rapid Transit System / programme an enabler to economic

participation Mayoral Priorities and opportunities from development of

strategies: Smart City initiatives, SMME and Entrepreneurial support; Investment attraction, retention & expansion; green economy

RISK 12: ENVIRONMENTAL RISKS High

Water and air pollution, carbon emissions Inclement weather, and changes in weather patterns Lack of water and sanitation facilities especially in

informal settlements threaten the quality and supply of clean water to communities

Increasing water levels of the acid mine drainage Discharge of toxic waste into source of water, Bruma

Lake Projections of decrease in water levels

CoJ GDS2040 Green economy Water & Air Pollution monitoring Chemical dosing & litter control Waste management & minimization

Bruma Lake rehabilitation programme (funding required approximately R36 million vs. available)

RISK 13: STAKEHOLDER RELATIONS MANAGEMENT High

Strategic stakeholders may not be pro-actively engaged and segmented for targeted and effective communication

Communication & marketing strategy and plan City may not be leveraging on information

communication technologies (ICTs) CoJ IT Security policy has not allowed for access to

social media. However, this platform has since been opened for at least the marketing & communications people with effect from September 2011.

Less focus on marketing the brand “Joburg” Use of different branding or identities that do not

GDS2040 public engagement for input into this strategy. Development & annual reviews of IDP of the City ensures

intensive engagement with communities. Continuous engagement with Provincial Government at the

levels of both political and administrative leadership. The CoJ communication and marketing strategy is currently

under development Establishment of Group Communications Dept & appointment

of Exec Director Growth Development Strategy - Gauteng City Region

strategies, model and process to be developed in collaboration with Province

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necessarily embrace the brand of its parent municipality or its shareholder.

Gauteng City Region – collaboration with Provincial Government and neighbouring metros / municipalities

RISK 14: INEFFECTIVE SPATIAL PLANNING High

Ineffective spatial planning and interventions to address inequalities in society (disproportionate amount spent on transport and food by the poor)

Continuous regularisation of informal traders Spatial planning inequalities

New Mayoral Priorities – e.g. Transit-Oriented Development & Sustainable Human Settlements

Regularisation of informal settlements City Department of Planning and Urban Management strategies Economic Development framework and industrial notes

RISK 15: INADEQUATE MANAGEMENT OF RISKS & INTERNAL CONTROL FAILURES High

Inadequate risk culture & duplication of effort

Re-active approach to risk management

Lack of co-ordination in implementing risk strategies and risk monitoring

Accountability and responsibility for managing risk & control environment is not defined and assigned to senior management.

Poor co-ordination, overlapping mandates, a silo mentality, absence of service level agreements (Slaps) and poor communication.

Internal control systems key to the management of risk, and one of risk management strategies

Establishment of Group Risk Services function & RM business model

Council approved Risk governance framework and policy

City-wide dashboard of risk & controls – tool acquisition in progress

Risk management included as KPA & KPI (Cars); and performance measured

Executive Risk Management Comm

Group Risk Services participate in Municipal Entities’ Audit/Risk Committees

Actions addressing gaps identified in independent review of City-wide risk management process

Formalisation of City-wide Internal Control framework pending

Risk Finance

Risk Finance is a risk management strategy taken by the City to transfer the risks from loss,

theft, damages of assets as well as other perils to a third party. In its simplest form, risk

finance is taking out insurance on City-owned assets. The CoJ has over the past five years

experienced a gradual increase in the number of insurance claims, and therefore the cost of

insurance.

The City’s risk finance programme comprises of conventional insurance covers for its fleet

and non-fleet/ non-motor; and also has a contingency policy used to fund insurance excess.

Group Risk Management Services is assisted by certified insurance brokers in the

placement of maximum insurance covers.

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Disaster Management

Legislative framework

Section 1 of the Disaster Management Act, No. 57 of 2002 defines “disaster management”

as “a continuous and integrated multi-sect oral, multi-disciplinary process of planning and

implementation of measures aimed at –

(a) Prevention or reducing the risks of disaster;

(b) Mitigation the severity or consequences of disasters;

(c) Emergency preparedness;

(d) A rapid response and effective response to disasters; and

(e) Post-disaster recovery, and rehabilitation”.

The purpose of the City of Johannesburg’s Disaster Management Plan is to document the

institutional arrangements, both for departmental and Municipal Entities, for disaster

management planning which includes the assignment of primary and secondary

responsibilities for priority disasters posing a threat to the City.

In terms of section 41(1) (b) of the Constitution, all spheres of Government are required to

“secure the well-being of the people of the Republic”. Section 152(1)(d) specifically requires

local government to “promote a safe and healthy environment”. Section 26(g) of the

Municipal Systems Act, No. 32 of 2000 stipulates that a disaster management plan must be

reflected in the Municipality’s Integrated Development Plan (IDP). Sections 52 and 53 of the

Disaster Management Act, No. 57 of 2002 also requires of each municipality and municipal

entity to prepare a Disaster Management Plan.

The CoJ Disaster Management Plan aims to facilitate an integrated and coordinated

approach to disaster management in the City which will ensure that the City achieves its

vision for disaster management embedded in the Joburg 2040 strategy which is to build

resilient, sustainable and liveable communities.

In summary, the Joburg 2040 Strategy highlighted the following potential disasters facing the

City, namely:

Increasing urbanisation

Climate change

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A review of information from the 2011 Census shows an increase in population of the City by

37% over a 10 year period. This puts additional pressure on the City’s resources and

planning and includes an increase in the number of vulnerable people as many live in

squalor areas without proper amenities. The level of social degradation is very high in these

communities leading to social problems such as child abuse and crime.

Census 2011 also showed a marginal increase in the number of households with most

people still living in informal dwellings. There has however been a decrease in the number of

people who live in informal dwellings. Households using electricity for lighting has increased

by 5.8%, using electricity for cooking increased by 8.6% and using electricity for heating

increased by 5.2 % between 2001 and 2011. This is a critical indicator as most of the fires

the City responds to is caused by the lack of energy sources or safer alternatives.

There is a decrease of 5% in the number of people that own homes and a 9% increase in

the number of people who rent. A 3.1% decrease was found in the number of people who

occupy rent free houses. 6.4% of households have access to piped water. The number of

households with access to piped water has increased tremendously however some informal

settlements still lag behind. There is a great improvement in the number of people that use

proper sanitation system.

In conclusion, Census 2011 shows improvement in all categories but there are specific areas

that are still vulnerable to fires, flooding and health related risks given the lack of amenities.

National Disaster Management Framework

The CoJ Disaster Management Plan is in line with the National Disaster Management

Framework and addresses disaster management through four key performance areas,

namely:

Integrated Institutional Capacity for Disaster Risk Management

Disaster Risk Assessment

Disaster Risk Reduction

Response and Recovery

Each of the performance areas as listed above are detailed further on in this chapter.

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Brief overview of Risk Profile of the City of Johannesburg

The City’s current disaster risk profile is based on an initial high-level risk identification

process, conducted by the Disaster Management Centre and the process included the

following steps:

Identification of the hazards with respect to its frequency, magnitude, speed of onset,

affected area and duration

Vulnerability of communities, This was done by describing, where possible, the

vulnerability of people, infrastructure (including homes and dwellings), services,

economic activities and natural resources exposed to the hazard

Estimation of losses resulting from the action of the hazard on those that are

vulnerable, to evaluate likely consequences or impacts

Identification of capacities, methods and resources readily available to manage the

risk

Estimation of the level of risk associated with a specific threat to determine whether

the resulting risk is a priority or not. Estimation of the level of risk is done by matching

the likelihood of a hazard or disaster with its expected impact or consequences. This

process allowed for different threats to be compared for the purpose of priority

setting.

Based on the above, the following have been identified as the top ten prevalent disaster

hazards for the CoJ:

Fires

Floods

Crime

Illegal electricity connection

Service delivery protests

Building hijacking

Poverty

Lack of information and awareness

Poor drainage system

Urban degradation

The most prevalent hazards, affecting most of the City’s areas and with the highest potential

probability for escalating to a state of disaster, are:

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Fires

Floods

Crime

Service delivery protests

Integrated Institutional Capacity for Disaster Risk Management

Disaster Risk Management Structure

The Disaster Risk Management structure of the City of Johannesburg is based on the

current Administrative structure of the City, which is headed by the City Manager and his

Executive Management Team, including the Group Heads, Executive Directors of different

City Departments and MDs /CEOs of Municipal Entities.

The various levels making up the management structures for Disaster Risk Management in

the City endeavour to maintain existing services and adapt to deal with the changed

circumstances during major incidents or disasters.

Roles and responsibilities

It is important that this plan highlights the roles and responsibilities of all stakeholders to

ensure that there is no confusion during a disaster and that lines of communications are

adhered to.

Executive Mayor

The Executive Mayor will declare a local disaster without assistance of Provincial

Government and take overall responsibility for the execution of the Disaster Management

Plan in the City. He will also ensure that response and relief is conducted and if needed

liaise with the Premier on the impact of a disaster and measures taken to lessen the burden

on communities.

Member of the Mayoral Committee for Public Safety

The MMC for Public Safety will report to the Executive Mayor on the impact of a disaster and

measures taken to minimise the burden on communities. He or she will liaise with other

MMC’s on issues requiring collaboration with other City Departments and MEs and facilitate

the release of the disaster relief fund by the Council.

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City Manager

The City Manager will avail City resources to deal with consequences of a disaster and

report on impact of the disaster. He will also facilitate recognition of organizations who

contributed to reducing the impact of disasters.

Executive Head: EMS

The Executive Head will chair a high-level coordinating committee made up of the MMC for

Public Safety, the City Manager, Executive Directors and Heads of other City Departments

and Municipal Entities. The Executive Head will also authorize the funds needed for disaster

relief and ensure that there are adequate resources to reduce the impact of the disaster

Director: Disaster Management

The Director: Disaster Management will advise the Executive Mayor on steps needed to be

followed in declaring a state of local disaster. The Director will also ensure that the disaster

plan is activated and implemented as per risk reduction measures in the disaster plans,

mutual aid and service level agreements are activated and that stakeholders take necessary

actions to respond to the disaster

Heads of Departments and Municipal Entities

Heads of Departments should report to their respective Political heads on response,

recovery and rehabilitation measures undertaken by their respective Departments.

Political Intervention

Disasters affect communities who voted for political representatives. It is therefore

imperative that all MMC’s and Ward Councillors are involved in assisting Disaster

Management personnel during a disaster.

Disaster Risk Assessment

The Disaster Management Plan contains risk assessment based on field studies,

observations and primary- and secondary data sources. The City’s Disaster Management

Plan has as far as possible been embedded in the current reality of the municipality.

The City is committed to implement measures to conduct comprehensive and progressive

assessments which will contribute to the development of disaster risk profiles which are

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current and relevant and which will inform planning and the implementation of risk reduction

strategies.

The City does regular disaster risk assessments in assessing its top ten risks as well as its

capacity on a regular basis to ensure that it’s ready and prepared for any kind of disaster.

Disaster Risk Reduction

In order to reduce risk, the City has embarked on a number of initiatives, namely:

City By-laws: The Disaster Management Centre will monitor and educate

communities on existing by-laws and engage stakeholders in enforcement and

compliance

EMS will oversee the formulation of plans and projects to reduce disaster risk,

including the integration with CoJ IDP initiatives

Individual City Departments and ME’s will be responsible for the development and

maintenance of their own Department / ME’s Disaster Management Plans. In terms

of Section 52 of the Act, each municipal organ of state and any other municipal entity

operating within the municipality is responsible for the development and maintenance

of the disaster management plan for its functional area. Departmental and municipal

entity plans are an integral part of City’s Disaster Management Plan and therefore

the head of each Department and of each ME must ensure that copies of the plan

and any amendments to the plan are submitted to the Head of the City of

Johannesburg Disaster Management Centre

Community awareness programmes: Risk awareness is critical to all communities to

ensure risk avoidance. The communities and schools are therefore prepared to

compile their ward-based Disaster Plans. Non-governmental organizations, business,

security services and all other parties must be part of the ward-based disaster plan

Communication is an essential ingredient of Disaster Risk Management. In a disaster

situation the communication office in the City will lead and assist to disseminate

information and update the situation as it prevails. A communication strategy for

Disaster Risk Management forms part of the City’s Disaster Management Plan

Facilitate the development, implementation and maintenance of disaster

management plans, programmes and practices for strategic disaster risk reduction

which will ensure that individuals, households, communities, infrastructure and the

environment within the boundaries of the City are resilient to disaster risk

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Develop, establish and maintain a comprehensive information management system,

an effective communication system and an accessible public awareness and

information service

Provide for accessible training, education and research opportunities for disaster risk

management stakeholders in the municipality

Facilitate the establishment of a disaster fund for disaster risk management in the

City

Develop, implement and maintain dynamic mechanisms for monitoring, evaluating

and continuously improving disaster risk management practice, projects and

programmes

Ensure the development and maintenance of a current and relevant disaster risk

profile

Ensure the development, implementation and maintenance of comprehensive

disaster risk reduction planning and implementation by the City’s departments and

Municipal Entities

Identify cross-boundary disaster risks which pose a threat to the City or to

neighbouring jurisdictions and facilitate the development, implementation and

maintenance of plans to manage such risks

Establish and maintain an information management system which includes the

development and maintenance of a database linked to a Geographical Information

System (GIS); hazard maps and risk maps informed by the disaster risk profile; a

register of volunteers; a communication directory and a record of available resources

Serve as a conduit and repository for information concerning disasters, impending

disasters and disaster risk management in general

Act in an advisory and consultative capacity on issues concerning disasters and

disaster risk management in the area by the establishment of the City of

Johannesburg Disaster Management Advisory Forum

Establish and maintain ward disaster risk management structures to deliver services

in terms of all of the activities associated with disaster risk management to the 130

wards within the boundaries of the City; and to integrate them into the disaster risk

management arrangements for the municipality

Establish and maintain co-operative partnerships with multi-sectoral role players

including the private sector in accordance with Chapter 3 of the Constitution and the

Integrated Development Plan objectives

The establishment, management and maintenance of a unit of volunteers

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Ensure adequate capacity to deal with rapid, coordinated and effective disaster

response and recovery by:

o Facilitating the development, implementation and maintenance of contingency

plans for disasters which have been identified in the risk profile as priority risks

for the City;

o Facilitating the development and implementation of standard operating protocols

and field operations guides for the various activities associated with disaster

response and recovery based on joint standards of practice amongst all relevant

role players to ensure rapid and effective responses;

o Developing and maintaining a disaster response and recovery plan incorporating

the contingency plans, response and recovery protocols and field operations

guides;

o Developing guidelines and the capacity to assess the magnitude and severity or

the potential magnitude and severity when a disaster occurs or threatens to occur

and determining whether the event should be classified as a local disaster;

o Developing guidelines and the capacity (including in communities known to be at

risk to disasters) for conducting initial assessments of damage and adverse

effects and the immediate humanitarian needs of those affected;

o Mobilising the necessary resources to provide immediate humanitarian

assistance and to restore or make temporary arrangements to maintain critical

lifeline services, mission critical systems and business continuity during and

immediately after a disaster occurs or when a disaster is threatening to occur;

and

o Providing and co-ordinating physical support to communities and the critical

systems on which they depend, in the event of those disasters which are

classified as local disasters.

Maintain comprehensive records, documentation and reports of disaster response

and recovery operations.

Response and Recovery

The City is committed to facilitating the development and implementation of contingency

plans to ensure rapid, appropriate and effective disaster response and recovery to disasters

which occur or are threatening to occur within the boundaries of the City. The City will also

ensure that it assesses the effect of any disaster which may occur in the City as well as to

examine any further consequences and disaster risk in the emergency areas.

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The City will assess all response actions by the Departments and ME’s contributing in this

Plan, and advice and formulate recommendations on the response actions, including the

mitigation of any further disaster risk, as required. The City will also ensure that affected

communities are returned to normal as soon as possible.

The Disaster Management Directorate will continuously engage with research and

development institutions to ensure that new developments are disseminated and

implemented to the benefit of the City. Disaster Risk Management will continuously engage

and plan with various security services within National Department structures i.e. the South

African Police Services and the South African National Defence Force.