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Foreword 1oFFicial Sign-oFF 21 ViSion, MiSSion and ValueS 32 legiSlatiVe Mandate 32.1 conStitutional Mandate 32.2 the houSing deVelopMent agency act 33 policy Mandate 53.1 FiVe-year written Mandate between the MiniSter and the hda board 53.2 breaking new ground in houSing deliVery 53.3 the national deVelopMent plan 64 perForMance enVironMent 84.1 the hda’S expanded deVeloper role 94.2 iMpleMenting the hda’S expanded deVeloper role 104.2.1 national priority projectS aS the backbone oF the hda’S deVeloper role 125 organiSational enVironMent 135.1 goVernance Structure 135.2 organiSational Structure 135.3 deScription oF the Strategic planning proceSS 146 oVerView oF the 2018/19 budget and MteF eStiMateS 146.1 relating expenditure trendS to Strategic outcoMe oriented goalS 146.2 expenditure trendS to Strategic outcoMeS oriented goalS 146.3 Strategic outcoMe oriented goalS 156.4 Strategic objectiVeS and key actiVitieS 157 Macro perForMance indicatorS 198 perForMance planS 248.1 MteF targetS: Sub prograMMe: oFFice oF the ceo 248.2 MteF targetS: Sub prograMMe: Finance 248.3 MteF targetS: Sub prograMMe corporate SerViceS 268.4 2018 / 2019 MteF targetS: Sub prograMMe Strategic organizational perForMance 298.5 2018 / 2019 MteF targetS: Sub prograMMe Marketing and coMMunicationS 278.6 Strategic objectiVeS and key actiVitieS: prograMMe 2: land ManageMent and built enVironMent 288.7 2018 / 2019 MteF targetS: prograMMe: 3 298.8 2018 / 2019 MteF targetS: Sub prograMMe: national technical aSSiStance 298.9 2018 / 2019 MteF targetS: Sub-prograMMe national prograMMe deSign and ManageMent 348.10 prograMMe 4: Stakeholder relationS and inter-goVernMental relationS 348.11 prograMMe 5: 2018 / 2019 MteF targetS: Spatial inForMation and analySiS 34
Strategic plan 2018-2023 i
Contents
Financial year 2018/19 is a milestone year for the housing development agency (hda) as it marks the end of the Medium term Strategic Framework (MtSF) period 2014-2019, as well as 10 years of the hda’s existence. the hda was established in 2008 as a public development agency primarily tasked to identify, acquire, hold, develop and release state, communal and privately owned land for residential and community purposes . in addition to this, the hda was tasked with project managing housing development services for purposes of creating sustainable human settlements.
in 2014, the Minister of human Settlements indicated that the Ministry would like to see the hda become a fully-fledged property development agency, whose role is not only to acquire and prepare land, but also to be a developer and project manager to assist municipalities and any other spheres of government that might need support. expanding the functions of the agency into the developer role will entail conceptualising, funding, planning, coordination and managing the process of property development from the beginning to end, i.e. from land identification to project closure. this includes project packaging, project approval, securing of funding, project implementation and project closure
in furtherance of the above-mentioned objectives, i’m pleased to announce that the hda will be packaging at least 10 projects including one in duncan village, outside east-london in the eastern cape. duncan village holds a rich social history, which contributed immensely in the struggle against apartheid as the epicentre of the defiance campaign in the 1950’s and township struggles in the 1980’s and 90’s. we are excited to contribute towards a government-wide initiative of restoring the dignity, integrity and pride of communities in this iconic township.
we will continue to identify and acquire well-located land for purposes of creating sustainable human settlements. we have also directed management to facilitate the completion of the inter-Ministerial agreement on the release of state land. in the year ahead, the hda looks forward to the declaration of 39 priority housing development areas (phda’s) which are part of the catalytic projects. phda’s are determined by the circumstances of human settlement needs that cannot be addressed in the current arrangements of existing human settlement
programmes.
as a board, we are mindful that the task of transforming and creating an inclusive economy is one that requires the participation of all sectors of society. in the human Settlement sector transformation is not confined to spatial transformation but includes economic transformation and empowerment of those who have been historically disadvantaged. we will utilise opportunities presented through large-scale national priority projects such catalytic projects, Mining towns programme and informal Settlements upgrade not only to provide sustainable human settlements but also to create economic opportunities that will, among other things, lead to the creation of black industrialists.
we present this Strategic plan and annual performance plan energised by president ramaphosa’s exemplary call: “thuma mina” (nguni word meaning “send me”). We are confident that the HDA management and staff are capable and fully prepared to respond to this call by accelerating delivery of sustainable human settlements to our people.
Mavuso Msimang
Strategic plan 2018-2023 1
Foreword by the Chairperson of the Board
Official Sign-Off
It is hereby certified that this Annual Performance Plan:
1) was developed and reviewed mid-year by the management of the housing development agency (hda) under the guidance of the hda board2) was prepared in line with the current Strategic plan of the hda3) Accurately reflects the performance targets which the HDA will endeavour to achieve given the resources made available in the budget for 2018/194) noted at an hda board meeting held on 25 january 2018
Mr Bryan ChaplogChief Financial Officer Signature:
Mr Pascal MoloiChief Executive Officer (Accounting Officer) Signature:
Mr Mavuso Msimangchairperson hda board Signature:
Hon Nomaindia MfeketoMinister Human Settlementsexecutive authority Signature:
Strategic plan 2018-2023 2
the housing development agency is a national public-sector development agency that promotes sustainable communities by making well-located land and buildings available for the development of human settlements. established by an act of parliament in terms of the housing development agency act (act no 23 of 2008) the hda’s primary activities entail the assembly and release of state, private and communal land and buildings for human settlement development. additionally, the hda provides land and housing delivery support services to organs of state at local, provincial and national level.
chapter two of the constitution of the republic of South africa (the bill of rights) gives “everyone the right to have access to adequate housing”. it further confers upon the state, the responsibility to take reasonable legislative (and other measures), within its available resources, to achieve the progressive realisation of this right.
Schedule 4a of the constitution furthermore makes the provision of housing a concurrent national and provincial function. the hda, as a national public-sector development agency of the national department of human Settlements, derives its mandate from these constitutional provisions.
the housing development agency (hda) was established in 2009 in terms of the housing development agency act no 23 of 2008 (the hda act). the hda is a Schedule 3a national public entity of the national department of human Settlements (ndohS).
the hda was established in response to the following service delivery challenges in the housing sector• delivery of housing to low-income earners
was severely constrained due to delays in the
identification, acquisition, assembly and release of land for human settlement development.
• the urgent need to address the increasing backlog in respect of housing delivery by fast-tracking the housing development process.
• the critical shortage of skills and capacity to provide housing in some provinces and municipalities.
in order to contribute towards the resolution of the aforementioned challenges, the act outlines the purpose or object of the hda as being to:• identify, acquire, develop and release land (state,
communal and privately owned) for residential and community purposes and for the creation of sustainable human settlements (clause 4(a)
• project manage housing development services for the purposes of the creation of sustainable human settlements (clause 4(b)
• ensure and monitor that there is centrally coordinated planning and budgeting of all infrastructure required for housing development (clause 4(c)
• Monitor the provision of all infrastructure required for housing development (clause 4(d))
Vision Mission Valuesresilient, integrated and sustainable human settlements.
build a capable and developmental agency geared
to transform the sector and lead in the development of resilient,
integrated and sustainable human settlements.
The HDA has defined the following guiding values in its
operations:performance-oriented,
excellence, accountability, teamwork, integrity
Strategic plan 2018-2023 3
1. Vision, Mission and Values
2. Legislative Mandate
2.1 Constitutional Mandate
2.2 The Housing Development Agency Act
in terms of the act, the role of hda is as follows:• the agency must, in consultation with the
relevant owner, identify, acquire, hold, develop and release state, privately and communal owned land for residential and community purposes for the creation of sustainable human settlements (clause 5(1)
• the agency must ensure that there is funding for the provision of all infrastructure that is required for housing development in which it is involved (clause 5(2)
• the agency may offer assistance to an organ of state in order to fulfil its objects. In addition the Minister may, in consultation with the relevant Mec, where there is lack of capacity in any organ of state to identify, acquire, hold, develop and release land for residential and community purposes for the creation of sustainable human settlements advise the organ of state to conclude an agreement with the agency to offer assistance in terms of the agency’s skill and expertise; or direct the agency to engage with the organ of state with a view to concluding an agreement (clause 5(3)
• In Section 7(1) the Act identifies some 12 functions to be undertaken by the hda as set out below.
• develop a development plan to be approved
by the Minister in consultation with the relevant authorities in the provinces and municipalities (7(1) (a)
• develop strategic plans with regard to the identification and acquisition of state, privately and communal owned land which is suitable for residential and community development (7(1) (b)
• prepare necessary documentation for consideration and approval by the relevant authorities as may be required in terms of any other applicable law (7(1) (c)
• Monitor progress of the development of land and landed property acquired for the purposes of creating sustainable human settlements (7(1) (d))
• enhance the capacity of organs of state including skills transfer to enable them to meet the demand for housing delivery (7(1) (e)
• ensure that there is collaboration and intergovernmental and integrated alignment for
housing development services (7(1) (f)
• identify, acquire, hold, develop and release state, privately and communal owned land for residential and community development (7(1) (g)
• undertake such project management services as may be necessary, including assistance relating to approvals required for housing development (7(1) (h)
• contract with any organ of state for the purposes of acquiring land for residential housing and community development for the creation of sustainable human settlement (7(1) (i)
• assist organs of state in dealing with housing developments that have not been completed within the anticipated project period (7(1) (j)
• assist organs of state with the upgrading of informal settlements (7(1) (k)
• assist organs of state in respect of emergency housing solutions (7(1) (l)
the act indicates that in performing its functions the hda must: • ensure that residential and community
developments are sustainable, viable and appropriately located (7(2)(a)
• establish compliance and fraud prevention mechanisms to ensure the integrity of the agency (7(2)(b)
• ensure that job creation is optimised in the process of residential and community development (7(2)(c)
• introduce and manage a land inventory and information system (7(2)(d)
• ensure that community participation takes place (7(2)(e)
in terms of section 5 of the act, the Minister may authorise the agency to perform any additional function that is consistent with the act. Furthermore, the Minister, in consultation with various Mecs, may direct the agency to conclude land assembly and/or project management agreements with organs of state that lack the capacity to do so.
Strategic plan 2018-2023 4
Strategic plan 2018-2023 5
Section 8 of the hda act requires that a written mandate is concluded between the Minister of human Settlements and the hda which sets out the operational and performance indicators against which the performance of the hda will be measured. the mandate covers the MtSF period to 2019, with the following performance indicators and targets:
Performance Indicator Target Over MTSF Perdiod (2014 to 2019)number of hectares of well located land released for human settlements development (targeting poor and middle income households)
10, 000 (ten thousands) hectares
number of national priority programmes provided with oversight and implementation support (Mining towns, catalytic projects and informal Settlements)
3 (three) national priority programmes Supported
nunber of provinces supported with hda services 9 (nine) provinces supporteddevelop, implement and maintain an approved Master Spatial plan (MSp) for the human settlements sector
on-going
with regard to the three national priority programmes, the following applies:• Mining Towns: the hda will be responsible for the revitalisation programme for 22 mining towns.• Catalytic Projects: hda will be part of a team responsible for identifying and implementing 50 mega
projects over the next five years (termed catalytic projects). These are seen to be catalytic projects comprising at least 10,000 housing units and
• 5,000 Informal Settlement Upgrades. the projects will be selected on the basis that they will have a significant impact on the human settlements outcomes.
with regard to the Master Spatial Framework, it is anticipated that this framework will form the basis for the direction of project funding. the Ministerial mandate further includes the following additional functions to be undertaken by the hda: • N2 Gateway Project: Management of the n2 gateway project in the western cape province in terms
of the approved business plan and related project agreements. this n2 gateway project has been re-positioned as a catalytic project.
• Zanemvula Project: Management of the zanemvula project in the eastern cape province in terms of the approved business plan and related project agreements.
over and above the mandate, the Minister has additional expectations as indicated in a number of discussions and presentations. the main expectations that directly relate to the hda are as follows: • the hda should build a credible housing database covering both housing and land needs to be established.• The HDA should be restructured to become a fully-fledged developer whose role goes beyond land
assembly, but extends to that of facilitation, development and project management of agreed projects.
3.2 Breaking New Ground in Housing Delivery
breaking new ground, 2004, is a comprehensive plan for the development of sustainable human settlements. the document outlines the challenges faced by the human settlements sector.
a comprehensive plan is provided, that highlights shifts in the way that sustainable human settlements should be addressed and provides a summary of key programmes, highlighting enhancements necessary for successful implementation. breaking new ground addresses the manifold challenges encountered by the
3. Policy Mandate
3.1. Five-year Written Mandate Between the Minister and the HDA Board
human settlements sector, by “utilising housing as an instrument for the development of sustainable human settlements, in support of spatial restructuring”. emphasis is placed on the following:• the need for better-located mixed-income and mixed-use housing projects by extending the scope of the
project-linked subsidy programme.
• the need for more diverse housing forms by structuring new programmes, including tackling informal settlement upgrading as a recognition of entry into the incremental housing-delivery process.
• the need for more attention to social and rental housing as mechanisms to revitalise depressed property markets including the lower-end rental market.
• accreditation of municipalities with the housing delivery function to effect improved integrated settlement development; and linking job opportunities and work creation with housing development processes.
3.3 The National Development Plan
the national development plan (“ndp”) is South africa’s blue print development plan. it provides a broad strategic framework to guide key policy choices and actions. the plan presents a long-term strategy to foster inclusive growth and development, and broaden access to basic social services such as housing, through the active intervention of government via various policy instruments.
Specific to human settlements, the NDP envisions a revised approach to human settlement, in which the state properly fulfils its obligation to providing high-quality public infrastructure and environments, while also supporting and facilitating low-income households in acquiring adequate shelter. the following principles are proposed for the implementation of this revised approach: • promotion of mixed housing strategies and more compact urban development
• promotion of new spatial norms and standards – densifying cities, improving transport, locating jobs where people live, upgrading informal settlements and fixing housing market gaps.
• promotion of community-based house-building with innovative local inputs in order to expand housing, supplier industries and related job creation.
• Stimulate employment through domestically oriented activity in high labour absorbing sectors such as housing construction. Construction is identified as a key jobs driver in both the NDP and the New Growth path.
• upgrading of informal settlements in-situ wherever possible in recognition of the fact that informal settlements provide the poor with affordable access to urban land and housing markets.
Strategic plan 2018-2023 6
SITUATIONAL ANALYSIS
access to decent, afford able housing is a fundamental human right, enshrined not just in South africa’s constitution, but also in the united nations universal declaration of human rights. beyond affordability, well located housing enables social and economic inclusion by improving access to economic opportunities. the ndp places emphasis on the need to build sustainable communities:
The macro socio-economic landscape within which the HDA operates, is characterised by a significant backlog in the supply of affordable housing units. the polarisation between areas of wealth and economic opportunity and the over-crowded and under-serviced areas where the majority of the population lives, serves to reinforce inequality, burdening poor households with the cost of commuting for work, education and other social and economic services.
this legacy of apartheid spatial planning that marginalised primarily black communities, continues to create challenges in the human settlements sector. exacerbated by the rapid rate of urbanisation and a constrained fiscus, transforming the residential spatial landscape through state assisted housing is currently encumbered by the following key challenges, resulting in poor human settlements outcomes:
this requires the various government departments responsible for human settlements, water and sanitation, education, roads and transport, etc, to plan and implement the housing agenda in a co-ordinated and aligned manner, thereby improving human settlements outcomes.
National Development Plan Sustainable Human Settlements
building sustainable human settlements requires more than bricks and mortar, it requires that the state adhere to principles of sustaibale development by:• reducing the carbon footpring and economic costs of transport for the
urban poor by facalitating access to affordable, safe and convinient public transport
• encouring a holistic approach to low-cost housing developments that include local recreational facilities, retail opportunities, as well as community, social, and health services
Strategic plan 2018-2023 8
4 Performance Environment
Insufficient Public Sector Delivery: the rate of public sector is delivering affordable housing does not meet the need. delivery is hampered by delays in land assembly and project packaging, access to affordable, well located land, provision of bulk infrastructure, poor management of construction contracts and poor administration of the tittle deeds / handover process
The fragmented funding framework for human settlements makes it difficult to structure and implement projects. the inconsistent allocation of subsidies deters the implementation of mixed income developments, driving away private sector investment. in particular the delays and differential timing of different grants across government present further challenges. For the private sector, such delays (especially in respect of bulk infrastructure funding) result in significant holding cost
High Need: 2 million households are living in informal housing circumstances either in informal settlements or backyards rental. a further 6,1 million earn below r6,400 per month and anecdotal evidence indicates that such household are living in high levels of overcrowding and poor access to basic service.
Private sector housing supply is declining driven primary by constraints on both the supply and demand side. these include inter alia, delays in municipal process (bulk infrastructure etc) delays in municipal planning and proclamation approvals leading increases in holding costs, transactional uncertainty (affordability and creditworthiness) poor municipal level management developers often have to take over the supply of community services such as schools and parks). Lack of affordable mortgage finance, and capacity.
poor human Settlements
outcomes
In response to the above challenges, the HDA has identified the following key challenges and developed responses to these challenges:
issues HDA ResponseHigh Need for House • improved national spatial planning
• More rapid urban / new settlement planning and development
• better intergrated and sustainable settlementInsufficient Public Sector Delivery • land acquisition
• Mobilisation of technical, programme and project management skills
• Improved financial packaging and fund mobilisationDeclining Provate Sector Delivery • de-risking projects though ublocking and related
interventions (e.g. expediting palns)• Securing funding for critical infrustructure• Ensuring funding (esp, subsidy) flows
Poor Human Settlement Outcome • improved spatial planning• better programme, project as well as contract management• building public-private partnership
Fragmented Funding Framework • improving ig coordination and funding packaging• More effective fund management• Moilising other public and private resources (in addition to
hSdg)Untransformed Human Settlement Sector
• contribute to the creation of black industrialists with specific focus on women, youth, persons with disability and communities
• infuence changes to materials supply chains• change mindsets
in addition, in line with its legislated mandate, the hda has strategically re-aligned itself in the human settlements sector, to take on the role of a public-sector developer.
4.1 The HDA’s Expanded Developer Role
whilst the hda already plays a vital role in addressing the key human settlements sector challenges, it is necessary for the hda to expand its role to that of a public sector human settlements development manager. This is particularly necessary in order to address housing supply where the public sector is failing (insufficient public-sector delivery) or where the private sector is reluctant to invest.
accordingly, in line with its strategic plan and legislative mandate1 , the hda has repositioned itself into an effective public sector human settlements development agency that will coordinate and bridge government and the private sectors areas of focus.
given the extent of need, the role has been carefully framed and scoped to partner with and not crowd out the private sector. if higher levels of delivery are to be achieved by the hda in its developer role, it is critical that the hda and private sector both contribute, and that collaborative relationships with other government entities (such as municipalities and provinces specifically) are strengthened. Currently, in addition to land acquisition, the hda supports provinces and Municipalities planning, packaging, procurement and execution of projects. this assistance is provided according to implementation protocols (ip’s) and Medium term operational plans (Mtop’s) that outline the nature and extent of the support role to be played by the hda.
expanding into the developer role will entail conceptualising, funding, planning, coordination and managing
Strategic plan 2018-2023 91Section 4(a): identify, acquire, develop and release land (state, communal and privately owned) for residential and community purposes and for the creation of sustainable human settlementsSection 7(1)(g): identify, acquire, hold, develop and release state, privately and communal owned land for residential and community development
the process of property development from the beginning to end, i.e. from land identification to project closure. this includes project packaging, project approval and securing of funding, project implementation and project closure. the hda’s expanded developer role is illustrated as follows:
it is critical to note the following in relation to the hda’s expanded developer role:• the envisioned expanded developer role, will incorporate some of the human settlements functions
currently undertaken by provinces and Municipalities• the developer role is not the construction role. the hda will not appoint or build in-house human resources
capabilities to actually build infrastructure and houses. in all cases this will be contracted out to private sector companies, and used as a tool to leverage the transformation of the construction sector.
• The current legal framework (principally the HDA Act) provides sufficient mandate for the HDA to undertake the developer role in addition to its existing role.
the hda currently does not have the legal authority to impose its services on any sphere of government, and that such legal authority is unlikely to be granted to the hda. provinces and municipalities therefore retain their mandates and autonomy in undertaking their constitutionally mandated human settlements function. therefore, in order to expand its services into the project packaging and implementation space currently undertaken by other spheres of government, the hda will need to work closely with all public and private sector players, to ensure both seamless delivery and appropriate leveraging of skills and capabilities.
4.2 Implementing the HDA’s Expanded Developer Role
Given the fragmented and mis-aligned human settlements funding framework, as well as the insufficiency of available funds overall, the legal framework of the hda’s borrowing / fund raising capability is currently under review. this may result in a change to the hda’s juristic form, to allow the hda to leverage its balance sheet to raise funds. this review will not be immediately implemented, and therefore, in the short-term, the focus will be on strengthening partnerships and effectively mobilising and coordinating existing funding resources. the overall approach to implementing the hda’s expanded developer role is under-scored by the following implementation principles:
• the developer role will be phased in incrementally, with the short-term focus being on achievable developments / projects with short-to-medium term delivery potential. this will be undertaken through partnerships and panel contracting arrangements to bring in capacity and minimise overhead and fixed costs.
• all roles and functions currently undertaken by the hda will continue and all ips and Mtops will be fulfilled. Over an agreed period, functions that are not in direct alignment with the expanded developer role will be phased out or limited, particularly those that are not cost recoverable.
• The key focus of the developer role will be to implement a selected number (five to ten) of catalytic
Strategic plan 2018-2023 10
land Identification land release
hda expanded developer Function
the expanded developer function will include some of the human settlements functions currently falling within the mandate of provinces and Muncipalites
human Settlements Functional Value chain
land assembly and town planning
current hda Functions provincial and Municipal human Settlements Functions
project packaging and implementation
township establishment & project planning
project planning & packaging
project approval and
Funding
project implementation project closure
developments that aim to achieve scale delivery of formal housing; private sector mobilization (finance and capacity) and mixed income sustainable integrated developments.
• The identification of developments will occur via 6 main routes:
• it is envisaged that the implementation of the developments selected will be undertaken in terms of two streams:
Stream Onedelivery Focus
Stream Twopackaging Focused
This stream is delivery focused and is the first priority of the hda. its focus is on the rapid delivery of housing units through the unblocking of private or public-sector developments/projects. intervention areas that will be undertaken by the hda will include political support, planning, approvals, infrastructure, funding mobilisation and delivery, subsidy mobilization and flow and the provision of technical support. HDA services will be funded from core funding and critical skills will be contracted out as required
this stream focuses on pakcaging and de-risking of developments/projects to mobilise public funding and private sector participating as developers or contractors. intervention areas by the hda include planning, design, and fund mobilisation, securing land/rights, technical analysis and procurement support. hda services will be funded from a development management fee to be charged. critical skills will be contracted out as required
• developments will be selected on the basis that implementation can commence as soon as possible. Having said that, it is acknowledged that these projects are long term (generally in excess of five years). the developments will be declared section 29 projects by the Minister or priority housing areas2.
• in packaging developments, the hda will have the mandate and funds to overcome key blockages that
are currently inhibiting implementation, including for example, the development of bulk infrastructure, accessing well located land etc. in addition the hda will ensure that each development meets the objective of creating sustainable integrated human settlements. the aim of the hda will be to be innovative and change the way in which human settlement delivery is currently being undertaken.
• the private sector developer partner will be required to invest in the development and bear some risk. the extent will be determined on a development by development basis. the private sector developer will also be required to invest in social and economic facilities as part of the capital cost of the development and on the basis that the operational costs of the facilities will be borne by the relevant department (education, health etc.) as part of their normal budgeting.
Strategic plan 2018-2023 11
public tender processess
private-public partnerships
on request
Ministerial designation in terms of the hda act
priority housing area projects
Through specific programmes (e.g. catalytic or mining)
1 4
2 5
3 6
Developments can originate either from the public sector (provincial, local or State-Owned Entity) or the private sector
2 priority housing development areas (phda’s) are declared by the Minister of human Settlements to address specific housing needs to achieve sustainable human settlements, through a process of intergovernmental cooperation, integrated planning and coordinated programmed implementation aimed at fast tracking housing delivery. phda’s are furthermore determined by the circumstances of housing needs which cannot be addressed in the current arrangement of existing housing programmes.
in order to deliver on the expanded developer role, the hda has adopted the following delivery model:
the key focus of the new delivery model, will be on the implementation of the three national priority projects, whilst continuing to support provinces and municipalities.
4.2.1 National Priority Projects As the Backbone of the HDA’s Developer Role
the following section gives an overview of the three national priority projects that will be the focus of the hda’s business model as it evolves into a human settlements developer:
NATIONAL PRIORITY PROJTECS
CATALYTIC PROJECTS INFORMATION SETTLEMENTS UPGRADES MINING TOWNS
catalytic projects are spatially targeted interventions that aim to change the way we provide infrastructure by restructuring settlements patterns. these projects are mega in size. the benefits of catalytic projects are: increased economic opportunities from jobs created when the projects start and post construction SMMe job creation.
iSu programme is designed to provide technical and capacity support to provinces and municipalities for the implementation of informal settlement upgrading across the country through the use of the upgrading of informal Settlement programme (uiSp) together with other housing programmes.
the objectives of the human settlements componet of the intervention requires the transformation of mining towns through the creation of sustaiable intergrated human settlements.
Strategic plan 2018-2023 12
programme allocation
requestsetc.
(1) projectidentification
programme design planning &
Management
pipeline of projects
core Funding core Funding
priority projects
development 1
development 2hda exit
development 3
Sect 29 projects
land & housing Support Services
regional points-technical / igr Support /
unblocking...hda may at times
also be apppointed as implementing agentcost recoverycore Funding
governance & administrationcore Funding
Stragetic information
(6) Monitoring
limited core Funding project-linked Funding
and cost-recovery
Stragetic information & inter-governmental
relations
development Management
panel of professional Services providers
Funds Mobilisation & Management
technical Support / Specialists (town & regional planning land assembly)
(2) project selection (3) project packaging
(4) delivery support (implementation)
(5) closure / handover
5.1 Governance Structure
the hda is overseen by a board with the Minister of human Settlements being the executive authority responsible for the agency. a new board was appointed on 4 november 2015, following the expiry of the previous Board’s term of office. The HDA Board is structured as follows:
HDA BOARD
audit committee human resources & remuneration
land, properties and development
Social and ethics committee
project investment committee
executive committee
5.2 Organisational Structure
the hda’s organisational structure has changed over time as the business model has evolved. the agency is managed by the Chief Executive Officer assisted by a senior management team, that includes the Chief Financial Officer and the Heads of Departments. The Agency’s macro-organisational structure reflects the key operational functions as well as the key support capacity for the effective delivery on the agency’s mandate:
Strategic plan 2018-2023 13
5. Organisational Environment
Chief Executive Officer
internal audit & risk
chief Financial Officer
Head corporate Support
Head Spatial
information analysis
Head national
programme design &
Management
regional Management
x 3
Head built
environment
Head Strategic initiatives
ExecutiveStragic Support
Executivedevelopment Management
& operations
company Secretary
5.3 Description of the Strategic Planning Process
in developing this Strategic plan, the hda undertook a strategic planning process informed by the new mandate as pronounced by the Minister. Following the pronouncement of the Minister on the new mandate and in view of the need to develop the Strategic plan for 2018-2023 and the annual performance plan for 2018-2019, hda developed a draft Strategic plan and the annual performance plan.
in addition, the hda organised a Strategic planning Session with both exco and Manco level staff to identify key focus areas and agreed on key deliverables for each programme area. the various programmes undertook business unit level strategic planning sessions to revise strategic objectives, where necessary align to the key focus area, facilitated by an external facilitator essentially to assist review the draft Strategic plan and the Annual Performance Plan and thereby ensure that both documents adequately reflect the Business Case and that both aligned to each other. this Strategic plan is a product of that process.
6 Overview of the 2018/19 Budget and MTEF Estimates
6.1 Relating Expenditure Trends to Strategic Outcome Oriented Goals
the agency’s goals and strategic objectives are linked to its programmes and related indicators and targets. the budget is in turn linked to each programme and the targets to be achieved. given the revised mandate the agency’s visionary goals, strategic objectives and programmes have been revised as shown in the table below:
6.2 Expenditure Trends to Strategic Outcomes Oriented Goals
it is clear from the Staff compliment table (below), that the human resources linked to the related programmes, have been re-aligned to support the key programmes
MTEF ESTIMATESYear One Year Two Year Three Year Four Year Five Year Six
year 2015/2016 2016/2017 2017/2018 2018/2019 2019/2020 2020/2021MteF allocation r176,183 r167,512 r210,668 r222,177 234,955 247,878
Support Core Staffceo Fin cS beM npdM Sia rega regb regc wc pe nc liM gtg nw FS kzn31 19 15 13 11 11 1 3 0 32 20 4 10 12 2 10 9
Total 65 Total: 138
SummarySupport 65 32%core 138 68%total 203 100%
The table above reflects that 80% of staff is focussed and driving the core functions in the HDA. Furthermore, it is important to consider the financial implications, based on a few key assumptions:• the intention is to operate as far as possible within the existing budget envelope bthrough re-allocating
resources internally• limit overheads to maximise resources focused on project delivery• current regional support to become fully-cost recovery over time• retain a small core professional staff and outsource technical, project management and related resources
Strategic plan 2018-2023 14
the hda continues to ensure that the ratio of core to support staff remains optimal, with the majority of staff in core service delivery business units.
Going forward, in line with our medium term priorities, the HDA will finalise a comprehensive resourcing Framework that will position the organisation to fully implement its expanded developr role
linked to projects• cover the cost of development directly from projects (development management fees)
the primary funding sources envisaged for the hda would be for:• core staff and administration to be covered from annual transfers• regional (Mtop) support and projects implementation to be based on a cost recovery • developments will be funded to a very limited extent (senior development managers) from core funding
with all remaining project management and technical requirements to be funded from a development management fee.
• in addition to the above operating income, there is a need for capital for actual developments. the cost of these redevelopments will need to be raised from other resources like the uSdg, Mig and possible private and other funding.
6.3 Strategic Outcome Oriented Goals
The strategic outcome oriented goals for the HDA for this five-year strategic plan are shown in the table below. the goals will be undertaken through three programmes and six sub- programmes and are set out in the table below.
the strategic goals are as follows:Strategic Goal 1: Enhance efficiency and effectiveness of the organisationGoal Statement Build an effective, efficient and economical administration capable of supporting
and implementing Five year Strategic plan.Justification An organisation that has requisite leadership, capabilities and systems for efficient,
effective, responsive and accountable administrationLinks • chapter 10 of the constitution of South africa;
• ndp priority: building capable and developmental state;• MTSF Outcome 12: An efficient, effective and development oriented public
service and an empowered, fair and inclusive citizenship;
Strategic Goal 2: accelerate delivery of resilient, integrated and sustainable human settlementsGoal Statement Support and lead the implementation of strategic human settlement projects
Justification provide technical capacity to provinces and municipalities in the delivery of human settlements while assuming developer role in strategic projects
Links • ndp, white paper on housing, housing act, hda act, SpluMa• MtSF outcome 8: Sustainable human settlements and improved quality of
household life
Strategic Goal 3: promote integrated spatial planning and sustainable land developmentGoal Statement Facilitate, Support and promote integrated Spatial development.
Justification contribute to spatial transformation and integrated human settlements as well as human development
Links • ndp, white paper on housing, housing act, hda act, SpluMa• MtSF outcome 8: Sustainable human settlements and improved quality of
household life
6.4 Strategic Objectives and Key Activities This section outlines strategic objectives identified to achieve the strategic goals set out above. The strategic objectives have been identified and relate to the following approved budget programme. Below are budget programmes and short description of how they are structured and what the purposes of each are.
Strategic plan 2018-2023 15
Stra
tegi
c O
bjec
tive
( HD
A A
ct :
Sect
ion
4)Pr
ogra
mm
ePr
ogra
mm
e Su
b-Pr
ogra
mm
eFu
nctio
ns(H
DA
Act
: Sec
tion
7)to
pro
vide
stra
tegi
c le
ader
ship
and
sup
port
in th
e im
plem
enta
tion
of
hd
a m
anda
te
Prog
ram
me
1:
adm
inis
tratio
n
•C
EO
’s o
ffice
•c
orpo
rate
Ser
vice
s•
com
mun
icat
ions
and
•M
arke
ting
•Fi
nanc
e•
Stra
tegi
c S
uppo
rt•
org
anis
atio
nal p
erfo
rman
ce•
Stra
tegi
c in
itiat
ives
•p
repa
re
nece
ssar
y do
cum
enta
tion
for
cons
ider
atio
n an
d ap
prov
al
by
the
rele
vant
aut
horit
ies
as m
ay b
e re
quire
d in
ter
ms
of a
ny l
aws
othe
r ap
plic
able
law
s
iden
tify,
hol
d, a
cqui
re,
deve
lop,
rel
ease
st
ate,
com
mun
al a
nd p
rivat
ely
owne
d la
nd
for t
he re
side
ntia
l and
com
mun
ity p
urpo
ses
and
for
the
crea
tion
of s
usta
inab
le h
uman
se
ttlem
ents
Prog
ram
me
2:
bui
lt e
nviro
nmen
t im
plem
enta
tion
• La
nd M
anag
emen
t and
•
Bui
lt E
nviro
nmen
t •
iden
tify,
acq
uire
, ho
ld,
deve
lop
and
rele
ase
stat
e an
d pr
ivat
ely
owne
d la
nd
•d
evel
op S
trate
gic
pla
ns w
ith r
egar
d to
the
iden
tifica
tion
and
acqu
isiti
on o
f st
ate,
priv
atel
y an
d co
mm
unal
ow
ned
land
whi
ch i
s su
itabl
e fo
r re
side
ntia
l an
d co
mm
unity
dev
elop
men
tp
roje
ct
Man
age
hous
ing
deve
lopm
ent
serv
ices
for t
he p
urpo
ses
of th
e cr
eatio
n of
su
stai
nabl
e hu
man
set
tlem
ents
Prog
ram
me
3:
dev
elop
men
t Man
agem
ent a
nd
ope
ratio
ns
•n
atio
nal
pro
gram
me
des
ign
and
Man
agem
ent
•c
atal
ytic
pro
ject
s•
Min
ing
tow
ns•
upg
radi
ng o
f inf
orm
al S
ettle
men
ts•
nat
iona
l tec
hnic
al a
ssis
tanc
e te
am•
reg
iona
l coo
rdin
atio
n•
reg
ion
a: w
c,e
c a
nd n
c•
reg
ion
b: l
p, n
w a
nd g
p•
reg
ion
c: k
zn, F
S a
nd M
p
•u
nder
take
suc
h pr
ojec
t m
anag
emen
t se
rvic
es
as
may
be
ne
cess
ary,
in
clud
ing
assi
stan
ce
rela
ting
to
appr
oval
s ac
quire
d fo
r ho
usin
g de
velo
pmen
t•
enh
ance
the
cap
acity
of
orga
ns o
f st
ate
incl
udin
g sk
ills
trans
fer t
o en
able
th
em to
mee
t the
dem
and
for h
ousi
ng
deliv
ery
•d
evel
op
a de
velo
pmen
t pl
an
to
be
appr
oved
by
th
e m
inis
ter
in
cons
ulta
tion
with
th
e re
leva
nt
auth
oriti
es
in
the
prov
ince
s an
d m
unic
ipal
ities
Strategic plan 2018-2023 16
HD
A Pr
ogra
mm
e St
ruct
ures
Strategic plan 2018-2023 17
Stra
tegi
c O
bjec
tive
( HD
A A
ct :
Sect
ion
4)Pr
ogra
mm
ePr
ogra
mm
e Su
b-Pr
ogra
mm
eFu
nctio
ns(H
DA
Act
: Sec
tion
7)te
nsur
e an
d m
onito
r tha
t the
re is
cen
trally
co
ordi
nate
d pl
anni
ng
and
budg
etin
g of
al
l in
frast
ruct
ure
requ
ired
for
hous
ing
deve
lopm
ent
Prog
ram
me
4
Sta
keho
lder
and
inte
r gov
ernm
enta
l r
elat
ions
•-S
take
hold
er a
nd in
ter-
gov
ernm
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l r
elat
ions
••E
nsur
e th
at
ther
e is
co
llabo
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n an
d in
terg
over
nmen
tal a
nd in
tegr
ated
al
ignm
ent
of
hous
ing
deve
lopm
ent
serv
ices
•c
ontra
ct w
ith a
ny o
rgan
of s
tate
for t
he
purp
ose
of a
cqui
ring
avai
labl
e la
nd fo
r re
side
ntia
l ho
usin
g an
d co
mm
unity
de
velo
pmen
t fo
r th
e cr
eatio
n of
su
stai
nabl
e hu
man
set
tlem
ent
Mon
itor
the
prov
isio
n of
all
infra
stru
ctur
e re
quire
d fo
r hou
sing
dev
elop
men
tPr
ogra
mm
e 5
Spa
tial i
nfor
mat
ion
ana
lysi
s
•S
patia
l inf
orm
atio
n a
naly
sis
(Sia
)•
res
earc
h an
d M
onito
ring
•M
onito
r pro
gres
s of t
he d
evel
opm
ent o
f la
nd a
nd la
nded
pro
perty
acq
uire
d fo
r th
e pu
rpos
es o
f cr
eatin
g su
stai
nabl
e hu
man
set
tlem
ents
HD
A Pr
ogra
mm
e St
ruct
ures
(con
tinue
s)
PART B: STRATEGIC OBJECTIVES AND KEY
ACTIVITIES
Strategic plan 20180-2023 19
HD
A A
ct
Sect
ion
4M
acro
In
dica
tors
Prog
ram
me
Link
ed to
In
dica
tor
Targ
ets
Estim
ates
2017
/18
2018
/19
2019
/20
2020
/21
2021
/22
2022
/23
Mon
itor t
he
prov
isio
n of
all
infra
stru
ctur
e re
quire
d fo
r hou
sing
de
velo
pmen
t
1. F
requ
ency
of
pro
vidi
ng
mon
itorin
g an
d ev
alua
tion
repo
rts a
gain
st
the
Fram
ewor
k fo
r Spa
tial
inve
stm
ent
for h
uman
S
ettle
men
ts
(FS
ihS
) bas
ed
on th
e M
aste
r S
patia
l pla
n (M
Sp
)
Prog
ram
me
5A.2
com
plet
e th
e Fr
amew
ork
for S
patia
l in
vest
men
t fo
r hum
an
Set
tlem
ents
(F
Sih
S) a
nd
prod
uce
two
mon
itorin
g re
ports
on
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emen
tatio
n of
spa
tial
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etin
g ag
ains
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e fra
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ork
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ports
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etin
g an
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nsfo
rmat
ion
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nst t
he
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ewor
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ports
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emen
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tial
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etin
g an
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nsfo
rmat
ion
agai
nst t
he
fram
ewor
k
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ports
on
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emen
tatio
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tial
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etin
g an
d tra
nsfo
rmat
ion
agai
nst t
he
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ewor
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ports
on
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emen
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tial
targ
etin
g an
d tra
nsfo
rmat
ion
agai
nst t
he
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ewor
k
two
mon
itorin
g re
ports
on
the
impl
emen
tatio
n of
spa
tial
targ
etin
g an
d tra
nsfo
rmat
ion
agai
nst t
he
fram
ewor
k
iden
tify,
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d,
acqu
ire, d
evel
op,
rele
ase
stat
e,
com
mun
al
and
priv
atel
y ow
ned
land
for
the
resi
dent
ial
and
com
mun
ity
purp
oses
and
fo
r the
cre
atio
n of
sus
tain
able
hu
man
se
ttlem
ents
num
ber o
f he
ctar
es o
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ell-l
ocat
ed
land
(tar
getin
g po
or a
nd
mid
dle-
inco
me
hous
ehol
ds)
acqu
ired
or
rele
ased
Prog
ram
me
2A.2
3000
hec
tare
s30
00 h
ecta
res
3000
hec
tare
s20
00 h
ecta
res
2000
hec
tare
s20
00 h
ecta
res
num
ber o
f lan
d pa
rcel
s fa
cilit
ated
fo
r rez
onin
g
Prog
ram
me
2A.4
new
bas
elin
e5
land
par
cels
fa
cilit
ated
for
rezo
ning
5 la
nd p
arce
ls
faci
litat
ed fo
r re
zoni
ng
5 la
nd p
arce
ls
faci
litat
ed fo
r re
zoni
ng
5 la
nd p
arce
ls
faci
litat
ed fo
r re
zoni
ng
5 la
nd p
arce
ls
faci
litat
ed fo
r re
zoni
ng
7. M
acro
Per
form
ance
Indi
cato
rsM
acro
indi
cato
rs a
re th
e ke
y in
dica
tors
thro
ugh
whi
ch th
e h
da’
s pe
rform
ance
is m
easu
red.
the
y ar
e in
form
ed b
y th
e h
da
man
date
as
pron
ounc
ed b
y th
e M
in-
iste
r and
furth
er u
tilis
ed b
y th
e b
oard
to g
auge
the
perfo
rman
ce o
f the
hd
a on
an
on-g
oing
bas
is.
Strategic plan 2018-2023 20
HD
A A
ct
Sect
ion
4M
acro
In
dica
tors
Prog
ram
me
Link
ed to
In
dica
tor
Targ
ets
Estim
ates
2017
/18
2018
/19
2019
/20
2020
/21
2021
/22
2022
/23
pro
ject
Man
age
hous
ing
deve
lopm
ent
serv
ices
for
the
purp
oses
of
the
crea
tion
of s
usta
inab
le
hum
an
settl
emen
ts
num
ber o
f n
atio
nal p
riorit
y p
rogr
amm
es
prov
ided
with
pr
ogra
mm
e m
anag
emen
t and
te
chni
cal p
roje
ct
supp
ort.
Prog
ram
me
3B.2
pro
vide
5
info
rmal
se
ttlem
ents
pr
ojec
ts w
ith
impl
emen
tatio
n su
ppor
t
pro
vide
5
info
rmal
se
ttlem
ents
pr
ojec
ts w
ith
impl
emen
tatio
n su
ppor
t
pro
vide
5
info
rmal
se
ttlem
ents
pr
ojec
ts w
ith
impl
emen
tatio
n su
ppor
t
pro
vide
5
info
rmal
se
ttlem
ents
pr
ojec
ts w
ith
impl
emen
tatio
n su
ppor
t
pro
vide
5
info
rmal
se
ttlem
ents
pr
ojec
ts w
ith
impl
emen
tatio
n su
ppor
t
pro
vide
5
info
rmal
se
ttlem
ents
pr
ojec
ts w
ith
impl
emen
tatio
n su
ppor
tPr
ogra
mm
e3B
.4p
rovi
de
5 in
form
al
settl
emen
ts
proj
ects
with
im
plem
enta
tion
supp
ort
pro
vide
5
info
rmal
se
ttlem
ents
pr
ojec
ts w
ith
impl
emen
tatio
n su
ppor
t
pro
vide
5
info
rmal
se
ttlem
ents
pr
ojec
ts w
ith
impl
emen
tatio
n su
ppor
t
pro
vide
5
info
rmal
se
ttlem
ents
pr
ojec
ts w
ith
impl
emen
tatio
n su
ppor
t
pro
vide
5
info
rmal
se
ttlem
ents
pr
ojec
ts w
ith
impl
emen
tatio
n su
ppor
t
pro
vide
5
info
rmal
se
ttlem
ents
pr
ojec
ts w
ith
impl
emen
tatio
n su
ppor
tPr
ogra
mm
e 3B
.3 5
0 c
atal
ytic
pr
ojec
ts id
entifi
ed
50 c
atal
ytic
pr
ojec
ts id
entifi
ed
and
asse
ssed
50 c
atal
ytic
pr
ojec
ts
man
aged
for
impl
emen
tatio
n
50 c
atal
ytic
pr
ojec
ts
man
aged
for
impl
emen
tatio
n
50 c
atal
ytic
pr
ojec
ts
man
aged
for
impl
emen
tatio
n
50 c
atal
ytic
pr
ojec
ts
man
aged
for
impl
emen
tatio
n
num
ber o
f pr
ovin
ces
prov
ided
with
ca
paci
ty a
nd
impl
emen
tatio
n su
ppor
t as
per
Mto
ps
and
busi
ness
pla
ns
Prog
ram
me
3C.1
9 pr
ovin
ces
prov
ided
with
ca
paci
ty s
uppo
rt as
per
Mto
ps
and
busi
ness
pl
ans
9 pr
ovin
ces
prov
ided
with
ca
paci
ty
supp
ort
as p
er M
top
s an
d bu
sine
ss
plan
s
9 pr
ovin
ces
prov
ided
with
im
plem
enta
tion
su
ppor
t and
re
gion
al
coor
dina
tion
as
per M
top
s an
d bu
sine
ss p
lans
9 pr
ovin
ces
prov
ided
with
im
plem
enta
tion
su
ppor
t and
re
gion
al
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dina
tion
as
per M
top
s an
d bu
sine
ss p
lans
9 pr
ovin
ces
prov
ided
with
im
plem
enta
tion
supp
ort a
nd
regi
onal
co
ordi
natio
n as
pe
r Mto
ps
and
busi
ness
pla
ns
9 pr
ovin
ces
prov
ided
with
im
plem
enta
tion
supp
ort a
nd
regi
onal
co
ordi
natio
n as
pe
r Mto
ps
and
busi
ness
pla
nsn
umbe
r of
hous
ing
units
and
se
rvic
ed s
ites
prov
ided
as
part
of p
rogr
amm
e an
d pr
ojec
t im
plem
enta
tion
supp
ort
Prog
ram
me
4a5
203
Ser
vice
d S
ites
10 1
47
Ser
vice
d S
ites
11 9
83
Ser
vice
d S
ites
12 9
41S
ervi
ced
Site
s13
976
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ervi
ced
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s15
094
S
ervi
ced
Site
s
6 51
8 h
ousi
ng u
nits
11 7
54
hou
sing
uni
ts10
951
h
ousi
ng u
nits
11 8
27
hou
sing
uni
ts12
771
h
ousi
ng u
nits
13 7
95
hou
sing
uni
ts
7. M
acro
Per
form
ance
Indi
cato
rs (c
ontin
ues)
Strategic plan 2018-2023 21
HD
A A
ct
Sect
ion
4M
acro
In
dica
tors
Prog
ram
me
Link
ed to
In
dica
tor
Targ
ets
Estim
ates
2017
/18
2018
/19
2019
/20
2020
/21
2021
/22
2022
/23
to fa
cilit
ate
the
trans
form
atio
n of
the
hum
an
Set
tlem
ent
sect
or a
nd
empo
wer
men
t of
pre
viou
sly
disa
dvan
tage
d
1.1
per
cent
age
of b
ee
leve
l 1-4
S
uppo
rted
Prog
ram
me
1c.1
new
bas
elin
e30
%35
%38
%40
%42
%
1.2
per
cent
age
of
be
e s
pend
on
wom
en o
wne
d en
terp
rises
Prog
ram
me
1c.2
new
bas
elin
e20
%25
%28
%30
%32
%
1.3
per
cent
age
of
be
e s
pend
on
yout
h ow
ned
ente
rpris
es
Prog
ram
me
1C.3
new
bas
elin
e10
%15
%18
%20
%25
%
1.4
per
cent
age
of
be
e S
pend
on
per
sons
with
d
isab
ility
Prog
ram
me
1C.4
new
bas
elin
e5%
8%10
%12
%15
%
1.5
per
cent
age
of
be
e s
pend
on
Mili
tary
Vet
eran
s
Prog
ram
me
1C.5
new
bas
elin
e2%
5%8%
10%
12%
7. M
acro
Per
form
ance
Indi
cato
rs (c
ontin
ues)
Strategic plan 2018-2023 22
Indi
cato
rPr
ogra
mm
ePr
evio
us 3
Yea
rsC
urre
ntPr
ojec
ted
Proj
ecte
dPr
ojec
ted
2013
/14
2014
/15
2015
/16
2016
/17
2017
/18
2018
/19
2019
/20
org
anis
atio
nal
effe
ctiv
enes
s an
d fin
anci
al
sust
aina
bilit
y
adm
inis
tratio
nU
nqua
lified
aud
it an
d ef
fect
ive
syst
ems
-
Unq
ualifi
ed a
udit
and
effe
ctiv
e sy
stem
s
Unq
ualifi
ed a
udit
and
effe
ctiv
e sy
stem
s -
Unq
ualifi
ed a
udit
and
effe
ctiv
e sy
stem
s
Unq
ualifi
ed a
udit
and
effe
ctiv
e sy
stem
s
- Unq
ualifi
ed
audi
t and
ef
fect
ive
syst
ems
- Unq
ualifi
ed
audi
t and
ef
fect
ive
syst
ems
per
cent
age
achi
evem
ent
of n
atio
nal
sect
or-w
ide
land
as
sem
bly
stra
tegy
im
plem
enta
tion
pla
n
Spa
tial
info
rmat
ion
and
ana
lysi
s
-M
aste
r Spa
tial
pla
n de
velo
ped
land
stra
tegy
de
velo
ped
and
appr
oved
by
hd
a b
oard
MS
p m
aint
aine
dM
Sp
mai
ntai
ned
MS
p m
aint
aine
dM
Sp
mai
ntai
ned
num
ber o
f prio
rity
dev
elop
men
t A
reas
Iden
tified
(p
hd
a)
Spa
tial
info
rmat
ion
and
ana
lysi
s
3-
Iden
tified
117
in
vest
men
t po
tent
ial a
reas
Refi
ne
inve
stm
ent
pote
ntia
l with
fu
ture
urb
an
grow
th a
naly
sis
Refi
ne
inve
stm
ent
pote
ntia
l pla
nnin
g in
stru
men
ts
Refi
ne
inve
stm
ent
pote
ntia
l pl
anni
ng
inst
rum
ents
Refi
ne
inve
stm
ent
pote
ntia
l pla
nnin
g in
stru
men
ts
num
ber o
f he
ctar
es o
f w
ell-l
ocat
ed la
nd
(targ
etin
g po
or
and
mid
dle-
inco
me
hous
ehol
ds)
bui
lt e
nviro
nmen
t im
plem
enta
tion
42
50 h
ecta
res
2500
hec
tare
s30
00 h
ecta
res
3000
hec
tare
s30
00 h
ecta
res
2000
hec
tare
s20
00 h
ecta
res
num
ber o
f ig
r p
roto
cols
es
tabl
ishe
d an
d im
plem
ente
d
Stra
tegi
c su
ppor
t, o
rgan
isat
iona
l ef
fect
iven
ess
and
stak
ehol
der
enga
gem
ent
(So
S)
99
99
17
impl
emen
tatio
n p
roto
cols
17
impl
emen
tatio
n p
roto
cols
17
impl
emen
tatio
n p
roto
cols
Not
e: C
atal
ytic
pro
ject
s im
plem
ente
d im
plie
s th
at t
he H
DA
will
ens
ure
the
proj
ects
are
ide
ntifi
ed,
asse
ssed
and
whe
re p
roje
cts
are
sele
cted
for
im
plem
enta
tion,
the
HD
A w
ill ta
ke re
spon
sibi
lity
for m
anag
ing
the
impl
emen
tatio
n of
suc
h pr
ojec
ts. T
he 5
0 ca
taly
tic p
roje
cts
refe
rred
to a
bove
, is
over
th
e pe
riod
of th
e M
TSF,
how
ever
, 20
proj
ects
per
fina
ncia
l yea
r sta
rtin
g 20
18/1
9 w
ill b
e m
anag
ed fo
r im
plem
enta
tion,
resu
lting
in 1
00 p
roje
cts
man
aged
fo
r im
plem
enta
tion
by th
e en
d 20
21/2
3.
Set
out
bel
ow a
re th
e h
da’
s m
acro
indi
cato
rs s
how
ing
the
age
ncy’
s au
dite
d pe
rform
ance
ove
r th
e pr
evio
us th
ree
year
s, th
e cu
rren
t yea
r an
d th
e an
ticip
ated
in
dica
tors
for t
he M
teF
perio
d in
com
plia
nce
with
the
nat
iona
l tre
asur
y Fr
amew
ork
for S
trate
gic
pla
ns a
nd a
nnua
l per
form
ance
pla
ns.
Strategic plan 2018-2023 23
Indi
cato
rPr
ogra
mm
ePr
evio
us 3
Yea
rsC
urre
ntPr
ojec
ted
Proj
ecte
dPr
ojec
ted
2013
/14
2014
/15
2015
/16
2016
/17
2017
/18
2018
/19
2019
/20
num
ber
cata
lytic
pro
ject
s pr
ovid
ed w
ith
impl
emen
tatio
n su
ppor
t and
/or
over
sigh
t as
per
busi
ness
pla
ns
nat
iona
l p
rogr
amm
e d
esig
n an
d M
anag
emen
t
50 c
atal
ytic
pr
ojec
ts
iden
tified
and
re
com
men
ded
follo
win
g ad
judi
catio
n.
5 pr
ojec
ts
prep
ared
for
impl
emen
ted
(pla
y pr
ojec
t M
anag
emen
t ro
le fo
r app
rove
d ca
taly
tic p
roje
cts)
10 p
roje
cts
impl
emen
ted
in li
ne w
ith th
e ta
rget
s in
the
bus
ines
s p
lans
(n
ot c
umul
ativ
e)p
lay
proj
ect
Man
agem
ent
role
for a
ppro
ved
cata
lytic
pro
ject
s
15 p
roje
cts
impl
emen
ted
in li
ne w
ith th
e ta
rget
s in
the
bus
ines
s p
lans
(n
ot c
umul
ativ
e)p
lay
proj
ect
Man
agem
ent
role
for a
ppro
ved
cata
lytic
pro
ject
s
20 p
roje
cts
impl
emen
ted
in li
ne w
ith th
e ta
rget
s in
the
bus
ines
s p
lans
(n
ot c
umul
ativ
e)p
lay
proj
ect
Man
agem
ent
role
for a
ppro
ved
cata
lytic
pro
ject
sn
umbe
r of
prov
ince
s su
ppor
ted
reg
iona
l c
oord
inat
ion
and
hum
an
Set
tlem
ents
im
plem
enta
tion
Sup
port
Ser
vice
sr
egio
n a
, b &
c
-7
99
99
9
num
ber o
f na
tiona
l prio
rity
prog
ram
mes
pr
ovid
ed w
ith
over
sigh
t and
im
plem
enta
tion
supp
ort (
Min
ing
tow
ns, c
atal
ytic
pr
ojec
ts, n
uS
p)
nat
iona
l p
rogr
amm
e de
sign
and
M
anag
emen
t
33
34
4
(con
tinue
s)
Strategic plan 2018-2023 24
Prog
ram
me
1A:
Offi
ce o
f the
CE
O
Stra
tegi
c G
oal:
Enh
ance
effi
cien
cy a
nd e
ffect
iven
ess
of th
e or
gani
zatio
nM
TEF
Targ
ets
Stra
tegi
c O
bjec
tive
Key
Act
iviti
esIn
dica
tor
Num
ber
Perf
orm
ance
M
easu
re/
Indi
cato
r
2017
/18
Targ
et
(Bas
elin
e)
2018
/19
Targ
et20
19/2
0Ta
rget
2020
/21
Targ
et20
21/2
2Ta
rget
2022
/23
Targ
et
to p
rovi
de
stra
tegi
c le
ader
ship
and
su
ppor
t in
the
impl
emen
tatio
n of
h
da
man
date
dev
elop
and
im
plem
ent
a p
roje
ct
Man
agem
ent
Offi
ce
1A.1
dat
e fo
r the
es
tabl
ishm
ent
of p
roje
ct
Man
agem
ent
Offi
ce (P
MO
)
new
bas
elin
ep
Mo
es
tabl
ishe
d by
31s
t M
arch
201
9
pM
o fu
nctio
nal
pM
o
func
tiona
lp
Mo
fu
nctio
nal
pM
o fu
nctio
nal
Prog
ram
me
1B:
Fina
nce
Stra
tegi
c G
oal:
Enh
ance
effi
cien
cy a
nd e
ffect
iven
ess
of th
e or
gani
zatio
nM
TEF
Targ
ets
Stra
tegi
c O
bjec
tive
Key
Act
iviti
esIn
dica
tor
Num
ber
Perf
orm
ance
M
easu
re/
Indi
cato
r
Bas
elin
e20
17/1
820
18/1
9Ta
rget
2019
/20
Targ
et20
20/2
1 Ta
rget
2021
/22
Targ
et20
22/2
3Ta
rget
to e
nsur
e th
at th
e H
DA
is fi
nanc
ially
su
stai
nabl
e ov
er
the
perio
d of
the
Mte
F
dev
elop
and
im
plem
ent a
co
mpr
ehen
sive
fin
anci
al
mod
elin
g fo
r lo
ng te
rm
sust
aina
bilit
y of
h
da
1B.1
Fina
ncia
l m
odel
ling
deve
lope
d an
d im
plem
ente
d
Fina
ncia
l m
odel
ling
deve
lope
d an
d ap
prov
ed
Fina
ncia
l m
odel
ling
de
velo
ped
and
appr
oved
Fina
ncia
l m
odel
ling
impl
emen
ted
Fina
ncia
l m
odel
ling
impl
emen
ted
Fina
ncia
l m
odel
ling
impl
emen
ted
Fina
ncia
l m
odel
ling
impl
emen
ted
8. P
erfo
rman
ce P
lans
th
e st
rate
gic
goal
and
obj
ectiv
es, k
ey a
ctiv
ities
and
targ
ets
per s
ub-p
rogr
amm
e ar
ea s
et o
ut b
elow
.
8.1.
MTE
F Ta
rget
s: S
ub P
rogr
amm
e: O
ffice
of t
he C
EO
8.2.
MTE
F ta
rget
s: S
ub P
rogr
amm
e: F
inan
ce
Strategic plan 2018-2023 25
Prog
ram
me
1B:
Fina
nce
Stra
tegi
c G
oal:
Enh
ance
effi
cien
cy a
nd e
ffect
iven
ess
of th
e or
gani
zatio
nM
TEF
Targ
ets
Stra
tegi
c O
bjec
tive
Key
Act
iviti
esIn
dica
tor
Num
ber
Perf
orm
ance
M
easu
re/
Indi
cato
r
Bas
elin
e20
17/1
820
18/1
9Ta
rget
2019
/20
Targ
et20
20/2
1 Ta
rget
2021
/22
Targ
et20
22/2
3Ta
rget
to im
plem
ent
effe
ctiv
e sy
stem
s to
man
age
finan
ce, b
udge
ts
and
perfo
rman
ce
man
agem
ent
com
plia
nce,
and
ris
k m
anag
emen
t an
d co
mpl
ianc
e
dev
elop
and
mon
itor
impl
emen
tatio
n of
sy
stem
s to
man
age
finan
ce, b
udge
ts
and
perfo
rman
ce
man
agem
ent,
Sc
M a
nd ri
sk
man
agem
ent
com
plia
nce
1B.2
Unq
ualifi
ed
finan
cial
aud
it op
inio
n on
th
e fin
anci
al
stat
emen
ts
obta
ined
from
ex
tern
al a
udito
rs
Unq
ualifi
ed
finan
cial
au
dit r
epor
t fo
r 201
7/18
fro
m e
xter
nal
audi
tors
pu
blis
hed
by
30 a
ugus
t 20
19
Unq
ualifi
ed
finan
cial
au
dit r
epor
t fo
r 201
7/18
fro
m e
xter
nal
audi
tors
pu
blis
hed
by
30 a
ugus
t 20
19
Unq
ualifi
ed
finan
cial
aud
it re
port
for
2018
/19
from
ex
tern
al a
udito
rs
publ
ishe
d by
30
aug
ust 2
020
Unq
ualifi
ed
finan
cial
au
dit r
epor
t fo
r 201
9/20
fro
m e
xter
nal
audi
tors
pu
blis
hed
by
30 a
ugus
t 20
21
Unq
ualifi
ed
finan
cial
au
dit r
epor
t fo
r 202
0/21
fro
m e
xter
nal
audi
tors
pu
blis
hed
by
30 a
ugus
t 20
22
Unq
ualifi
ed
finan
cial
au
dit r
epor
t fo
r 202
1/22
fro
m e
xter
nal
audi
tors
pu
blis
hed
by 3
0 a
ugus
t 202
3
to fa
cilit
ate
the
trans
form
atio
n of
the
hum
an
Set
tlem
ent
sect
or a
nd
empo
wer
men
t of
pre
viou
sly
disa
dvan
tage
d
dev
elop
and
sig
n tra
nsfo
rmat
ion
and
empo
wer
men
t ag
reem
ents
to
trans
form
the
hum
an S
ettle
men
t S
ecto
r
1C.1
% o
f be
e le
vel
1-4
Sup
porte
dn
ew b
asel
ine
30%
35%
38%
40%
42%
1C.2
% o
f be
e
spen
d on
w
omen
ow
ned
ente
rpris
es
supp
orte
d
new
bas
elin
e20
%25
%28
%30
%32
%
1C.3
% o
f be
e s
pend
on
you
th o
wne
d en
terp
rises
su
ppor
ted
new
bas
elin
e10
%15
%18
%20
%25
%
8.2.
MTE
F ta
rget
s: S
ub P
rogr
amm
e: F
inan
ce (c
ontin
ues)
Strategic plan 2018-2023 26
Prog
ram
me
1B:
Fina
nce
Stra
tegi
c G
oal:
Enh
ance
effi
cien
cy a
nd e
ffect
iven
ess
of th
e or
gani
zatio
nM
TEF
Targ
ets
Stra
tegi
c O
bjec
tive
Key
Act
iviti
esIn
dica
tor
Num
ber
Perf
orm
ance
M
easu
re/
Indi
cato
r
Bas
elin
e20
17/1
820
18/1
9Ta
rget
2019
/20
Targ
et20
20/2
1 Ta
rget
2021
/22
Targ
et20
22/2
3Ta
rget
1C.4
% o
f be
e S
pend
on
per
sons
w
ith d
isab
ility
S
uppo
rted
new
bas
elin
e5%
8%10
%12
%15
%
1C.5
% o
f be
e s
pend
on
Mili
tary
Ve
tera
ns
Sup
porte
d
new
bas
elin
e2%
5%8%
10%
12%
Prog
ram
me
1C:
cor
pora
te S
uppo
rt St
rate
gic
Goa
l: E
nhan
ce e
ffici
ency
and
effe
ctiv
enes
s of
the
orga
niza
tion
MTE
F Ta
rget
s
Stra
tegi
c O
bjec
tive
Key
A
ctiv
ities
Num
ber
Perf
orm
ance
M
easu
re/
Indi
cato
r
2016
/17
Targ
et(B
asel
ine)
2017
/18
Targ
et20
18/1
9 Ta
rget
2019
/20
Targ
et20
20/2
1Ta
rget
2021
/22
Targ
et
to e
nsur
e th
at th
e or
gani
satio
nal
stru
ctur
e is
ap
prov
ed a
nd
impl
emen
ted.
dev
elop
, fin
aliz
e an
d ap
prov
e th
e or
gani
zatio
nal
stru
ctur
e.
1D.1
org
aniz
atio
nal
stru
ctur
e de
velo
ped
and
appr
oved
.
org
aniz
atio
nal
Stru
ctur
e de
velo
ped
and
appr
oved
.
new
or
gani
zatio
nal
stru
ctur
e fu
lly
impl
emen
ted.
new
or
gani
satio
nal
stru
ctur
e fu
lly
impl
emen
ted.
org
anis
atio
nal
stru
ctur
e fu
lly
oper
atio
nal.
org
anis
atio
nal
stru
ctur
e fu
lly
oper
atio
nal.
org
anis
atio
nal
stru
ctur
e re
vise
d,
appr
oved
and
im
plem
ente
d.
8.3.
M
TEF
Targ
ets:
Sub
Pro
gram
me
Cor
pora
te S
ervi
ces
8.2.
MTE
F ta
rget
s: S
ub P
rogr
amm
e: F
inan
ce (c
ontin
ues)
Strategic plan 2018-2023 27
Prog
ram
me
1D:
Stra
tegi
c o
rgan
izat
iona
l per
form
ance
St
rate
gic
Goa
l: E
nhan
ce e
ffici
ency
and
effe
ctiv
enes
s of
the
orga
niza
tion
MTE
F Ta
rget
s
Stra
tegi
c O
bjec
tive
Key
A
ctiv
ities
Indi
cato
rN
umbe
rPe
rfor
man
ce
Mea
sure
/In
dica
tor
2017
/18
Targ
et(B
asel
ine)
2018
/19
Targ
et20
19/2
0Ta
rget
2020
/21
Targ
et20
21/2
2Ta
rget
2022
/23
Targ
et
dev
elop
and
im
plem
ent
ann
ual
per
form
ance
p
lan
to b
e ap
prov
ed b
y th
e b
oard
an
d n
doh
S
annu
ally
1D.1
dat
e fo
r the
a
ppro
val o
f ap
p an
d S
trate
gic
pla
n by
the
boa
rd
ap
p c
ompl
eted
an
d ap
prov
ed
by e
nd j
anua
ry
ap
p an
d S
trate
gic
pla
n ap
prov
ed b
y 31
st j
anua
ry
ap
p an
d S
trate
gic
pla
n ap
prov
ed b
y 31
st j
anua
ry
ap
p an
d S
trate
gic
pla
n ap
prov
ed b
y 31
st j
anua
ry
ap
p an
d S
trate
gic
pla
n ap
prov
ed b
y 31
st j
anua
ry
ap
p an
d S
trate
gic
pla
n ap
prov
ed b
y 31
st j
anua
ry
Prog
ram
me
1e:
Mar
ketin
g c
omm
unic
atio
n an
d S
ir
Stra
tegi
c G
oal:
Enh
ance
effi
cien
cy a
nd e
ffect
iven
ess
of th
e or
gani
satio
nM
TEF
Targ
ets
Stra
tegi
c O
bjec
tive
Key
Act
iviti
esIn
dica
tor
Num
ber
Perf
orm
ance
M
easu
re/
Indi
cato
r
2017
/18
Targ
et(B
asel
ine)
2018
/19
Targ
et20
19/2
0Ta
rget
2020
/21
Targ
et20
21/2
2Ta
rget
2022
/23
Targ
et
to e
nsur
e h
da’
s ne
w
man
date
and
pr
ogra
mm
es
are
effe
ctiv
ely
com
mun
icat
ed
and
mar
kete
d to
al
l sta
keho
lder
s an
d th
e pu
blic
impl
emen
t th
e ap
prov
ed
com
mun
icat
ion
and
Mar
ketin
g p
lan
1E.1
per
cent
age
impl
emen
tatio
n of
the
app
rove
d im
plem
enta
tion
pla
n
all
plan
ned
activ
ities
un
derta
ken
100%
im
plem
ent
the
appr
oved
c
omm
unic
atio
n an
d M
arke
ting
pla
n
i00%
im
plem
ent
the
appr
oved
c
omm
unic
atio
n an
d M
arke
ting
rev
iew
, a
ppro
val a
nd
impl
emen
tatio
n of
the
com
mun
icat
ions
&
Mar
ketin
g S
trate
gy a
nd
com
ms
pla
n
impl
emen
tatio
n of
the
revi
ewed
c
omm
unic
atio
ns&
M
arke
ting
Stra
tegy
and
im
plem
enta
tion
pla
n
impl
emen
tatio
n of
the
revi
ewed
c
omm
unic
atio
ns
& M
arke
ting
Stra
tegy
and
im
plem
enta
tion
pla
n
8.4.
201
8 / 2
019
MTE
F Ta
rget
s: S
ub P
rogr
amm
e St
rate
gic
Org
aniz
atio
nal P
erfo
rman
ce
8.5.
201
8 / 2
019
MTE
F Ta
rget
s: S
ub P
rogr
amm
e M
arke
ting
and
Com
mun
icat
ions
Prog
ram
me
2A :
land
Man
agem
ent
Stra
tegi
c G
oal:
pro
mot
e in
tegr
ated
spa
tial p
lann
ing
and
sust
aina
ble
land
de
velo
pmen
tM
TEF
Targ
ets
Stra
tegi
c O
bjec
tive
Key
Act
iviti
esN
umbe
rPe
rfor
man
ce
Mea
sure
/Indi
cato
r20
17/1
8 Ta
rget
(Bas
elin
e)
2018
/19
Targ
et20
19/2
0Ta
rget
2020
/21
Targ
et20
21/2
2Ta
rget
2022
/23
Targ
et
iden
tify,
hol
d, a
cqui
re,
deve
lop,
rele
ase
stat
e, c
omm
unal
and
pr
ivat
ely
owne
d la
nd
for t
he re
side
ntia
l and
co
mm
unity
pur
pose
s an
d fo
r the
cre
atio
n of
sus
tain
able
hum
an
settl
emen
ts
iden
tify
and
acqu
ire la
nd fo
r hu
man
set
tlem
ent
deve
lopm
ents
2A.1
num
ber o
f hec
tare
s
wel
l loc
ated
land
id
entifi
ed f
or
hum
an s
ettle
men
t de
velo
pmen
t
030
0030
0030
0030
0030
00
2A.2
num
ber o
f hec
tare
s of
wel
l-loc
ated
land
(ta
rget
ing
poor
an
d m
iddl
e in
com
e ho
useh
olds
) acq
uire
d or
rele
ased
2500
2000
3000
3000
2000
2000
2A.3
num
ber o
f wel
l-loc
ated
la
nd a
cqui
red
by th
e h
ousi
ng d
evel
opm
ent
age
ncy
010
0010
0010
0010
0010
00
2A.4
num
ber o
f par
cels
of
land
faci
litat
ed fo
r re
zoni
ng
new
ba
selin
e5
par
cels
faci
litat
ed fo
r re
zoni
ng5
par
cels
fa
cilit
ated
fo
r re
zoni
ng
5 p
arce
ls
faci
litat
ed
for
rezo
ning
5 p
arce
ls
faci
litat
ed
for
rezo
ning
5 p
arce
ls
faci
litat
ed
for
rezo
ning
pac
kagi
ng
Iden
tified
p
roje
cts
for
deve
lopm
ent
2A.5
num
ber o
f pro
ject
s pa
ckag
ed fo
r de
velo
pmen
t
new
b
asel
ine
5 p
roje
cts
5 p
roje
cts
5 p
roje
cts
5 p
roje
cts
5 p
roje
cts
Iden
tifica
tion
of
stat
e la
nd2A
.6d
ate
of a
ppro
val
of in
ter-
min
iste
rial
agre
emen
t on
rele
ase
of s
tate
land
new
b
asel
ine
app
rove
d in
ter-
min
iste
rial
agre
emen
t on
the
rele
ase
of s
tate
land
by
31st
M
arch
201
9
Strategic plan 2018-2023 28
8.6.
Str
ateg
ic o
bjec
tives
and
key
act
iviti
es: P
rogr
amm
e 2:
Lan
d M
anag
emen
t and
Bui
lt En
viro
nmen
t
Strategic plan 2018-2023 29
Prog
ram
me
3A: n
atio
nal t
echn
ical
ass
ista
nce
St
rate
gic
Goa
l: a
ccel
erat
e th
e de
liver
y of
resi
lient
, int
egra
ted
and
sust
aina
ble
hum
an s
ettle
men
tsM
TEF
Targ
ets
Stra
tegi
c O
bjec
tive
Key
Act
iviti
esN
umbe
rPe
rfor
man
ce
Mea
sure
/In
dica
tor
2017
/18
Targ
et(B
asel
ine)
2018
/19
Targ
et20
19/2
0Ta
rget
2020
/21
Targ
et20
21/2
2Ta
rget
2022
/23
Targ
et
pro
ject
Man
age
hous
ing
deve
lopm
ent
serv
ices
for
the
purp
oses
of
the
crea
tion
of s
usta
inab
le
hum
an
settl
emen
ts
pro
vide
te
chni
cal
supp
ort s
ervi
ces
to p
rogr
amm
e 3
with
in a
gree
d tim
e fra
mes
and
co
sts
3A.1
% o
f req
uest
s re
spon
ded
with
in a
gree
d tim
efra
mes
and
co
sts
100%
of
requ
ests
re
spon
ded
to
with
in a
gree
d tim
e fra
mes
an
d co
sts
100%
of r
eque
sts
resp
onde
d to
with
in
agre
ed ti
me
fram
es
and
cost
s
100%
of
requ
ests
re
spon
ded
to w
ithin
ag
reed
tim
e fra
mes
and
co
sts
100%
of
requ
ests
re
spon
ded
to
with
in a
gree
d tim
e fra
mes
an
d co
sts
100%
of
requ
ests
re
spon
ded
to
with
in a
gree
d tim
e fra
mes
an
d co
sts
100%
of
requ
ests
re
spon
ded
to
with
in a
gree
d tim
e fra
mes
an
d co
sts
Prog
ram
me
3B: n
atio
nal p
rogr
amm
e d
esig
n an
d M
anag
emen
t
Stra
tegi
c G
oal:
acc
eler
ate
the
deliv
ery
of re
silie
nt, i
nteg
rate
d an
d su
stai
nabl
e hu
man
set
tlem
ents
MTE
F Ta
rget
s
Stra
tegi
c O
bjec
tive
Key
Act
iviti
esN
umbe
rPe
rfor
man
ce
Mea
sure
/In
dica
tor
2017
/18
Targ
et(B
asel
ine)
2018
/19
Targ
et20
19/2
0Ta
rget
2020
/21
Targ
et20
21/2
2Ta
rget
2022
/23
Targ
et
pro
ject
Man
age
hous
ing
deve
lopm
ent
serv
ices
for
the
purp
oses
of
the
crea
tion
of s
usta
inab
le
hum
an
settl
emen
ts
dev
elop
, im
plem
ent
and
mon
itor
the
bus
ines
s p
lan
for p
riorit
y pr
ojec
ts
3B.1
num
ber
of p
riorit
y pr
ogra
mm
es
and
proj
ects
im
plem
ente
d
3 pr
ogra
mm
esm
anag
ed fo
r im
plem
enta
tion
incl
udin
g ca
taly
tic
proj
ects
, min
ing
tow
ns a
nd n
uS
p im
plem
ente
d
3 pr
ogra
mm
esm
anag
ed fo
r im
plem
enta
tion
incl
udin
g ca
taly
tic
proj
ects
, min
ing
tow
ns a
nd n
uS
p im
plem
ente
d
3 pr
ogra
mm
es
incl
udin
g ca
taly
tic
proj
ects
, m
inin
g to
wns
an
d n
uS
p im
plem
ente
d
3 pr
ogra
mm
es
incl
udin
g ca
taly
tic
proj
ects
, m
inin
g to
wns
an
d n
uS
p im
plem
ente
d
3 pr
ogra
mm
es
incl
udin
g ca
taly
tic
proj
ects
, m
inin
g to
wns
an
d n
uS
p im
plem
ente
d
3 pr
ogra
mm
es
incl
udin
g ca
taly
tic
proj
ects
, m
inin
g to
wns
an
d n
uS
p im
plem
ente
d
2018
/ 20
19 M
TEF
Targ
ets:
Pro
gram
me:
3
8.7.
201
8 / 2
019
MTE
F Ta
rget
s: S
ub P
rogr
amm
e: N
atio
nal T
echn
ical
Ass
ista
nce
8.8.
201
8 / 2
019
MTE
F Ta
rget
s: S
ub-P
rogr
amm
e N
atio
nal P
rogr
amm
e D
esig
n an
d M
anag
emen
t
Prog
ram
me
3B: a
tiona
l pro
gram
me
des
ign
and
Man
agem
ent
St
rate
gic
Goa
l: a
ccel
erat
e th
e de
liver
y of
resi
lient
, int
egra
ted
and
sust
aina
ble
hum
an s
ettle
men
tsM
TEF
Targ
ets
Stra
tegi
c O
bjec
tive
Key
A
ctiv
ities
Num
ber
Perf
orm
ance
M
easu
re/
Indi
cato
r
2017
/18
Targ
et(B
asel
ine)
2018
/19
Targ
et20
19/2
0Ta
rget
2020
/21
Targ
et20
21/2
2Ta
rget
2022
/23
Targ
et
pro
vide
S
uppo
rt fo
r im
plem
enta
tion
of n
atio
nal
upg
radi
ng
of i
nfor
mal
S
ettle
men
ts
pro
gram
me
3B.2
num
ber o
f in
form
al
settl
emen
ts
prov
ided
with
im
plem
enta
tion
supp
ort
5 pr
ojec
t pr
ovid
ed w
ith
impl
emen
tatio
n su
ppor
t
5 pr
ojec
t pr
ovid
ed w
ith
impl
emen
tatio
n su
ppor
t
5 p
roje
cts
pro
vide
d w
ith
impl
emen
tatio
n su
ppor
t
5 p
roje
cts
pro
vide
d w
ith
impl
emen
tatio
n su
ppor
t
5 p
roje
cts
pro
vide
d w
ith
impl
emen
tatio
n S
uppo
rt
5 p
roje
cts
pro
vide
d w
ith
impl
emen
tatio
n S
uppo
rt
impl
emen
tatio
n of
cat
alyt
ic
proj
ects
3B.3
num
ber o
f pr
ojec
ts id
entifi
ed
and
impl
emen
ted
10 p
roje
cts
sele
cted
50 p
roje
ct
revi
ewed
50 c
atal
ytic
pr
ojec
ts
impl
emen
ted
3 ca
taly
tic
proj
ects
de
velo
pmen
t st
atus
gra
duat
ed
from
ince
ptio
n st
age
to
plan
ning
sta
ge
5 c
atal
ytic
pr
ojec
ts
deve
lopm
ent
stat
us g
radu
ated
fro
m p
lann
ing
stag
e to
im
plem
enta
tion
stag
e
50 c
atal
ytic
pr
ojec
ts
impl
emen
ted
3 ca
taly
tic
proj
ects
de
velo
pmen
t st
atus
gr
adua
ted
from
in
cept
ion
stag
e to
pla
nnin
g st
age
5 c
atal
ytic
pr
ojec
ts
deve
lopm
ent
stat
us
grad
uate
d fro
m p
lann
ing
stag
e to
im
plem
enta
tion
stag
e
50 c
atal
ytic
pr
ojec
ts
impl
emen
ted
3 ca
taly
tic
proj
ects
de
velo
pmen
t st
atus
gr
adua
ted
from
in
cept
ion
stag
e to
pla
nnin
g st
age.
7 c
atal
ytic
pr
ojec
ts
deve
lopm
ent
stat
us
grad
uate
d fro
m p
lann
ing
stag
e to
im
plem
enta
tion
stag
e.
50 c
atal
ytic
pr
ojec
ts
impl
emen
ted
7 c
atal
ytic
pr
ojec
ts
deve
lopm
ent
stat
us
grad
uate
d fro
m p
lann
ing
stag
e to
im
plem
enta
tion
stag
e.
50 c
atal
ytic
pr
ojec
ts
impl
emen
ted
7 c
atal
ytic
pr
ojec
ts
deve
lopm
ent
stat
us
grad
uate
d fro
m p
lann
ing
stag
e to
im
plem
enta
tion
stag
e.
inte
rven
tion
in 2
2 m
inin
g to
wns
3B.4
num
ber o
f te
chni
cal
and
impl
emen
tatio
n su
ppor
t pr
ovid
ed to
m
inin
g to
wns
2222
2222
2222
Strategic plan 2018-2023 30
8.8.
201
8 / 2
019
MTE
F Ta
rget
s: S
ub-P
rogr
amm
e N
atio
nal P
rogr
amm
e D
esig
n an
d M
anag
emen
t (C
ontin
ues)
Prog
ram
me
3B: a
tiona
l pro
gram
me
des
ign
and
Man
agem
ent
Stra
tegi
c G
oal:
acc
eler
ate
the
deliv
ery
of re
silie
nt, i
nteg
rate
d an
d su
stai
nabl
e hu
man
set
tlem
ents
MTE
F Ta
rget
s
Stra
tegi
c O
bjec
tive
Key
A
ctiv
ities
Num
ber
Perf
orm
ance
M
easu
re/
Indi
cato
r
2017
/18
Targ
et(B
asel
ine)
2018
/19
Targ
et20
19/2
0Ta
rget
2020
/21
Targ
et20
21/2
2Ta
rget
2022
/23
Targ
et
inte
rven
tion
in 1
2 la
bour
se
ndin
g ar
eas
in th
e e
aste
rn
cap
e
3B.5
Stra
tegy
for
labo
ur s
endi
ng
area
s in
the
eas
tern
cap
e
and
kw
azul
u n
atal
dev
elop
ed a
nd
impl
emen
ted
Stra
tegy
for
5 la
bour
sen
ding
ar
eas
in th
e k
waz
ulu
nat
al
area
co
mpl
eted
Stra
tegy
for
7 la
bour
sen
ding
ar
eas
in th
e e
aste
rn c
ape
deve
lope
d
impl
emen
tatio
n ov
ersi
ght
impl
emen
tatio
n ov
ersi
ght
impl
emen
tatio
n ov
ersi
ght
impl
emen
tatio
n ov
ersi
ght
Prog
ram
me
3C: r
egio
nal c
oord
inat
ion
and
hum
an S
ettle
men
ts
impl
emen
tatio
n S
uppo
rt S
ervi
ces
Stra
tegi
c G
oal:
acc
eler
ate
deliv
ery
of re
silie
nt, i
nteg
rate
d an
d su
stai
nabl
e hu
man
set
tlem
ents
MTE
F Ta
rget
s
Stra
tegi
c O
bjec
tive
Key
Act
iviti
esN
umbe
rPe
rfor
man
ce
Mea
sure
/In
dica
tor
2017
/18
Targ
et(B
asel
ine)
2018
/19
Targ
et20
19/2
0Ta
rget
2020
/21
Targ
et20
21/2
2Ta
rget
2022
/23
Targ
et
pro
ject
Man
age
hous
ing
deve
lopm
ent
serv
ices
for
the
purp
oses
of
the
crea
tion
of s
usta
inab
le
hum
an
settl
emen
ts
bui
ld c
apac
ity fo
r im
plem
enta
tion
of h
uman
se
ttlem
ents
pr
ojec
ts
3C.1
num
ber o
f pr
ovin
ces
prov
ided
with
ca
paci
ty s
uppo
rt as
per
Mto
ps
and
busi
ness
pl
ans
3 pr
ovin
ces
prov
ided
w
ith c
apac
ity
supp
ort a
s pe
r M
top
s an
d bu
sine
ss p
lans
9 pr
ovin
ces
prov
ided
with
ca
paci
ty s
uppo
rt as
per
Mto
ps
and
busi
ness
pl
ans
9 pr
ovin
ces
prov
ided
w
ith c
apac
ity
supp
ort a
s pe
r M
top
s an
d bu
sine
ss p
lans
9 pr
ovin
ces
prov
ided
with
ca
paci
ty s
uppo
rt as
per
Mto
ps
and
busi
ness
pl
ans
9 pr
ovin
ces
prov
ided
w
ith c
apac
ity
supp
ort a
s pe
r M
top
s an
d bu
sine
ss p
lans
9 pr
ovin
ces
prov
ided
w
ith c
apac
ity
supp
ort,
as
per M
top
s an
d bu
sine
ss
plan
sd
eliv
er/s
uppo
rt se
rvic
ed la
nds
for h
uman
se
ttlem
ents
3C.2
num
ber
of h
uman
se
ttlem
ents
un
its d
eliv
ered
/su
ppor
ted
6518
hou
sing
un
its90
56 h
ousi
ng
units
9689
hou
sing
un
its10
368
hou
sing
un
its11
093
hou
sing
un
its11
870
h
ousi
ng u
nits
Strategic plan 2018-2023 31
8.8.
201
8 / 2
019
MTE
F Ta
rget
s: S
ub-P
rogr
amm
e N
atio
nal P
rogr
amm
e D
esig
n an
d M
anag
emen
t (C
ontin
ues)
8.8.
201
8 / 2
019
MTE
F Ta
rget
s: S
ub-P
rogr
amm
e N
atio
nal P
rogr
amm
e D
esig
n an
d M
anag
emen
t (C
ontin
ues)
Prog
ram
me
3C: r
egio
nal c
oord
inat
ion
and
hum
an S
ettle
men
ts
impl
emen
tatio
n S
uppo
rt S
ervi
ces
Stra
tegi
c G
oal:
acc
eler
ate
deliv
ery
of re
silie
nt, i
nteg
rate
d an
d su
stai
nabl
e hu
man
set
tlem
ents
MTE
F Ta
rget
s
Stra
tegi
c O
bjec
tive
Key
Act
iviti
esN
umbe
rPe
rfor
man
ce
Mea
sure
/In
dica
tor
2017
/18
Targ
et(B
asel
ine)
2018
/19
Targ
et20
19/2
0Ta
rget
2020
/21
Targ
et20
21/2
2Ta
rget
2022
/23
Targ
et
3C.3
no.
of h
uman
se
ttlem
ents
se
rvic
ed s
ites
deliv
ered
/su
ppor
ted
5203
ser
vice
d si
tes
7282
ser
vice
d si
tes
7791
serv
iced
si
tes
8337
ser
vice
d si
tes
8920
Ser
vice
d si
tes
9545
Ser
vice
d S
ites
Sup
port
pro
vide
d to
cat
alyt
ic
pro
ject
s
3C.4
num
ber o
f h
ousi
ng u
nits
de
liver
ed
in c
atal
ytic
p
roje
cts
new
bas
elin
e79
9 h
ousi
ng
uni
ts87
8 h
ousi
ng
uni
ts97
8 h
ousi
ng
uni
ts10
45 h
ousi
ng
uni
ts11
00 h
ousi
ng
uni
ts
3C.5
num
ber o
f S
ervi
ced
Site
s de
liver
ed in
c
atal
ytic
pro
ject
new
bas
elin
e36
85 S
ervi
ced
Site
s39
42S
ervi
ced
Site
s42
18 S
ervi
ced
Site
s45
14 S
ervi
ced
Site
s48
30 S
ervi
ced
Site
s
Sup
port
p
rovi
ded
to
Min
ing
tow
ns
3C.6
num
ber o
f site
s an
d se
rvic
es in
M
inin
g to
wns
as
sist
ed w
ith
6kM
inst
alla
tion
of b
ulk
sew
er
line
new
bas
elin
e6k
m in
stal
latio
n of
bul
k se
wer
lin
e in
Mad
iben
g
n/a
n/a
n/a
n/a
Sup
port
pro
vide
d to
info
rmal
S
ettle
men
t u
pgra
ding
p
rogr
amm
e
3C.7
num
ber o
f site
s an
d se
rvic
esn
ew b
asel
ine
239
3 S
ervi
ced
Site
s25
60 S
ervi
ced
Site
s27
39 S
ervi
ced
Site
s29
31 S
ervi
ced
Site
s31
36 S
ervi
ced
Site
s
Sup
port
title
dee
ds
rest
orat
ion
prog
ram
me
3C.8
num
ber o
f tit
le d
eeds
fa
cilit
ated
as
part
of to
wns
hip
esta
blis
hmen
t re
gula
rizat
ion
new
bas
elin
e21
00 ti
tle d
eeds
fa
cilit
ated
2310
title
de
eds
assi
sted
2420
title
dee
ds
assi
sted
2560
title
dee
ds
assi
sted
2670
title
de
eds
assi
sted
Strategic plan 2018-2023 32
8.8.
201
8 / 2
019
MTE
F Ta
rget
s: S
ub-P
rogr
amm
e N
atio
nal P
rogr
amm
e D
esig
n an
d M
anag
emen
t (C
ontin
ues)
Prog
ram
me
3C: r
egio
nal c
oord
inat
ion
and
hum
an S
ettle
men
ts
impl
emen
tatio
n S
uppo
rt S
ervi
ces
Stra
tegi
c G
oal:
acc
eler
ate
deliv
ery
of re
silie
nt, i
nteg
rate
d an
d su
stai
nabl
e hu
man
set
tlem
ents
MTE
F Ta
rget
s
Stra
tegi
c O
bjec
tive
Key
Act
iviti
esN
umbe
rPe
rfor
man
ce
Mea
sure
/In
dica
tor
2017
/18
Targ
et(B
asel
ine)
2018
/19
Targ
et20
19/2
0Ta
rget
2020
/21
Targ
et20
21/2
2Ta
rget
2022
/23
Targ
et
pro
ject
Man
age
hous
ing
deve
lopm
ent
serv
ices
for
the
purp
oses
of
the
crea
tion
of s
usta
inab
le
hum
an
settl
emen
ts
impl
emen
tatio
n of
prio
rity
pro
ject
s
3C.9
num
ber o
f pr
iorit
y p
roje
cts
in k
nysn
a as
sist
ed w
ith
the
reha
bilit
atio
n of
fire
dis
aste
r
new
bas
elin
e1
prio
rity
pro
ject
as
sist
ed w
ith la
nd
acqu
isiti
on fo
r th
e re
habi
litat
ion
of fi
re d
isas
ter i
n k
nysn
a
tow
nshi
p e
stab
lishm
ent
tow
nshi
p e
stab
lishm
ent
des
ign
and
tend
erim
plem
enta
tion
num
ber o
f p
riorit
y p
roje
cts
pac
kage
d fo
r th
e d
evel
opm
ent
(Sc
cd
) –
Sou
ther
n c
ape
cor
ridor
(kny
sna
and
bito
u),
3C.1
0n
ew b
asel
ine
new
bas
elin
ela
nd
acq
uisi
tion
for p
acka
ged
p
roje
cts
1 p
roje
ct
pac
kage
d in
clud
ing
the
deve
lopm
ent o
f a
com
preh
ensi
ve
bus
ines
s p
lan,
Fina
ncia
l Mod
el
and
Fun
ding
app
rova
l
land
a
cqui
sitio
n fo
r pac
kage
d
pro
ject
s
tow
nshi
p e
stab
lishm
ent
tow
nshi
p e
stab
lishm
ent
des
ign
and
tend
er
3C.1
1n
umbe
r of
prio
rity
pro
ject
p
acka
ged
for t
he
red
evel
opm
ent
of im
izam
o ye
thu,
wc
new
bas
elin
e1
pro
ject
p
acka
ged
for t
he
rede
velo
pmen
t of
imiz
amo
yeth
u
tow
nshi
p es
tabl
ishm
ent
and
des
ign
and
tend
er
500
site
s50
0 si
tes
uni
ts50
0 un
its
3C.1
2n
umbe
r of
prio
rity
pro
ject
s p
acka
ged
for t
he
red
evel
opm
ent
of d
unca
n Vi
llage
, e
c p
roje
ct
pac
kagi
ng
con
cept
ual
dra
ft p
lan
1 p
riorit
y p
roje
ct
pac
kage
d fo
r the
re
deve
lopm
ent
of d
unca
n vi
llage
incl
udin
g an
app
rove
d c
once
ptua
l pla
nc
ompr
ehen
sive
b
usin
ess
pla
nFi
nanc
ial M
odel
Fund
ing
app
rova
l
land
a
cqui
sitio
nto
wns
hip
est
ablis
hmen
tto
wns
hip
est
ablis
hmen
td
esig
n an
d te
nder
Strategic plan 2018-2023 33
8.8.
201
8 / 2
019
MTE
F Ta
rget
s: S
ub-P
rogr
amm
e N
atio
nal P
rogr
amm
e D
esig
n an
d M
anag
emen
t (C
ontin
ues)
Strategic plan 2018-2023 34
Prog
ram
me
4: S
ir
Stra
tegi
c G
oal:
Enh
ance
effi
cien
cy a
nd e
ffect
iven
ess
of th
e or
gani
satio
nM
TEF
Targ
ets
Stra
tegi
c O
bjec
tive
Key
Act
iviti
esN
umbe
rPe
rfor
man
ce
Mea
sure
/In
dica
tor
2017
/18
Targ
et(B
asel
ine)
2018
/19
Targ
et20
19/2
0Ta
rget
2020
/21
Targ
et20
21/2
2Ta
rget
2022
/23
Targ
et
ens
ure
and
mon
itor t
hat
ther
e is
cen
trally
co
ordi
nate
d pl
anni
ng a
nd
budg
etin
g of
all
infra
stru
ctur
e re
quire
d fo
r hou
sing
de
velo
pmen
t
dev
elop
and
im
plem
ent
Sta
keho
lder
and
in
terg
over
nmen
tal
Stra
tegy
4A.1
% e
ffect
ive
plat
form
s fo
r st
akeh
olde
r m
anag
emen
t es
tabl
ishe
d an
d m
aint
aine
d
100%
effe
ctiv
e p
latfo
rms
for
stak
ehol
der
man
agem
ent
and
mai
ntai
ned
60%
pla
tform
s fo
r sta
keho
lder
m
anag
emen
t es
tabl
ishe
d an
d 40
% m
aint
aine
d
100%
effe
ctiv
e p
latfo
rms
for
stak
ehol
der
man
agem
ent
mai
ntai
ned
100%
effe
ctiv
e p
latfo
rms
for
stak
ehol
der
man
agem
ent
mai
ntai
ned
pla
tform
s an
d fo
rum
s fo
r st
akeh
olde
r m
anag
emen
t es
tabl
ishe
d an
d us
ed to
ad
vanc
e h
da
prog
ram
mes
pla
tform
s an
d fo
rum
s fo
r st
akeh
olde
r m
anag
emen
t es
tabl
ishe
d an
d us
ed to
ad
vanc
e h
da
prog
ram
mes
Prog
ram
me
5: S
patia
l inf
orm
atio
n an
d an
alys
is
Stra
tegi
c G
oal:
pro
mot
e in
tegr
ated
spa
tial p
lann
ing
and
sust
aina
ble
land
de
velo
pmen
tM
TEF
Targ
ets
Stra
tegi
c O
bjec
tive
Key
Act
iviti
esN
umbe
rPe
rfor
man
ce
Mea
sure
/In
dica
tor
2017
/18
Targ
et(B
asel
ine)
2018
/19
Targ
et20
19/2
0Ta
rget
2020
/21
Targ
et20
21/2
2Ta
rget
2022
/23
Targ
et
Mon
itor t
he
prov
isio
n of
all
infra
stru
ctur
e re
quire
d fo
r hou
sing
de
velo
pmen
tM
onito
r the
pr
ovis
ion
of a
ll in
frast
ruct
ure
requ
ired
for h
ousi
ng
deve
lopm
ent
pro
vide
spa
tial
info
rmat
ion
solu
tions
5A.1
% s
uppo
rt pr
ovid
ed w
ithin
th
e ag
reed
tim
e fra
mes
100%
of l
and
parc
els
and
pr
ojec
ts w
ith
inve
stm
ent
pote
ntia
l su
bmitt
ed
100%
sup
port
prov
ided
on
spat
ial i
nfor
mat
ion
solu
tions
100%
sup
port
prov
ided
on
spa
tial
info
rmat
ion
so
lutio
ns
100%
sup
port
prov
ided
on
spa
tial
info
rmat
ion
so
lutio
ns
100%
sup
port
prov
ided
on
spa
tial
info
rmat
ion
so
lutio
ns
100%
sup
port
prov
ided
on
spa
tial
info
rmat
ion
8.9.
Pro
gram
me
4: S
take
hold
er a
nd In
ter-
Gov
ernm
enta
l Rel
atio
ns (S
IR)
Prog
ram
me
58.
10.
2018
/ 20
19 M
TEF
Targ
ets:
Spa
tial I
nfor
mat
ion
and
Ana
lysi
s
Strategic plan 2018-2023 35
Prog
ram
me
5: S
patia
l inf
orm
atio
n an
d an
alys
is
Stra
tegi
c G
oal:
pro
mot
e in
tegr
ated
spa
tial p
lann
ing
and
sust
aina
ble
land
de
velo
pmen
tM
TEF
Targ
ets
Stra
tegi
c O
bjec
tive
Key
Act
iviti
esN
umbe
rPe
rfor
man
ce
Mea
sure
/In
dica
tor
2017
/18
Targ
et(B
asel
ine)
2018
/19
Targ
et20
19/2
0Ta
rget
2020
/21
Targ
et20
21/2
2Ta
rget
2022
/23
Targ
et
Mon
itorin
g th
e im
plem
enta
tion
of d
evel
opm
ents
on
hd
a la
nd a
nd
hd
a le
d pr
ojec
ts
5A.2
num
ber o
f m
onito
ring
and
eval
uatio
n
repo
rts
2 M
onito
ring
repo
rts w
ith
rese
arch
and
im
pact
stu
dies
do
ne re
late
d to
mon
itorin
g an
d ev
alua
tion
of s
patia
l tra
nsfo
rmat
ion
and
targ
etin
g
4 M
&e
repo
rts
& in
fogr
aphi
cs
mea
surin
g sp
atia
l ta
rget
ing
and
tra
nsfo
rmat
ion
4 M
&e
repo
rts
& in
fogr
aphi
cs
mea
surin
g sp
atia
l ta
rget
ing
and
tra
nsfo
rmat
ion
4 M
&e
repo
rts
& in
fogr
aphi
cs
mea
surin
g sp
atia
l ta
rget
ing
and
tra
nsfo
rmat
ion
4 M
&e
repo
rts
& in
fogr
aphi
cs
mea
surin
g sp
atia
l ta
rget
ing
and
tra
nsfo
rmat
ion
4 M
&e
repo
rts
& in
fogr
aphi
cs
mea
surin
g sp
atia
l ta
rget
ing
and
tra
nsfo
rmat
ion
to p
rovi
de
supp
ort t
owar
ds
the
decl
arat
ion
of p
roje
cts
as
prio
rity
hou
sing
d
evel
opm
ent
are
as (
ph
da’
s)
Iden
tifica
tion
of
ph
da’
s5A
.3n
umbe
r of
pro
ject
s ap
prov
ed a
nd
decl
ared
as
ph
da’
s
new
bas
elin
e39
1010
1010
In s
umm
ary
the
tota
l uni
ts c
ompl
eted
and
site
s de
liver
ed fo
r the
: For
the
finan
cial
yea
r 18/
19 is
exp
ecte
d to
be
as fo
llow
s:-
•to
tal -
Ser
vice
Site
s: 1
1 09
6•
tota
l – h
ousi
ng u
nits
: 11
754
it is
impo
rtant
to n
ote
that
the
mai
n fo
cus
of th
e ag
enci
es w
ork
is s
hifti
ng fr
om ju
st p
rovi
ding
gen
eral
sup
port
serv
ices
to re
gion
s an
d m
unic
ipal
ities
but
rath
er to
pr
iorit
ise
proj
ect m
anag
emen
t in
orde
r to
deliv
er c
ompl
eted
uni
ts a
nd s
ervi
ced
site
s as
the
HD
A is
bec
omin
g a
fully
-fled
ged
deve
lope
r for
gov
ernm
ent.
the
over
arch
ing
prin
cipl
e is
focu
sed
on re
dire
ctin
g re
sour
ces
and
activ
ities
tow
ards
the
pack
agin
g an
d de
liver
y of
dev
elop
men
ts (p
roje
cts)
, whi
lst t
he h
da
ensu
res
that
exi
stin
g su
ppor
ting
and
rela
ted
activ
ities
are
als
o di
rect
ed to
war
ds d
evel
opm
ent,
gene
ratin
g a
pipe
line
of p
roje
cts
and
the
inte
ntio
n is
to p
rovi
de r
egio
nal
supp
ort o
n a
cost
reco
very
bas
is.8.10
. 20
18 /
2019
MTE
F Ta
rget
s: S
patia
l Inf
orm
atio
n an
d A
naly
sis
(Con
tienu
es)
BAC: adjudication committee BEP: bucket eradication programme BEPP: built environment performance planCFO: Chief Financial OfficerCOJ: city of johannesburgCPP: catalytic projects programmeCSIR: Council for Scientific and Industrial ResearchDPAD: development planning and area designDRDLR: department of rural development and land reformEE: employment equityGIS: geographic information SystemsGM: general managerGRAP: generally recognised accounting practiceHDA: housing development agencyHR: human resourcesHSDG: human Settlements development grantHSF: human Settlement Forum HOD: head of department HS: human SettlementsIGR: intergovernmental relationsIGRFA: intergovernmental Framework act IGR&SA: intergovernmental relations and Strategy alignmentIP: implementation protocolISA: international Standard on auditingISSAI: international Standards of Supreme audit institutionsISU: informal Settlement upgrading IT: information technologyJCC: joint cooperating committeeJOSHCO: johannesburg Social housing company KZN: kwazulu-natalLA: local authorityLAPSIS: land and property Spatial information System LHSS: land housing Support ServicesLIR: Land Identification RegisterLIS: land information ServicesLM: local MunicipalityLPA: land planning and assemblyM&E: Monitoring and evaluation MEC: Member of the executive councilMINMEC: Ministers and Member of executive council MTEF: Medium-term expenditure FrameworkMTSF: Medium-term Strategic Framework MTOP: Medium-term operational planNAHSLI: national human Settlements land inventory NDHS: national department of human Settlements NDPW: national department of public worksNHBRC : national home builder registration council
NLAS: national land assembly programmeNUSP: national Support programmePAA: productive asset allowancePFMA: public Fianance Management actPHDA: priority housing development areasPPT: project preparation trustRGTL: rapidly growing towns and locations
Strategic plan 2018-2023 36
ABBREVIATIONS AND ACRONYMS
The Housing Development Agency (HDA)Block A, Riviera Office Park
6-10 riviera road killarney, johannesburg
box 3209 houghton, 2041
telephone +11 544 1000Fax: +11 544 1007
www.thehda.co.za