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JOHANNESBURG SOCIAL HOUSING COMPANY (SOC) LTD
BUSINESS PLAN
2018/19
Financial Year
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Sign Off:
Signature of Chief Executive Officer – Anthony Ngcezula
…..…………………………………………………
Signature of MMC Housing - Cllr Mzobanzi Ntuli:
……………………………………………………
Receipt & Review:
Signature of GSPRC Representative: ………
Date:
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Table of Contents
PART ONE: WHO WE ARE ............................................................................................................................... 6
1. INTRODUCTION ......................................................................................................................................... 6
1.2 MANDATE ................................................................................................................................................... 6
1.3 VISION, PURPOSE AND MISSION ........................................................................................................ 6
1.4 CORE BUSINESS ...................................................................................................................................... 6
1.5 JOSHCO’S KEY STRATEGIC OBJECTIVES .................................................................................... 7
1.6 ORGANISATIONAL VALUES ............................................................................................................... 7
1.7 OUR BUSINESS OPERATING MODEL ............................................................................................. 7
PART TWO: STRATEGIC DIRECTION ........................................................................................................... 8
2. STRATEGIC THRUST/DRIVES ................................................................................................................ 8
2.1 LINK TO CITY’S STRATEGIC PRIORITIES ........................................................................................ 8
2.2 CITY of JOBURG STRATEGIC PRIORITIES ...................................................................................... 8
2.3 JOSHCO STRATEGIC RESPONSE TO CITY PRIORITIES ........................................................... 8
2.4 BOARD PRIORITIES ............................................................................................................................. 9
2.5 SWOT ANALYSIS ................................................................................................................................ 10
2.6 RESPONSE TO THREAT AND WEAKNESS .................................................................................. 11
2.7 HOUSING DEVELOPMENT ............................................................................................................... 12
2.7.1 Inner City Housing Implementation Plan (ICHIP) 2017 .................................................................. 12
2.7.2 Opportunity for Student Accommodation .......................................................................................... 14
2.7.3 Mix Housing Options and Capital Management ............................................................................... 14
2.8 HOUSING MANAGEMENT ....................................................................................................................... 16
2.9 Units under JOSHCO Management ....................................................................................................... 17
2.10.Units Growth .............................................................................................................................................. 17
2.11 Housing Management’s GEOGRAPHICAL LOCATION ..................................................................... 19
2.12 COMMUNITY DEVELOPMENT.............................................................................................................. 19
2.13 STRATALIGN and PWC BIP RECOMMENDATIONS ........................................................................ 19
2.14 CHANGES in the City of JOHANNESBURG ........................................................................................ 20
PART THREE: STRATEGIC SUPPORT FUNCTIONS ............................................................................... 20
3 HUMAN RESOURCES .................................................................................................................................. 20
3.1 OBJECTIVES..................................................................................................Error! Bookmark not defined.
3.2 HUMAN RESOURCE STRATEGIC FOCUS .................................................................................... 21
3.3 BOARD FOCUS on INSOURCE of SERVICE / FUNCTIONS ....................................................... 21
3.4 KEY HUMAN RESOURCE CHALLENGES ...................................................................................... 22
3.4.1 Change Management ...................................................................................................................... 22
3.4.2 Development of Appropriate Skills, People Management Capacity and Capability ............... 22
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3.4.3 Pay and Reward ............................................................................................................................... 22
3.4.4 Management and Union relationship ............................................................................................. 23
3.5 INTEGRATED HUMAN RESOURCES STRATEGY ....................................................................... 23
3.5.1 Talent Sourcing and Retention (Recruitment and Selection, Succession and Retention) .... 23
How will things be different? .......................................................................................................... 23
3.5.2 Staff Capacity .................................................................................................................................... 27
How we will do things differently?.................................................................................................. 27
How we will get there? .................................................................................................................... 28
3.5.3 Enabling Environment ...................................................................................................................... 28
How will we do things differently?.................................................................................................. 29
How we will get there? .................................................................................................................... 30
3.6 MANAGEMENT AND ORGANISATIONAL STRUCTURES .......................................................... 31
3.7 PROPOSED POSITIONS to be FILLED in 2018/19 Financial Year. ............................................ 36
3.8 COMMUNICATION PLAN ...................................................................................................................... 36
3.8.1 Communication Strategy ...................................................................................................................... 36
3.8.2 Communication Tactics ......................................................................................................................... 37
3.8.3 Strategic communication and key priority messages ........................................................................ 37
3.8.4 Action Plan .............................................................................................................................................. 40
3.8.5 Critical success factors include: .......................................................................................................... 40
3.8.6 Communication Risks & Mitigation Strategy ................................................................................ 40
3.8.7 These are JOSHCO’s Actions to improve the risks identified: .................................................. 40
3.8.8 Crisis Communication ...................................................................................................................... 41
3.8.9 Stakeholder Management and Engagement ................................................................................ 41
3.8.10 Customer Service Enhancement Interface ................................................................................... 41
3.9 THE CUSTOMER SERVICE ENHANCEMENT PROGRAMMES aims to: .................................. 41
3.10 DISTINGUISH BEST PRACTICE .................................................................................................. 41
3.11 EXPECTED OUTCOMES ............................................................................................................... 41
Stakeholder Engagement Map ...................................................................................................... 42
3.12 FINANCE DEPARTMENT ...................................................................Error! Bookmark not defined.
Financial Sustainability .................................................................................................................... 50
3.12.4 Balance Sheet optimisation ........................................................................................................ 50
3.12.5 Budget for 2018/19 financial year .............................................................................................. 51
3.12.6 Operational Capital Budget for 2018/19 financial year ........................................................... 52
3.12.7 Revenue ........................................................................................................................................ 52
3.12.8 Expenditure ................................................................................................................................... 52
3.12.10 Proposed Tariffs ........................................................................................................................... 53
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3.13 Risk Management & ICT .......................................................................................................................... 61
3.13.1 Information Communication Technology ............................................................................................ 61
3.13.2 Risk Management .................................................................................................................................. 62
3.14 Conclusion……………………………………………………………………………………………………………………………….71
Annexures
Annexure A: Business Improvement Plan
Annexure B: JOSHCO 3 Year Capital Budget
Annexure C: JOSHCO Scorecard
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PART ONE: WHO WE ARE
1. INTRODUCTION
The Johannesburg Social Housing Company SOC Limited (“JOSHCO”) was established in
November 2003 by the City of Johannesburg (City). JOSHCO’s mandate is to provide and
manage affordable rental housing for the lower income market as an integral part of efforts to
eradicate the housing backlog of the City. It is a registered Social Housing Institution with an
accreditation from the Social Housing Regulatory Authority (SHRA). JOSHCO predominantly
serves a market whose total household income is between R3500 and R15000 per month.
1.2 MANDATE
JOSHCO was created by the City of Johannesburg in terms of the Social Housing Act No. 16 of
2008 to cater for the gap market (i.e. those who do not cannot qualify for the RDP housing and
also do not qualify for a home loan). JOSHCO is a special purpose vehicle to access national
and provincial grant funding which CoJ or CoJ Housing Department cannot.
1.3 VISION, PURPOSE, AND MISSION
Vision
“To become the best provider of quality, affordable social housing that contributes to the City that
works”.
Purpose
“Building places where People love to Live”
Mission
“JOSHCO will design and build quality, resource efficient, economically sustainable and
affordable housing products, which are close to transport nodes and which address the needs of
the community and the environment in Johannesburg, with a strong emphasis on effective
management and customer-focused service delivery”.
1.4 CORE BUSINESS
The core business of JOSHCO includes: the development of social rental housing;
refurbishment, housing management; upgrading and management of hostels. As a Municipal
Owned Entity (MOE), JOSHCO is required to comply with all the relevant legislation (i.e.
Municipal Finance Management Act No. 56 of 2003, Municipal Systems Act No.32 of 2000 and
the Companies Act No 17 of 2008). The policies and strategies are strongly influenced by the
vision of the City of Johannesburg. Our implementing belief is combining quality and quantity in
an endeavour to develop Social Housing settlements that transform the lives of the Citizen of
CoJ.
JOSHCO’s Project Portfolio:
Converting single sex hostels to family units and managing therefore
Purchasing, rehabilitating and managing certain Inner-City buildings;
Developing and managing new Social Housing projects;
Create different market segments and;
Development and management of student accommodation
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1.5 JOSHCO’S KEY STRATEGIC OBJECTIVES
1.5.1 Increase the number of buildings acquired and refurbished for affordable housing
in the Inner City.
1.5.2 Increase Social Housing projects within the transport nodes.
1.5.3 Improve customer satisfaction levels.
1.5.4 Improve service delivery standards.
1.5.5 Improve safety and security of tenants in all JOSHCO projects
1.5.6 Improve the control environment (policies, systems and procedures)
1.5.7 Enhance financial sustainability.
1.5.8 Improve ICT infrastructure and governance.
1.5.9 Contribute towards Economic development through Black Economic
Empowerment (BEE).
1.5.10 Improve cost efficiencies in Housing Development and Housing Management
1.5.11 Inculcate a culture that enables and encourage staff discipline and performance.
1.5.12 Increase the number of Expanded Public Works Programme opportunities
created.
1.6 ORGANISATIONAL VALUES
1.6.1 Integrity: Honesty, Principled behaviour, Transparency and, Accountability.
1.6.2 Customer Focus: Listening, Building Relationships, Evaluation and, Reflection
1.6.3 Excellence: Productivity and, Professionalism.
1.6.4 Innovation: Imagination, Enthusiasm, Boldness and, Tenacity.
1.6.5 Team Work: Goal Orientation, Respect, Communication and, Dependability
1.7 OUR BUSINESS OPERATING MODEL
Figure 1: JOSHCO Operating Model
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PART TWO: STRATEGIC DIRECTION
2. STRATEGIC THRUST/DRIVES
2.1 LINK TO CITY’S STRATEGIC PRIORITIES
JOSHCO’s strategic objectives are aligned to the following outcome and priorities: -
2.1.1 Joburg 2040 Growth Development Strategy (GDS)
2.1.1.1 Outcome 1: A growing, diverse and competitive economy that creates jobs;
2.1.1.2 Outcome 2: Enhanced quality services and sustainable environment practices;
2.1.1.3 Outcome 3: An inclusive society with enhanced quality of life that provides meaningful
redress through pro-poor development;
2.1.1.4 Outcome 4: Caring, safe and secure Communities; and
2.1.1.5 Outcome 5: An honest, transparent and responsive local government that prides itself
on service excellence.
2.2 CITY of JOBURG STRATEGIC PRIORITIES
2.2.1 Promote economic development and attract investment towards achieving 5%
economic growth that reduces unemployment.
2.2.2 Create a culture of enhanced service delivery with pride.
2.2.3 Create a sense of security through improved public safety.
2.2.4 Create a City that responds to the needs of Citizens, customers, and business.
2.2.5 Create an honest and transparent City that fights corruption.
2.2.6 Ensure pro-poor development that addresses spatial and income inequality and
provides meaningful redress.
2.2.7 Preserve our resources for future generations.
2.2.8 Enhance our financial sustainability.
2.2.9 Encourage innovation and efficiency through the SMART City programmes
2.3 JOSHCO STRATEGIC RESPONSE TO CITY PRIORITIES
1- Promote economic growth development
and attract investment towards
achieving 5% economic growth that
reduces unemployment
JOSHCO Strategic Objective(s)
Contribute towards Economic development through Black Economic Empowerment (BEE)
Number of Expanded Public Works Programme opportunities created.
JOSHCO Strategic Response(s)
2500 labour intensive jobs created through the EPWP programme.
At least 30% of Capital budget to be spent on companies owned by designated groups.
1% of contract value will be spent on training and development artisans.
2- Create a culture of enhanced service
delivery with pride
JOSHCO Strategic Objective(s)
Inculcate a culture that fosters and encourage staff discipline and performance.
Improved service level standards.
JOSHCO Strategic Response(s)
Achieve 96% service delivery standards. High performing teams and professional
organisation.
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3- Create a City that responds to the needs
of Citizens, Customers, and Business
JOSHCO Strategic Objective(s)
Improve customer satisfaction levels.
JOSHCO Strategic Response(s)
Achieving a customer satisfaction rating of 85%.
4- Create an honest and transparent City that
fights corruption
JOSHCO Strategic Objective(s)
Improve the control environment (policies, systems and procedures)
JOSHCO Strategic Response(s)
Implement a Fraud Prevention Plan. Public adjudication of tenders.
5- Ensure pro-poor development that
addresses spatial and income inequality
and provides meaningful redress
JOSHCO Strategic Objective(s)
Increase social housing projects within the transport nodes.
Increase the number of social housing projects in the Inner City.
JOSHCO Strategic Response(s)
Development of social housing projects that would eliminate social inequalities and spatial injustice.
An increase of land parcels and buildings through access through strategic partnership with JPC and HDA to FastTrack the acquisition of land and buildings.
Provide student accommodation in the Inner City.
6- Create a sense of security through
improved public safety
JOSHCO Strategic Objective(s)
Improve safety and security of tenants in all JOSHCO projects.
JOSHCO Strategic Response(s)
Reduction in crime at JOSHCO projects. Reduction in anti -social behaviour. Design family-oriented units.
7- Enhance our financial sustainability
JOSHCO Strategic Objective(s) Enhance financial sustainability. Improve cost efficiencies in housing
development and housing management.
JOSHCO Strategic Response(s) Revenue maximisation. Best practice housing management and
housing development strategies.
8- Encourage innovation and efficiency
through SMART City programmes
JOSHCO Strategic Objective(s)
Improve ICT infrastructure and governance.
JOSHCO Strategic Response(s) Smart technology programmes for the
JOSHCO tenants.
2.4 BOARD PRIORITIES
Board Priority JOSHCO’s Strategic Reponses Page
Diversification of property
portfolio
Increase social housing projects within the transport nodes.
Increase the number of social housing projects in the Inner City.
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Student Accommodation Increase the number of social housing projects in the Inner City.
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Black Economic Empowerment Contribute towards Economic development through Black Economic Empowerment (BEE)
Number of Expanded Public Works Programme opportunities created.
Page 15 –179
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Insourcing of core services Inculcate a culture that fosters and encourage staff discipline and performance.
Improved service level standards.
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2.5 SWOT ANALYSIS
The primary objective of JOSHCO SWOT analysis capacity, resources, potential threats that
could result into risk against the set strategic objectives and to ensure that strategies against
threats and weakness are developed as control measures and that opportunities are analysis
for long term or future value of JOSHCO.
INT
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STRENGTHS WEAKNESSES
Ability to obtain financial support
from the social housing stakeholders
such as SHRA and Gauteng
Province.
Confidence in JOSHCO by the
Industry i.e. NASHO and SHRA.
Market confidence.
Excellent skills mix.
Ability to spend capital budget.
Good control environment.
Good project and contract
management.
Lack of Integrated I.T System.
Capacity constrains e.g. human capital,
financial resource (OPEX).
Inadequate Health and Safety
Compliance at JOSHCO projects.
Lack of informed research for the demand
of JOSHCO units in specific areas.
Inadequate Stakeholder Management.
Key staff turnover.
Inappropriate Legal Form (Pty) Ltd.
Declining rent collection rate.
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OPPORTUNITIES THREATS
Opportunity to grow commercial
tenants to cross subsidise low rental.
Provide accommodation to Upper
Income Market to Achieve
Sustainability.
Use Alternative Construction
Methods to achieve Cost and Time
efficiency.
Access to Municipal Owned Land
and Buildings.
Public Private Partnership.
Mixed and integrated development.
Student Accommodation
Rent boycotts.
Expectations of Communities who want
Ownership resulting into Rent Boycotts.
Economic Downturn resulting to loss of
employment by tenants.
Illegal Occupation on JOSHCO Buildings
JOSHCO’s success dependent on its
ability to remain protected from political
restriction and political engagement in
order to deliver on Mandate
Competition from Emerging SHI’s and
other SHI’s.
Absorption to the City, resulting to threat
on source of funding from SHRA.
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2.6 RESPONSE TO THREAT AND WEAKNESS
Threats and weaknesses if not measured and monitored could materialise as risks which could
have negative net effect on the achievement JOSHCO strategic objectives. To mitigate such,
strategic responses have been identified and will be implemented over the financial year.
Weaknesses JOSHCO Strategic Response Strategic Objective
Lack of Integrated IT
System
Implementation of the 2-year ICT
strategy.
Improve ICT Infrastructure
and governance
Capacity constrains e.g.
human capital and
OPEX
Improve revenue collection and
recruitment of staff
Enhance financial
sustainability.
Inadequate health and
safety compliance at
JOSHCO projects
Review of compliance to laws and
regulations including policy on a
quarterly basis.
Improve the control
environment.
Lack of informed
research for the
demand of JOSHCO
units.
Undertake market studies. Increase social housing
projects within the transport
nodes. Increase number of
projects in the Inner City.
Key staff turnover Recruitment of competent staff Inculcate a culture that fosters
discipline and performance.
Lack of Stakeholder
Management
Stakeholder Management and
Engagement Strategy developed
by CEO
Contribute towards economic
development through Black
SMMEs
Declining rent collection
rate.
Improve revenue collection. Enhance financial
sustainability.
Inappropriate legal form
Pty (Ltd)
Engagement with CoJ legal and
governance
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Threats JOSHCO Strategic Response Strategic Objective
Rent boycotts Stakeholder Management and
Engagement Strategy developed
by CEO
Enhance financial
sustainability.
Expectations of
communities who want
ownership instead of
renting in perpetuity
Stakeholder Management and
Engagement Strategy developed
by CEO
Increase social housing
projects within the transport
nodes. Increase number of
projects in the Inner City.
Economic downturn
resulting to loss of
employment by tenants
Zenzele Programme Contribute towards economic
development through Black
SMMEs
Illegal occupation on
JOSHCO buildings
Undertake occupancy audit in all
JOSHCO projects.
Enhance financial
sustainability
None evictions Submit information of none paying
tenants to the rental tribunal for
mediation
Enhance financial
sustainability
JOSHCO success
dependent on its ability
to remain protected
from political restriction
and political
engagement in order to
deliver on mandate
Stakeholder Management and
Engagement Strategy developed
by CEO
Improve service delivery
standards
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Weaknesses JOSHCO Strategic Response Strategic Objective
Absorption to the City,
resulting to threat on
source of funding from
SHRA.
Continue to engage the City on
the risk of absorption.
Increase social housing
projects within the transport
nodes. Increase number of
projects in the Inner City.
Competition from
emerging SHISs and
other SHIs
Marketing and Communications
Strategy developed
Improve customer satisfaction
levels
2.7 HOUSING DEVELOPMENT
Introduction
The Housing Development Department has identified the need to improve its planning, delivery
and organisation capabilities to become a leading and best practice developer of good quality,
innovative and cost-effective properties that contributes towards the creation of sustainable
human settlements. Moreover, to enhanced quality of life of JOSHCO’s target market. The
achievement of the abovementioned key performance areas can be realised by the department
through strong adherence to the housing departments value chain as depicted in the figure
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Figure 2: Housing Development Process Model
Key Strategic Priorities in Detail
2.7.1 Inner City Housing Implementation Plan (ICHIP) 2017
JOSHCO is a player in a collaborative Inner-City Housing Integrated Programme (ICHIP)
between the CoJ, SHRA, HDA, NASHO, National Treasury and Equal Spaces (a Canadian
Government Technical Support Programme). ICHIP deals with Social Rental Housing and
Temporary Emergency housing within the Inner City. A pipeline of properties has been
identified for release to JOSHCO and other SHRA-accredited Social Housing Institutions in the
CoJ. JOSHCO has already selected the building that are in suitable location for development:
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Project Project location Potential units yield
Muthi House Johannesburg CBD in Ward 60 within
Region F, No 217 Commissioner Street
96 units
Erf 1454
Johannesburg
Township
Johannesburg CBD in Ward 123 within
Region F, 269 Lilian Ngoyi Street
60 units
Erven 3545, 3546,
3547, 3548, 3549,
3550, 3551
Johannesburg
Township
Johannesburg CBD in Ward 63 within
Region F, Esselen Street, between Banket
Street and Claim Street within
Johannesburg Township
300 units
Erf 5179
Johannesburg
Township
Johannesburg CBD in Ward 123 within
Region F, corner of Wolmarans and Twist
Street within Johannesburg
60 units
Erf 5216
Johannesburg
Township
Johannesburg CBD in Ward 123 within
Region F, corner of Quartz and Pietersen
Street within Johannesburg.
60 units
Erf 4956
Johannesburg
Township
Johannesburg CBD in Ward 63 within
Region F, corner of Kotze and Edith Cavell
Street
90 units
Erven 3807 and
3808 Johannesburg
Township
Johannesburg CBD in Ward 63 within
Region F, corner of Van Der Merwe and
Claim Street
90 units
Erven 3864, 3865
and 3866
Johannesburg
Township
Johannesburg CBD in Ward 62 within
Region F, along Van Der Merwe Street
between Twist and Quartz Street
150 units
Total 906
In line with the ICHIP, JOSHCO will:
Facilitate the development of affordable rental housing and / or social housing units;
Manage units and tenancies;
Participate fully in any capacity partnership development or other support programmes
designated by CoJ and;
Allocation on units on a basis of agreement with CoJ.
CoJ will:
Facilitate access to available subsidies;
Facilitate access and transfer of identified land and identified buildings;
Provide any municipal incentives that will assist the project to achieve its socio-economic
and urban restructuring objectives;
Assist with facilitating the necessary planning processes to maximize the use of land and
buildings for affordable rental housing and social housing purposes.
JOSHCO and other SHRA-accredited SHIs will, on case-by-case basis, be awarded from the
bad-buildings programme:
Site Development Rights;
Freehold / Leasehold transfer of land and or building if the social housing development is
done under SHRA regulations;
Incentives for the development agreed to as part of partnership e.g. land price reduction,
rate rebates as well as incentives specific for the site.
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2.7.2 Opportunity for Student Accommodation
The student population is increasing more than the University students number of students’
beds in suitable accommodation around higher learning precincts of the Inner City. According to
the Department of Higher Education statistics, out of 530,000 student population, there is
currently enough student accommodation for only 106,000 students, this is barely 20% of the
demand. The demand for student accommodation far outweighs the supply and this presents
an excellent opportunity for Social Housing Institutions (SHIS) such as JOSHCO. The average
cost to provide a single unit is about R 351,384 and rental per month is on the average R 2,750
per month. National Student Financial and Scheme pays for the students under their scheme
directly to the landlord, mitigating a risk of arrears in collection. Moreover, students can be
utilised in the management and operation of student accommodation. An SHI can have a pool
of potential future employees and students will have brand association with JOSHCO. As a
leading SHI, JOSHCO will lead the discussion of how SHI’s can enter the student
accommodation market and how that could be funded jointly by the Department of Higher
Education and the Department of Human Settlement.
Thus far JOSHCO has commenced with a process of identifying buildings within the inner city
to be converted into student accommodation. Identified a student precinct within the New
Doornfontein area as a pilot to test the feasibility of this model.
The following table presents the potential properties that JOSHCO plans to pilot student
accommodation within the inner city through. The programme will be piloted on either
conversion of an existing building and or developing on available land portion:
Project Potential Number of
units
Units typology Comment
NBS Building 260 units with
communal facility i.e.
bathrooms.
One -bedroom studios. The property was
acquired by JOSHCO
in financial year
2016/2017, with a
potential unit’s yield of
260 units.
New
Doornfontein
727 furnished units. One- bedroom studios. The property consists
of conversion to yield
260 units and 467 new
development units. This
will yield an additional
commercial space,
sports and recreational
and parking spaces
and other facilities.
2.7.3 Mix Housing Options and Capital Management
The table below reflects a detailed project plan i.e. number of Social Housing Units to be
developed and number of Inner city projects to be upgraded, for the next three financial years, and
the budget for each project. A detailed 3-year plan is attached as Annexure B
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Financial Year: 2018-2019
Strategic Objective: Pro-Poor Development
Projects Programme Total Project Unit yield
Baseline 2018-19
Total units for the year 2018-2019
Financial Year Budget: 2018/19
Golden Highway Social Housing (Devland)
588 255 10 5,000,000.00
SUB TOTAL 588 255 10 5,000,000.00
Kelvin
Inner City
407 Pre-
construction
- 0.00
80 Plein Street 344 56 55 45,000,000.00
Lombardy East 514 0 10 5,000,000.00
Inner City acquisition/ Conversion
- Student
Accommodation
46,000,000.00
280 Smit Street 246 0 45 20,000,000.00
Selby 80 0 45 25,000,000.00
106 Claim Street 104 0 50 30,000,000.00
50 Durban 102 50 30 35,000,000.00
38 Rissik Street 260 30 1,000,000.00
Booysen Place 120 0 40 35,000,000.00
Malvern TEA 300 0 15 5,000,000.00
Abel Road Phase2
280 103 30 35,000,000.00
SUB TOTAL
2757 209 350 282,000,000.00
Alexandra-Marlboro to Sandton- Randburg
Randburg Selkirk Greenfields
521 New
Project - 0.00
CoF Marlboro South
600 New
Project - 5,000,000.00
SUB-TOTAL
1121 0 5,000,000.00
Turffontein Node
Turffontein Greenfields 300 New
Project - 1,000,000.00
SUB-TOTAL 300 0 1,000,000.00
Mining Belt & Planning
Roodepoort/Phase 2 Greenfields
-
Princess Plots -
SUB-TOTAL
0 0.00
Stock Recapitalisation
City Deep Hostel
Upgrades
- Upgrades - 3,000,000.00
Kliptown Walter Sisulu Square
- Upgrades - 4,000,000.00
Chelsea - Upgrades - 15,000,000.00
Pennyville - Upgrades 6,000,000.00
SUB-TOTAL
28,000,000.00
GRAND TOTAL
4766 360 321,000,000.00
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2.8 HOUSING MANAGEMENT
Introduction
Housing Management is one of the core departments with a focus on the overall property and tenant management for JOSHCO. This also includes Leasing, Stakeholder engagement, Portfolio management (maintenance, cleaning, and gardening), and Community development thereby contributing towards the following CoJ priorities:
Creating a culture of enhance service delivery with pride;
Creating a sense of security through improved public safety;
Creating a CoJ that responds to the needs of citizen, customers, and business; and
Creating an honest and transparent CoJ that fights corruption.
Figure 3: Housing Management Service Structure
The housing management department aims to enhance its customer services (potential
tenants), communications and relationships with tenants. Tenants who are active and engaged
can assist JOSHCO to continuously improve tenant relations. Moreover, the housing
management department aims to have a meaningful role with regards to living in a healthy and
safe environment. The in the next financial years, the department will focus on: -
Job creation programme over the 3 financial years;
Planned maintenance programmes to enhance the life cycle and quality of assets;
85% improvement on portfolio management to achieve tenant satisfaction levels;
97% occupancy rate;
Housing
Management
Operations Manager
Portfolio Managers
Maintenance Administration
The administration focuses on
contractor work allocation and
performance
Housing Supervisors Housing Supervisors are residents
in the projects with a focus on
close tenant contact and
management of tenant enquiry.
Leasing Manager
Leasing Administration The leasing department
manages applications of
prospective tenants and letting
of Units
Community
Development
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100% Reduction of the number of illegal occupancy;
100% Implementation of the business improvement programme;
25% Reduction of unplanned maintenance; and
100% Implementation of the health and safety plan at all projects.
2.9 Units under JOSHCO Management
JOSHCO has made strides over the past years and currently manages a total of 7796 Units within the different Region of the City. The stock is diverse and includes staff and public hostels, Inner City buildings aiming at the City’s revitalisation programme, flats, communal rooms and an instalment sales project located in Kliptown Golf Course. In the next financial years, the portfolio will show a significant growth of about 9,765 Units. The Units take on programme is geared for the preparedness and readiness of the
department’s resources inclusive of the ICT infrastructure to ensure, first time readiness of the
project operations. This will also require the recruitment of skilled and competent employees in
the property management to ensure effective management of the projects and maintenance of
tenant’s relationship. Although JOSHCO has experience and still experiencing risks such as:
community contestations, political directives or change in programme management, a 3-year
strategy will be developed to ensure that, such external factors listed above are managed
swiftly.
Part of JOSHCO’s market growth will be an entry into student accommodation market which in
the future will contribute to an increase portfolio size and market share. The housing
management department will put measures in place for preparedness and readiness for the
management of student accommodation buildings as this will be new in property management
for JOSHCO as it looks a market segmentation. Below is the table that depicts the number of
projects which will be expected to be handed over to housing management department from
housing development department.
JOSHCO STOCK 2017/2018 2018/2019 2019/2020 2020/2021
Inner City 1,622 1,972 2,412 2,667
Staff Hostel Converted 1,326 1,326 1,326 1,326
Flats 2,518 2,528 2,668 3,038
Public Hostels (CRU) 314 314 314 314
Communal 1,084 1,084 1,084 1,084
Transitional Housing
104 404 404
Instalment Sale 932 932 932 932
TOTAL 7,796 8,260 9,140 9,765
2.10. Units Growth
The growth in JOSHCO’s stock is specifically seen in the increase of number of units in the
Inner City and Greenfield flats (social housing units). Units in the Inner City increase by 1055
units (64%) and the greenfield social housing units by 520 units (21%) in the next three
financial years.
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Figure 4: Growth Inner City
25282668
3038
2018/19 2019/20 2020/210
500
1000
1500
2000
2500
3000
3500
Green Fields PortfolioGrowth
Green Fields Portfolio Growth
2518 2017/18
Figure 5: Growth Green Fields
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2.11 Housing Management’s Geographical Location
As part of market segmentation and pro-poor strategy, JOSHCO operates in different Regions
of the City. The take on programme has focus in Region D and F which in the Soweto and
Inner-City Regions. In the 2019/2020 to 2020/2021 financial years, a focus will be place in
Region G and A as part of JOSHCO’s growing footprint and increase in the SHI’s market share
Figure 6: JOSHCO GEOGRAPHICAL FOOT PRINT
2.12 COMMUNITY DEVELOPMENT
JOSHCO Community Development is aimed at working together with the tenants, to improve the livelihood of the tenants. Its programmes are uniquely placed to assist in the social, economic development. The Unit will utilise organisational resources as a strategic enabler for Community development, improve the quality of life and tenant participation by implementing effective innovative and distinct methods of engagement and manage the stakeholder expectation across the Board. The resource will be focused on: -
Tenant engagement
Enterprise Development
Outreach programmes (drugs awareness, 16 days of activism, youth day celebrations)
Psycho-social support, (tenant counselling) and
Community/ Social Groups (community policing forums, youth forums, and women forums)
Early childhood development programmes
2.13 STRATALIGN and PWC BIP RECOMMENDATIONS
In terms of the Strata-align organisational review as well as PWC business improvement process review, Housing Management will be reconfigured to accommodate rapid growth in the number of units managed. There will be an introduction of Senior Managers for Leasing, Maintenance, Community Development and Area Management to provide policy and programme formulation, monitoring and evaluation. The new structure and processes will be
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phased in over the next three years in the form of the regional based Cluster system which will replace the Portfolio management system. Detailed annexure A
2.14 CHANGES in the City of JOHANNESBURG
2.14.1 Security
Housing Management will need to develop a Service Level Agreement with the JMPD
regarding the proposed movement of security budgets and operations to the department during
the third or fourth quarter of 2017/18 for smooth operations in 2018/19.
2.14.2 Collaboration with COJ Housing
Housing Management will engage COJ Housing within the third or fourth quarter of 2017/18 to
develop a collaboration plan for 2018/19 in respect of JOSHCO’s mandate. The collaboration
plan should include the methodology and funding for take on of stock as well as management
models such as Transitional Accommodation.
PART THREE: STRATEGIC SUPPORT FUNCTIONS
3 HUMAN RESOURCES
The primary purpose of this Human Resources (HR) Strategy is to support the achievement of
JOSHCO Business plan. This strategy will facilitate JOSHCO’s ability to meet the new
challenges as a result of the skills, competencies and commitment of its employees. It is
developed based on the understanding of the critical people challenges that JOSHCO is facing,
as well as the structuring process and the Business Optimisation Process that is being
embarked upon. It describes a people management vision, strategy and objectives which will
support JOSHCO’s management capability and capacity to sustain and deliver the new
strategic priorities. This document therefore will set out the proposed HR Strategy for the next
five years; articulating the HR Vision; HR Mission; HR Philosophy; HR Values; HR Strategic
Objectives; Key Interventions and the role that HR need to assume in order to achieve its
objectives.
In essence, this strategy will aim to capture "the people element" of what JOSHCO is hoping to
achieve in the medium to long term, by ensuring that: -
It has the right people in the right place,
It has the right mix of skills,
Employees display the right attitudes and behaviours, and
Employees are developed in the right way to contribute towards the achievement of
the organisation objectives.
3.1 OBJECTIVES
The objective of the HR Strategy is to deliver a culture and working environment which:
i. Develop and foster a talent pool through attracting high skilled employees, on
boarding/ Induction, developing and keeping current employees.
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ii. Create a pool of suitably competent and high performing employees that can be
eligible to fill vacant positions; which may require specific scarce, critical and high –
risk skills including leadership positions.
iii. Create and retain JOSHCO’s talent and Human Resources through enhancing
motivation, compensation, recognition and providing opportunities for career
development.
iv. Contribute towards the achievement of the Employment Equity targets in the
organisation in terms of advancement and development of employees in
designated groups
3.2 HUMAN RESOURCE STRATEGIC FOCUS
Given the strategic focus for the next five years (2017/18-2021/22) HR will focus its efforts
towards repositioning the organisation to fulfil its mandate through the re-skilling, re-training and
development of employees. Human Resources has only one (1) strategic objective “Inculcate a
culture performance that enables and encourages staff discipline and performance “in the
business plan and is underpinned by the % implementation of the Human Resources Strategy.
3.3 BOARD FOCUS on INSOURCE of SERVICE / FUNCTIONS
In line with a new political directive of creating sustainable jobs within the City of Joburg. The
Board has prioritised that JOSHCO should fast tract the insourcing of core services and support
delivery functions which are currently outsourced to Zenzele Job creation Programme and
Consultants. Management has prioritised and identified the functions/services which can be
insourced for the financial year -
Insource of Service / functions Implementation Plan
Cleaning Services (currently done
by Zenzele)
The insourcing will be phased in a 3-year cycle. In
the first quarter of the 2018/19 financial year,
JOSHCO will undertake a business case analysis
determine the requisition capacity and business
model for smooth transition inclusive of the
implementation plan.
Gardening Services (currently
done by Zenzele)
Security Services
Rapid Repairs & Maintenance
(minor repairs plumbing, globes,
doors etc.)
Project Management
The insourcing will commence on 01 July 2018 for all
new projects. The current will remain until 30
September 2018 for current projects. JOSHCO might
incur a cancellation fee of 10% on professional
appointment value, a detailed audit is currently
underway.
Architectures
The insourcing will commence on 01 July 2018 for all
new projects. The current Architectures will remain at
the following projects Dobsonville, Nancefield,
Lombardy East. JOSHCO might incur a cancellation
fee of 10% on professional appointment value, a
detailed audit is currently underway.
Social Facilitators
In line with the approved structure, the insourcing will
be done on 01 July 2018 pending approval of the
Business Case.
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3.4 KEY HUMAN RESOURCE CHALLENGES
This represents the Human Resources challenges and how we propose to address them. While
we need to conduct a more detailed analysis of our services, our HR resources, the demands
arising from improving service delivery standards. The strategy is designed to address these
challenges in a cohesive and structured way, to ensure staff and all stakeholders are aware of
the key issues and what is proposed to do to address them. Given the strategic focus for the
next five years the focus of HR will be to reposition the organisation to fulfil the mandate
through re-skilling, re-training and development of its employee. The current employees’
capacity in terms of numbers, competencies and utilisation are not at the level required to meet
the strategic demands of the organisation. A need to assess the competency gaps of
employees in order to appropriately address them will be conducted. Some of the Key people
management organisational issues and are summarised below:
3.4.1 Change Management
There is a significant change management programme ahead with the re-
integration of the MOE’s back to the City, implementation of the board approved
structure and Business Optimisation Process which is likely to take more than 24
months to be finalised. Therefore, managing change programmes will amongst
others involve managing the staffing and communications implications very
carefully to ensure that employees are treated fairly and organisation objectives are
met whilst retaining our sound employee relations reputation both internally and
externally. This will include on-going communications and feedback session with
the staff members, as well as a variety of interventions aimed at addressing conflict
that may arise in the workplace and promote team cohesiveness.
3.4.2 Development of Appropriate Skills, People Management Capacity and
Capability
The key issues within JOSHCO is the delivery of people management both by
professional HR staff and by managers across the organisation. The organisational
structure has been approved to ensure that current employee capacity in terms of
numbers, competencies and utilisation are not at the level required to meet the
strategic demands of the organisation and the new strategic intent. One of the
challenges identified for learning and development interventions were not aligned
to the organisational requirements, and there is a need to develop comprehensive
workplace skills plan that will facilitate targeted learning and development of
employees. The University of Pretoria is currently conducting a skills audit
measuring and recording the skills of an individual or group. The main purpose for
conducting a skills audit in an organisation is to identify the skills and knowledge
that the organisation requires, as well as the skills and knowledge that the
organisation currently has.
3.4.3 Pay and Reward
Pay and reward are vital in building our ability to recruit, retain and motivate staff.
The salary progression and reward scheme currently being reviewed as part of the
City’s wide salary parity and benchmarking exercise, and JOSHCO is part of this
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process. Furthermore, to aid the implementation of the structure a job evaluation is
underway to ensure that all positions are graded appropriately. The objective of this
initiative is to compare the remuneration of positions in relation to one another with
regards to the weight of each position and this benchmarking exercise will be done
both internally and externally within the market. It is believed that by reviewing the
current scheme, employees will be encouraged, inspired and motivated to achieve
their organisational objectives.
3.4.4 Management and Union relationship
An effort to change and build the relationship will be driven by a concern about the
consequences and will depend upon the ability to change the nature or type of
interactions, as well as possibly alter some (Internal) determinants such beliefs,
policies, and attitudes etc.). Another successful format in building the improving the
union-management relationship will be undertaken through resuscitation of the
Local Labour Forum and appointment of new shop stewards.
3.5 INTEGRATED HUMAN RESOURCES STRATEGY
This strategy thus affirms JOSHCO’s Business Plan and sets outs to develop effectiveness in
these key areas:
i. Dimension One - Talent Sourcing and Retention will focus on workforce
planning, attracting, and retaining talented people committed to the values of the
organisation.
ii. Dimension Two - Staff capacity: will deal with how staff members are
developed to advance their skills, competencies and reach their full potential
iii. Dimension Three - Enabling environment is about creating a positive and
enabling working environment that motivates staff.
3.5.1 Talent Sourcing and Retention (Recruitment and Selection,
Succession and Retention)
The rolling out of talent management (retention and succession) policy and
strategy will gain momentum after the approval of the organisational structure and
job profiles. Various talent management sessions will be convened at management
and board level to identity talent pool which will enable HR to plan proactively for
future HR needs, develop and retain key talent for succession and retention
purposes. Preference will be given to internal appointments as part development
and growth of internal employees thus ensure the possible successors and
retaining of key critical or scarce skills are retained. HR will continue to analyse and
monitor trends regarding employee resignations and terminations from the
organisation in order to react proactively to any identifiable risks regarding
employee retention.
How will things be different?
i. Introducing a more focused Talent attraction and acquisition
a) Talent attraction shall provide JOSHCO with the ability to find, attract
and engage highly skilled and talented individuals into the organisation
as per recruitment and placement policy.
b) Attracting of an adequate (and continuous) supply of qualified talent is
essential for JOSHCO’s attainment of its organisational strategy. In
attracting talent, the competencies shall be at the heart of the Human
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Resources, which they will used to define the talent needed in very
specific terms to achieve organisation’s objectives.
c) Talent acquisition that will assist JOSHCO in identifying the improvement
needed to create accurate, efficient, and best hiring decisions.
ii. Identifying workforce needs and developing profiles in line with
requirements of the organisational design by:
a) Determine workforce in terms of its numbers, diversity, and projected
composition. This will include improvements needed to gather qualitative
data and to take action on that intelligence.
b) Identify the key factors that will change this trend and tailor policies,
management tools accordingly i.e. retirement, disability etc.
iii. Recruitment and Placement of a diverse talent a) Alignment of recruitment and development of Interns and Learners to
workforce requirements in order to develop their potential, particularly
women and persons with disabilities.
b) Each Line Manager or Executive will be required to recruit and develop
a desired number of the underrepresented group (Interns, Learners
and volunteers), which will be reflected in their performance contracts.
c) Facilitating Induction / On-boarding Programmes on a continuous basis
to all new recruits but also to current JOSHCO staff, encompassing our
revised values, code of conduct, policies, programmes, operations etc.
d) Ensuring a fair, open and transparent Succession and Retention
Management to identify highly talented candidate pools in targeted
manner. Succession management will be reformed so that information
about positions available for rotation is made available in a predictable
and transparent manner across all departments.
e) Human Resources will play a key role in strategising for optimal
secondment of staff members based on the skills set required for the
position as well as experience, skills, interests, preferences.
iv. How we will get there? a) Introduce mentoring and coaching programmes for Executive, Senior
and Middle Managers;
b) Introduce specific programmes to accelerate Senior Managers to
Executive positions and middle managers to senior positions e.g.
accelerated pools for women managers at middle management level to
senior management positions;
c) Retain knowledge workers through rewards and recognition schemes;
d) Recognise and reward special programmes for high performers;
e) Designing and developing a pay notches salary structure / system and
the use of appropriate contract modalities to fit the functions performed,
this will assist in ensuring that there is equity between the work
performed and the compensation provided;
f) JOSHCO shall use the following mechanisms as part of its employee
retention and succession programmes:
Morale Building:
- Provide employees a chance to develop by trusting them with high
profile responsibilities i.e. second or appoint them to act in a higher
position
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- Attend to employees needs timeously and individually.
- Introduce rewarding techniques such as awards.
Create a sense of ownership:
- Giving employees the responsibility and the authority to get things done.
- Involve employees in decision-making processes. This will make the
employees have a sense of ownership of what has been proposed and
they will do their best to achieve high results.
- Introduce employee’s rotation to allow exposure to learn new activities.
Encourage Communication and Feedback Sessions:
- Interact equally with employees to avoid favouritism and distorted.
- Providing employees with knowledge and information.
- Listen to employee’s ideas and take them seriously.
- Facilitate joint staff meetings
- Encourage feedback and exchange of ideas by meeting in an informal
basis with the employee.
Encourage Performance:
- Providing feedback on performance and recognising achievement.
- Avoid overloading top / high performers with secondary tasks.
- Arrange flexible work arrangements that will suit the employee and their
families.
- Balance the performance level by pairing new employees or under
performers with top performers.
- Reward employees who are performing well so that those that are
underperforming can be motivated.
Employee Learning and Development:
- Encouraging professional training and development and/or personal
growth opportunities
- Create mentoring programs
- Create ongoing performance feedback mechanism
- Ensure every staff member is equipped with the necessary tools to
achieve their professional goals.
- Afford employees the ability to attend training whenever the need arises.
- Specific actions include:
Continue to invest in leadership development and management of
change.
Understanding the reasons behind any specific diversity inequalities
that monitoring may reveal and taking action where appropriate.
Ensure the conduct of our staff accommodates and encourages the
increasingly diverse nature of the workforce and student body.
Performance Appraisal
- Encourage a two-way relationship process between the performance
manager and employee under performance review.
- Performance assessments / appraisal should take place within the
organisation’s policy on performance management.
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Criteria for potential successors:
- Appointments of candidates will be as per the delegation of Authority
within the organisation.
- Being identified as a potential successor for a position will in no way
guarantees that the particular employee will in the future be appointed in
that position, and as such, the succession planning policy should in no
way create expectations with potential successors.
- All decisions to include employees in the succession planning process
will be made by the established Talent Management structures, and as
such the organisation’s dispute resolution mechanisms shall not be
applicable
- Management Team will be considered for succession planning and will
be covered by the scheme. The Board will review this on an annual
basis and update as appropriate.
- Employees will be catered for within the Training and Development
Strategy, which aims to create a range of development opportunities to
enable employees to develop skills and competencies to support career
progression in line with Individual Learning Plans (ILPs). The talent
management structures will review this on an annual basis and update
as appropriate.
Only employees who fulfil the following criteria will be considered as
potential successors for designated positions:
- Completed at least one (1) full performance cycle within the organisation.
- Consistently performed at a level higher than the minimum standard
required by the organisation (minimum standards being an average
score of 3 according to the performance Management System) during
the relevant performance cycle may be considered as a potential
successor.
- Displayed behaviour indicative of the required potential to fulfil the
requirements of the designated positions.
- Employees who have reached the ceiling of their work performance and
do not have an interest in going higher, must still be equipped with the
necessary skills for adequate performance of their current jobs.
- This will prevent obsolescence and any need to retain employees with
obsolete skills.
- Employees who are within a minimum of five (5) years of reaching the
retirement age shall not be considered for participation in any
Organisation’s succession planning program.
The HR shall ensure that the following is in place when determining
the relevant interventions to develop the identified successors:
- The Executives/ Line Managers, with support of Human Resources shall
make appropriate recommendations on interventions that can be
implemented to develop employees designated as potential successors.
- The succession planning process shall inform all related HRD
interventions, including management development programmes, in line
with strategies identified to retain employee in the organisation.
- The potential successor’s development plan should indicate how
competence and / or performance gaps in terms of fulfilling the
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requirements of the designated position would be addressed, so that
service delivery is not compromised.
- The Executives/ Line Managers, in consultation with the Human
Resources shall compile an employee training and development plans in
accordance with the HRD policy.
3.5.2 Staff Capacity
Human Resources desire to create a culture of continuously building staff capacity to
enable then to perform their functions more effectively and providing opportunities to
achieve individual career opportunities aspirations while working towards the
attainment of the organisational goals.
How we will do things differently?
i. Building in-depth competencies and skills that will contribute in
ensuring that JOSHCO is more effective in-service delivery:
Organisational effectiveness is a matter of reaching our highest potential in the
role we play. We all experience the changing nature of the work we do each day.
We will have more opportunities to develop capacities so that we can reach the
highest levels of performance in the functions we currently perform. At the same
time, each of us has the responsibility to remain fit for the position we fulfil with
support from our managers.
ii. The Performance Management system
In terms of Section 67(1) and specifically Section 67(1)(d) of the Local
Government Municipal Systems Act (Act 32 of 2000), the Municipality is
compelled to “develop and adopt appropriate systems and procedures to ensure
fair, efficient, effective and transparent personnel administration, including (d) “the
monitoring, measuring and evaluating of performance of staff.” The development
of such an Individual Performance Management System in essence enables
municipalities to give effect to the legislative requirement of being “performance-
oriented” and ensures the achievement of the strategic and operational objectives
of the organisation. The roll-out of an Individual Performance Management
System further creates the opportunity to ensure the achievement of legislative
obligations as, amongst others, Employment Equity Objectives can be reflected in
the Individual Performance Agreements of managers, consistent with the
recommendations in the relevant Employment Equity Act Code of Good Practice.
The agreement can also entrench organisational values and consequently
contribute to the development of a positive corporate culture. To be effective, the
Individual Performance Management Process and Procedures need to be closely
aligned with the Organisational strategies and objectives as currently being
formulated in the Organisational Performance Management Process. Against this
background the Individual Performance Key Performance Areas (KPA’s),
Objectives/Outcomes, Key Performance Indicators (KPI’s) and Performance
Targets will be formulated following the approval of the Organisational Strategies
and Objectives, informed by these objectives, operational requirements, contents
of job descriptions, organisational values and legislative requirements.
Managers will need to demonstrate leadership and commitment to ensure that
performance review session’s takes place on a regular basis for all staff, without
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exception. All the divisional plans will be used in the development of the Executive
Contracts that will be cascaded down to line managers and eventually to the
employee performance contracts. Lastly, the review of PMS is underway and the
following improvements on current system are proposed:
- Review / Develop the Performance Management Policy to ensure alignment
- Review Performance management processes, procedure and scorecard to
ensure alignment with organisational scorecard. This will ensure a more
transparent and inform application of the system.
- Streamline performance management processes to relieve the burden on
managers where reasonable.
- Improve systems for monitoring participation in and effectiveness of
performance review sessions;
- Provide more effective skills development for management of performance
- Provide well designed and structured training and development to enable
staff to achieve objectives and optimise performance in line with institutional
objectives.
- Provide clear models of high performance work through job/role profiles,
SMART objectives and constructive feedback on performance.
- Provide skills training for managers at all levels in performance management
specifically to develop SMART objectives and hold staff accountable.
How we will get there?
a) All employees to enter into a performance Contract and agreement at the
beginning of each new performance cycle or upon joining JOSHCO.
b) The Performance contract shall apply and be valid for a specific performance
cycle.
c) Targeted capacity development will be undertaken in a number of areas:
- Attention will be given to preparing more potential internal candidates for
posts that currently do not have enough qualified internal candidates,
particularly in making use of assignments to gain practical experience.
- A performance assessment and career development system will be put in
place that takes into account the relevant experience and/or the advanced
academic qualifications the advanced academic qualifications of general
service staff for movement to the various professional categories.
- Attention will be given to invest more in the potential of mid-level managers
who may assume senior management roles in the future.
- HR Department will contribute to monitoring the impact of capacity
development initiatives and sharing relevant information with managers.
3.5.3 Enabling Environment
Ensure that we have a healthy working environment at all levels that enable
employees to perform at their best. In such an environment, employees will aspire
to work in an atmosphere that is safe, respectful, empowering and caring, free of
harassment, discrimination and arbitrary behaviour and where we are able to
balance work and personal life. A positive working environment rewards; motivate
and empowers staff for their efforts. It also contributes to retention, reduces staff
turnover, job satisfaction and lower degrees of stress.
It is key to people being committed to JOSHCO and staying over time. In addition
to what an organisation can do to create a working environment there is an
important element of personal responsibility on the part of all staff to improve their
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surroundings. This entails individual behaviour based on mutual respect, integrity,
ethics, values, and understanding different roles and responsibilities within the
accountability framework.
How will we do things differently?
i. Creating equal opportunities for individuals and teams to grow in an
environment of trust and accountability.
a) “We” will practice JOSHCO values in our behaviour.
b) Our working environment will be based on integrity and trust, be free from
harassment, prejudice and abuse of authority and offer opportunities to
staff to excel and perform to their highest ability.
c) Open and productive relations among staff and between staff and
leaders will be maintained-drawing in particular on the role of the staff
representatives and Trade unions-and the systems already in place to
address complaints and hold managers accountable will be enhanced.
d) With JOSHCO developmental process, a new system will be established
across the organisation, lending more consistency and transparency to
complaints and appeals processes.
e) In essence JOSHCO subscribes to the following principles:
- Freedom of Association.
- Provision of organisational rights.
- Creation and utilisation of collective bargaining mechanisms, in-
house and through participation at Industry level.
- Participation in the workplace.
- Resolving Labour disputes.
- Pursuance with management of sound relationships between role
players.
f) JOSHCO will maintain its interactive and constructive relationships with
all representative Trade Unions (SAMWU and IMATU). Representative
unions enjoy organisational rights as well as constitutional and
negotiation powers on issues of mutual interest.
g) Both permanent and contract employees have the right to belong to
Trade Unions of their choice and participate in its affairs.
h) Collective bargaining takes place at industry level, JOSHCO plays and
active role in the industry bargaining council forums established and
maintained by the industry bodies.
ii. The working environment in JOSHCO will be safe, secure, free of
harassment and conducive to a healthy work-life balance.
a) As an organisation, we care about the health, safety and welfare of our
staff and we recognise that our well - being is a pre-requisite for our
performance and success.
b) A framework for staff wellbeing will be in place including a more
consistent treatment of harassment and abuse of authority that
compromises existing and new tools to facilitate each team /
manager’s initiatives to address issues of well-being at the workplace.
c) We understand that as individual staff members, we are responsible
for our own well-being and safety, and managers understand the
organisation’s obligations to care for its staff.
d) Improve managers’ commitment to a safe and healthy
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e) environment through training and awareness.
iii. Our working environment will be inclusive and provide equal
opportunities to women, people living with disabilities, people from
different geographic regions and other groups.
a) As a government entity, JOSHCO is at the forefront of addressing
inequalities of the past whilst ensuring that the organisation maintains its
operational excellence and competitive advantage.
b) HR is committed to address the inequities of the past while ensuring
ultimate compliance with legislative requirements. JOSHCO’s
employment equity programme is holistically designed to maximise the
potential of a diverse workforce, and the following principles will still
continue to guide JOSHCO employment equity initiatives:
i. The Skills Development and Employment Equity Committee
(SDEE) with representation from designated groups, Labour and
management will be reconstituted and continually meet to review
progress and provide direction regarding employment equity. In
addition, this structure will enhance, coordinate and monitor the
compliance of the employment equity plan with the Department of
Labour.
ii. The employment equity to be integrated with the performance
agreements of all supervisors and managers.
iii. More diversity workshops will be facilitated on the development of
these particular skills for all supervisors and managers with an aim
of having a positive impact in the organisational culture from an
employment equity perspective. This will clearly promote and
enhance cultural tolerance and an increased understanding and
insight into the value of diversity.
iv. Discrimination against persons with disabilities will be eradicated,
various initiatives will be embarked upon to accelerate and
increase the numbers on the appointments of previously
disadvantaged employees and persons with disabilities such as
having partnerships with Seta’s and Organisations supporting or
working with persons with disabilities.
How we will get there?
a) Managers will be held accountable for ensuring a positive working
environment free of harassment, discrimination and abuse of authority.
b) Enhanced management training and support systems for managers at
all levels will be available, including counselling/network system
through which managers can seek advice and support on a
confidential basis.
c) Enhanced communication and information on mechanisms available
for addressing grievance resolution will be provided. At the same time
it is every staff member’s responsibility regardless of level, role or
location to contribute to a positive working environment based on
mutual respect.
d) Staff surveys will be used to monitor staff perceptions and as a form of
feedback to supplement views expressed through formal channels of
communication about working environments and managerial
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performance. Rigorous follow up and action plans as required will be
established to address the findings of the survey.
e) HR Department will continue to monitor targets and progress and will
closely track the impact of special measures for optimizing female
talent (including through periodic feedback, mentoring and support
networks).
f) The full implementation of the SAP will provide a single integrated
solution for all the business units and a user-friendly set up for the
configuration of HR and Payroll, accuracy of HR data and transactions,
accuracy of payroll transactions and disbursements and increased
transparency of corporate processes and events such as selection,
reassignment, and promotion and performance management.
g) The HR policies and procedures will be reviewed on a continuous
basis by the recruitment and retention of high performing previously
disadvantaged employees and disabled people. Various initiatives will
be put in place to enhance the reliability and validity of our practises
designed to assess the potential of vulnerable employees.
h) More diversity workshops will be facilitated on the development of
these particular skills for all managers with an aim of having positive
impact in the organisation from an employment equity perspective.
This will clearly promote and enhance cultural tolerance and an
increased understanding and insight into the value of diversity.
i) Discriminations against disabled employees will be eradicated, various
initiatives will be embarked upon to accelerate the appointment of the
disabled such as:
i. Identifying positions to appoint people with various disabilities
ii. The recruitment and selection guidelines have been review to
ensure that previously disadvantaged people are not
discriminated.
iii. Review advertising strategy and media used.
iv. Monitor applications, shortlists and appointments by gender,
ethnicity and disability.
j) All legislative requirements regarding employment equity will be
submitted timeously to the Department of Labour.
3.6 MANAGEMENT AND ORGANISATIONAL STRUCTURES
JOSHCO currently has an approved organisational structure by the Board. However, due to
organisational changes in the priorities and growth of the company, which is expressed in the
Business Plan, it may necessitate that the current structure is reviewed and realigned to the
above-mentioned board priorities. Procedurally, after an organisation’s strategy is formulated,
the next priority is to design and define its organisational structure as it provides a channel
through which the management of the organisation can co-ordinate activities of the various
functions or divisions to exploit the skills and capabilities available to the organisation. The
approved structure is shown in figures below:
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EXECUTIVE MANAGEMENT
CEO’S OFFICE
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BUSINESS PLANNING, IT AND RISK
HOUSING MANAGEMENT
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HOUSING DEVELOPMENT
FINANCE, SCM & REVENUE
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CORPORATE SERVICES
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3.7 PROPOSED POSITIONS to be FILLED in 2018/19 Financial Year.
In light of the above discussions, the following 34 positions some of which are currently vacant are
proposed and prioritised to be filled during the financial year are summarised in the table below.
Department No of
positions
Brief motivation of the positions to be filled
Housing
Development
Four (4) i. 1x Executive Manager: Housing Development, ii. 1x Senior Manager: Project Management
iii. 1x Manager: Inner City Acquisition, iv. 1x Project Support Officer,
Housing
Management
Eight (10) i. 1x Senior Manager: Community Development ii. 2x Community Development Officers, 4x Estate Officers iii. 1x Leasing Administrator, iv. 2X Plumber v. 2x Electrician vi. 2x Handyman
Business
Planning &
Risk
Two (2) i. 1x IT Officer
i. 1x Risk Officer,
Finance,
Revenue&
SCM
Ten (10) i. 1x Chief Financial Officer, ii 1x Finance Manager; iii 1x Senior Supply Chain Officer; iv 1x Transformation Officer; v 4x Credit Controller vi 1x Supply Chain Officer; vii 1x Billing Officer
Corporate
Support
Ten (10) i. 1x Human Resource and Labour Relations Manager; ii 1x Facilities and Security Manager; iii 1x Health and Safety Officer; iv 1x Training Officer; v. 1x Human Resource Officer; vi 2x Call Centre Officer; vii 1x Performance Monitoring and Evolution Officer; viii 1x Communication Officer; ix 1x Courier/Driver
3.8 COMMUNICATION PLAN
JOSHCO envisage to reach all its stakeholders, consistently concerning its service delivery
mandate by outlining innovative and distinctive methods of engagement with internal and external
stakeholders through its Marketing and Communication Strategy. The strategy is aimed at
conveying the company’s vision and business values to develop social housing settlements that
transform the lives of residents living within disadvantaged communities. This is designed to drive
the company’s communication effectively and to meet core organisational objectives, engage
effectively with stakeholders, demonstrate the success of our work, ensure people understand what
we do and change behaviour and perceptions where necessary through various media platforms.
3.8.1 Communication Strategy
JOSHCO’s Communication Strategy ensures that communication within JOSHCO is well
coordinated, effectively managed and responsive to the diverse information needs across outlining
how the company will heighten communication with all stakeholders also giving guidelines for
enhancing tenants and public participation. The strategy directly identifies systematic engagement
platforms for internal and external stakeholders; investors, tenants and residents of the city, staff
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members, and the media, to build a positive image for JOSHCO. Through the strategy, JOSHCO
will incorporate key communication and stakeholder engagement activities that contributes towards
growing the entity’s brand and create long-term relationships. This will ensure integration of all
organisational programmes into one to:
Influence public attitude
Change any existent negative perceptions
Build excellent relations with all stakeholders
Publicise and promote JOSHCO as a brand and prime provider of affordable housing in the City
of Johannesburg.
Promote good governance taking into consideration principles of transparency, openness,
participation, development and direct communication
Encourage and enhance inter-departmental communication and information flow
3.8.2 Communication Tactics
JOSHCO’s communication strategy is aimed at ensuring that there is unremitting communication
and collaboration between the entity and its stakeholders. The company uses traditional
communication platforms to reach its stakeholders and aims at improving engagement with
stakeholders by:
Using NEW innovative ways to communicate - exploit different platforms and mediums to
communicate with stakeholders
Aligning our messages with that of the City and unpack them using different platform for different
target audiences - Develop marketing and public relations collateral to promote the company’s
achievements/milestones
Utilising Community Development programmes to leverage on JOSHCO’s relationship with
tenants - Forming partnerships with tenant committees to make it easier for JOSHCO to
approach sensitive subjects relating to defaults and Illegal occupation of units
Creating Real service delivery experience and perception through its stakeholder engagement
plan - Elevating service delivery to meet new prescribed standards of communication
Building close and harmonious relationships in which stakeholders can engage and understand
the entity's plan and programs - Introducing collaborative campaigns for revenue collection,
Developing a two –way- trust relationship between JOSHCO and all its stakeholders - Develop
relationships with Politicians and Policy makers to the maximise support of JOSHCO’s mandate
to deliver quality affordable rental housing.
Promoting and positioning JOSHCO as a prime provider of Social Housing in Johannesburg -
Communicate in a manner which will restore certitude through various simple and consistent
messages.
3.8.3 Strategic communication and key priority messages
The Strategy entails communication objectives, tools, key role-players and targeted audiences. Key
messages are important to ensure that everyone’s focus is centred on key information at the time.
The Entity’s phased communication approach prioritizes messages to the public.
These messages are aimed at attracting the media to JOSHCO’S key priority areas as detailed
in the strategic framework.
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The type of message tone that we should be giving out to our stakeholders for each objective
can be found below:
People and Places
We will build neighbourhoods and communities where people want and love to live. Working with
our partners, we will engage with communities across the City of Johannesburg to ensure that our
tenants enjoy where they live. We will encourage housing projects that bring neighbours and
communities together i