service delivery performance (mid-year …...6 rental: garages, sales of time-table, and ins urance...
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• service delivery performance (mid-year performance assessment);
• annual performance assessment of the previous financial year; and
• performance of municipal entities.
4. DISCUSSION 4.1 The process followed in the development of the 2017/18 Service Delivery and Budget
Implementation Plan (SDBIP) adjustment The process towards the development of the adjustment of the 2017/18 Service Delivery and Budget Implementation Plan (SDBIP) took into consideration the legislative requirement as per the Municipal Finance Management Act (MFMA). Furthermore, to ensure the credibility of the information, the following was undertaken:
• No amendments to targets unless the budget adjustment require it
• Engagements with departments where changes were due to administrative errors
• Sign-off by the departmental heads of all the proposed adjustments to the indicators
• Alignment of the KPIs to the approved micro structure
• Presentation of the proposed SDBIP changes to the City Manager to provide input in his capacity as the accounting officer
4.2 Matters for consideration towards approval
The following matters need to be considered in the process of adjusting the IDP and the Service Delivery and Budget Implementation Plan (SDBIP) as proposed in this report:
• Whilst the calculation on the targets contained in this report are based on quarter 2 performance as tabled to Council in January 2018, this mid-year performance has not been audited by Internal Audit. Therefore any discrepancy between the numbers contained in this report and the audited performance results which may come later on is as a result of the timing of the report which did not allow for the audited results to be taken into consideration.
• The capital works programme contained in Annexure “C” of this report reflects only adjusted quarterly milestones. If there is a need to improve on these subsequent to the finalisation of the monthly milestones, the City Manager will drive the process and ensure that the milestones are used for reporting from the time of correction, moving forward.
• Consideration should be given to aligning all institutional structures to the new approved micro structure to ensure that accountability rests with the Mayoral Committee and the correct oversight committee portfolios.
4.3 Proposed adjustment to improve performance reporting
The following principles guide the recommendations for the adjustment:
• Under-performance of capital projects which directly contribute to the SDBIP targets
• Correction of ownership of KPI’s as a result of the micro structure alignment and administrative errors
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• The findings and recommendations of Internal Audit and the Auditor-General, as well as the Performance Audit Committee on the approved 2016/17 Service Delivery and Budget Implementation Plan (SDBIP) being taken into consideration
Only quarter 3 and 4 targets are proposed for adjustment in instances where annual targets are proposed for adjustment.
4.4 Proposed adjustment to the Service Delivery and Budget Implementation Plan
(SDBIP) scorecard
This section provides details regarding the proposed adjustment on the main 2017/18 Service Delivery and Budget Implementation Plan (SDBIP) scorecard per department where requested.
Utility Services Department
Water and Sanitation:
KPI targets amended in the SDBIP scorecard for the following indicators:
• Number of households provided with a full water meter connection – Reduction in the target due to delay in projects as a result of community unrest and interference in the project implementation.
• Percentage of reduction in non-revenue water increased from 24,61% to 26,0% – the amended target seeks to reflect achievable results. The reason for continued increase is the result of long response times in terms of maintenance on burst or leaking pipes due to staff shortages at the regions and the department. The mid-year result indicates that NRW is sitting at 28,2% and it is proposed that the annual target be adjusted to 26%.
Electricity and Energy:
KPI targets amended in the SDBIP scorecard for the following indicators:
• Number of new electricity connections provided - The KPI is dependent on submission applications and payment of connections by customers and historical trends indicate that the target has been set to high.
Roads and Transport Department Regional Operations and Coordination
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KPI targets amended in the SDBIP scorecard for the following indicators:
• Total length of the storm water drainage system in the proclaimed areas provided to the full level of service (km) – reduce the target of 26 km to 20 km Projects that contribute to the KPI have been delayed due to delays in procurement. The turnaround time for appointing contractors took longer than anticipated. These are multiyear projects and the target will be increased in the outer years to ensure that the original IDP target is met.
• Total length of roads in the proclaimed areas provided to the full level of service (km) – increase the target from 13 km to 15 km - Increase in the target due to some projects that contribute to the KPI to be completed earlier than scheduled.
KPI targets amended in the SDBIP scorecard for the following indicators:
• Number of areas provided with weekly kerbside waste removal – increase of the target from 2 290 to 2 338 for the following reason: The formalised areas which are on the latest GIS listings are 2 338.
• Nr. of informal settlements with access to rudimentary sanitation services – reduction of the target from 76 to 67 settlements due to the current budget availability and services rendered. In the previous financial year 64 settlements were provided with rudimentary sanitation.
Department Economic Development and Spatial Planning KPI descriptions amended in the SDBIP scorecard for the following indicators:
• Adjust KPI “Rand value investment attracted to the city (Annual)” - Adjust to “Rand value of investment facilitated by the city (Annual)”. This is a re-alignment of the indicator to support the purpose of the programme which is: Investment Facilitation and therefore the KPI is brought in line with this.
Human Settlement Department
Alignment of the departmental name to approved new name: “Human Settlement Department” KPI targets amended in the SDBIP scorecard for the following indicators:
• Number of service stands provided with water reticulation – reduction of target from 3 650 to 2 300 – Rectifying an error in the approved SDBIP document where the target of 3650 was not aligned to the approved budget. During the financial year it was established that the accurate target against budget is 2300 connections.
• Number of service stands provided with sewer reticulation – reduction of
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target from 2 800 to 1 350. Rectifying an error in the approved SDBIP document where the target of 2800 was not aligned to the approved budget. During the financial year it was established that the accurate target against budget is 1350 connections.
The table below depicts the summary of the proposed adjustment on the main SDBIP scorecard. Table 4.1: Summary of adjustments to main SDBIP scorecard
Category Number of SDBIP changes
Targets increased 2
Targets decreased 6 - Water and sanitation connections, electricity connections, rudimentary sanitation services to informal settlements
Indicators descriptions amended 1
Proposed changes to the SDBIP supporting scorecard:
Utility Services Department Roads and Transport Department
Removal in the supporting SDBIP scorecard for the following indicator:
• % of complete and compliant small scale embedded generation applications approved - The process for development of the Small Scale Embedded policy is still underway and Council has not yet approved it. National legislation in this regard is still not yet promulgated. The City is therefore not yet ready to report on this KPI.
• Amended targets in the supporting SDBIP scorecard for the following indicators:
• Average nr. of passenger trips on A ReYeng per day - The Rainbow Junction line was only launched later than planned in October 2017 on a free ride migration basis. Taxis only started transferring passengers into A Re Yeng line in January 2018 and ridership is lower than anticipated but should increase in future.
• Rand value increase in revenue from A Re Yeng – As a result of the process of referred to above.
• Average nr. passenger trips on TBS per month - TBS only has the capacity to operate 165 shifts per day. This is insufficient to reach the targeted ridership figures. With the expansion of TRT into Mamelodi and Hammanskraal, passenger who used to travel into the city using other modes of transport and transfer to TBS buses, will now be lost to TRT. This will have a negative impact on TBS’s ridership figures.
• Rand Value increase from TBS – Monthly revenue is made up of the following accounts: Transport Fees, Bus Rental, Rental: Garages, Sales of time-table, and Insurance Revenue. The targets set for
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Rental: Garages, Sales of time-table, and Insurance Revenue are unrealistic and unachievable with TBS’s current capacity. TBS’s main source of income, Transport Fees, is underperforming and is currently at 38% of cumulative target. The target is based on TBS operating their full fleet of around 250 buses, which is currently not possible due to the critical HR issues. Vacant positions in the Bus Driver Section and Workshop result in TBS only being able to operate 165 shifts (except school holidays when it drops to 140). This affects Revenue generation.
Regional Operations and Coordination Department Economic Development and Spatial Planning
Target amended in the supporting SDBIP scorecard for the following indicators:
• Road Length (in km) of road markings repainted – Reduction in target from 260km to 150km. Final budget allocation for 2017/18 was lower than originally planned and target need to be adjusted.
• Maintenance of the Blue Drop Standard– Removal of indicator. Ownership of this indicator belong to and is measured and reported on by Utility Services department
KPI description and target amended for the following indicators:
• Amend KPI “% of building plans approved within 45 days” - Amend KPI to read as follows: “% of building plans evaluated within the statutory timeframes: 30 to 60 days”. The KPI wording is brought in line with the statutory legislation (National Building Regulations and Standards Act, No 103 of 1977, as amended).
• Amend KPI "Rand value investment attracted to the city (Annual)” be amended to "Rand value of investment facilitated by the city (Annual) - The department is responsible for Investment Facilitation and therefore the KPI is brought in line with this responsibility.
• “Nr of township tourism SMMEs supported through the City’s partnership with the Small Enterprise Development Agency/SEDA” – Target reduced from 50 to 25 due to the delay in signing of the Memorandum of Agreement between the City and the Small Enterprise Development Agency (SEDA). SEDA indicated that they will not be able to continue to sustain this work, due to limited funding.
• “Nr of township automotive SMMEs supported through the City’s partnership with the Automotive Industry Development Centre (AIDC)” – Increase the target from 4 to 10 due to the relationship with the AIDC.
• Adjustment of KPI “Nr of strategic projects fast-tracked by the Strategic Investment
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Committee within 60 days” to: “Number of investment projects submitted to the Strategic Investment Committee for consideration as strategic/catalytic” and adjust the target up from 6 to 10.
• Amend KPI “% of planned building by-laws executed” to read “% of building contraventions executed”. The manner in which the KPI was previously worded, was not in line with the function being executed. The Division deals with statutory law enforcement.
Health Department Shared Services Department and Customer Relationship Management departments
KPI to be removed in the supporting scorecard:
• “% of clinics with electronic health record system” - the allocated budget in relation to the KPI has been re-adjusted at the beginning of the financial year and the existing system is also not compatible with the system which national and provincial health is using and should therefore not be rolled out further.
KPI to be amended in the supporting scorecard and moved to departmental level:
• Amend KPI “% of people requesting HIV test and receiving results” with “% of CoT PHC fixed Clinics providing HIV Testing Services”. The original KPI wasnot aligned to HIV Testing Services (HTS) guidelines, 2016. The policy promotes universal testing and not limiting HIV test to requesting by clients.This LPI be moved to Departmental level
Correction of ownership of KPI:
• “Completion of a Customer Satisfaction Survey” – The owner department of this KPI is CRM and not Shared Services. Correction
Table 4.2: Summary of adjustments to the supporting scorecard
Category Number of supporting scorecard changes
Targets increased 2
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Targets decreased 5 - A Re Yeng and TBS passengers and revenue, Township tourism SMMEs' supported
Indicators descriptions amended 5
Indicators removed 7 - Leases revenue, road marking repainting, HIV Aids testing, Electronic health system
Indicator ownership change 2
The adjusted main SDBIP and supporting scorecards are attached as Annexure “A” to the report
4.5 Implications of the SDBIP adjustment on the IDP
The proposed changes to the SDBIP do not amend the City’s five-year commitments as per the 2016-21 IDP that was approved by Council. Council at its meeting held on 28 January 2018 also in principle approved that all targets which are informed by the 2016/17 financial year’s performance, be amended to be in line with the confirmed baselines. This is note regarded as a change in the IDP, but update in line with the previous years audited performance.
4.6 Adjustment of capital projects contained in the SDBIP 4.6.1 Approved project budget against adjusted project budget 4.6.1.1 Summary of adjustment
A sum total of 158 projects to the value of R1, 545,279,345 were adjusted either up or down. 97 projects to the value of R724,111,329 were adjusted upwards and 61 projects to the value of R-821,168,016 were adjusted downwards.
Table 4. 3: Summary of adjusted projects Department Sum of
Upwards Sum of Downwards
Value of Projects adjusted upwards
Value of Projects adjusted downwards
City Manager 1 2 R431,630 R-346,000,000
Community and Social Development Services
10 3 R54,703,422 R-32,416,910
Customer Relation Management
1 0 R10,000,000 R0
Economic Development and Spatial Planning
1 1 R6,900,000 R-6,900,000
Environment and Agricultural Management
2 2 R2,800,000 R-2,800,000
Group Audit & Risk 2 0 R6,000,000 R0
Group Financial Services 0 2 R0 R-58,000,000
Group Human Capital Management
0 1 R0 R-1,100,000
Group Property Management
0 2 R0 R-5,100,000
Health 2 2 R3,326,658 R-2,500,000
Housing and Human Settlement
19 3 R169,443,789 R-40,015,464
Roads and Transport 17 17 R137,100,000 R-81,950,175
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Department Sum of Upwards
Sum of Downwards
Value of Projects adjusted upwards
Value of Projects adjusted downwards
Roads and Transport - BRT 4 3 R24,372,054 R-54,779,000
Tshwane Economic Development Agency
1 0 R75,000 R0
Utility Services - Electricity 11 5 R108,000,000 R-50,000,000
Utility Services - Water & Sanitation
19 10 R149,300,000 R-132,300,000
Housing Company Tshwane
3 1 R40,578,372 R-6,226,063
GICT 1 0 R10,000,000 R0
Roads and Transport - AP 3 7 R1,080,404 R-1,080,404
Grand Total 97 61
Total number of adjustment movements
158
4.6.1.2 Number of projects included during the adjustment period
The 2017/18 adjustment period saw projects to the value of R511,718,401 added to the budget during the adjustment period. Most of these projects are included during this period because of various reasons including completion of previous year projects.
The challenge departments’ face is to spend the allocated budget by the end of the financial year especially where such projects require procurement of goods or services. In some instances, departments have requested additional funding for projects requiring procurement services for execution before end of the financial year, however, the actual payment may only be realised in the new financial year. This might result that such funds may not be spent in the current financial year even though funds have been allocated during this adjustment. Such funds could be utilised in other projects which are ready to spend or could be realised as savings. The following table gives a summary of projects included during the adjustment period excluding budget transfers
Table 4.5: Projects included during the adjustment period
Department Number of Additions
Sum of Additions
City Manager 1 R 431 630
Community and Social Development Services 7 R 24 703 422
Customer Relation Management 1 R 10 000 000
Environment and Agricultural Management 1 R 500 000
GICT 1 R 10 000 000
Group Audit & Risk 1 R 5 000 000
Housing and Human Settlement 14 R 130 377 325
Housing Company Tshwane 2 R 20 256 024
Roads and Transport 14 R 111 200 000
Roads and Transport – AP 1 R 50 000
Utility Services – Electricity 3 R 60 000 000
Utility Services - Water & Sanitation 16 R 135 300 000
Grand Total 64 R 511 718 401
10 The list of projects which are added to the project list is attached as Annexure “B” - List of added projects
In support of “Pillar 1: A City that facilitates economic growth and job creation” and “Action 2: Address infrastructure and service delivery inadequacies which are preventing existing or fledgeling industries from growing and/or threatening their survival” in the IDP, specific infrastructure interventions was introduced in areas where the existing industry is inhibited by the current level of infrastructure and service delivery. These interventions will focus on ensuring bulk service delivery which is reliable and encourages established businesses to further invest in these areas. Towards sustainable human settlements, the related spatial planning will increase the demand for housing as close as possible to existing urban areas, public transport routes and service delivery infrastructure and close to economic growth areas.
The following areas have been identified as those with the highest return on investment (where return is calculated as potential job growth):
• Rosslyn
• Ekandustria (Ekangala)
• Waltloo
• Silverton
• Olievenhoutbosch
The main programme to which the budget for this initiative was allocated to during the budget approval has now been broken down into specific projects after planning has been done that will allow infrastructure development and upgrading to take place in these areas. The programme has been broken down to the following projects to be implemented within the respective departments inter alia to the following:
Table 4.6 Breakdown of Economic infrastructure programme
Project name and deliverables 17/18 Budget
Olievenhoutbosch bulk water line to connect to the newly established township R9 512 861 Chantelle detail design and bulk infrastructure upgrade (HCT) R13 256 024 Sunnyside detail design, bulk infrastructure and internal reticulation (HCT) R7 000 000 Soshanguve 132/11kV Substation R20 000 000 Soshanguve JJ 132kV Power Lines R20 000 000 Monavoni 132/11 kV Substation R20 000 000 Babelegi Reservoir 2 Completion R12 000 000 Development and Construction of Roads and Stormwater: Klerksoord Industrial Site
R 3 000 000
Rosslyn Intermodal hub R 10 000 000 Development of Non-Motorised Transport Masterplan R5 000 000 WNA - Construction of an extended taxiway which provide for the further expansion of the airport tenants base.
R5 500 000
Cleaning of the cadastral boundary, erecting of Clearview type fence with prescribed security gates, minimum 1.8 meters high with a 300mm over hang.
R5 000 000
Upgrade of Pretoria Station Taxi Rank- Dairy Mall Taxi Rank R 10 000 000 Revitalisation of the City-Taxi Holding areas within the Pretoria CBD R20 000 000 Upgrade of Pretoria Station Taxi Rank- Dairy Mall Taxi Rank R5 000 000 Doubling of Petroleum Street R7 000 000 Internal Routes in Rosslyn and Traffic signals R2 100 000 Upgrading of Roads in Ekangala Ward 105 Phase 2 R10 000 000
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(712894) Upgrading of Road from gravel to tar in Ekangala (previously Ward 11 & 12) - Ward 103 & 104
R20 000 000
712893) Upgrading of Road from gravel to tar in Zithobeni Ward 102 R 10 000 000 Upgrading of dirt road leading to Clover hill club ward 102 R2 500 000 GRAND TOTAL R207 768 885
The following projects were included into the budget through funds transfer process where in other instances further funds were requested during the budget adjustment period. It is also important to note that some funds which were included through funds transfer process, were reduced during the budget adjustment period illustrating the upwards and downwards movement of project funds within an approved MTREF which further compromises the City’s planning exercise and performance reports.
Table 4.7: Projects included through the funds transfer exercise
Department Name WBS Level 3 Budget
2017/18 Fund Transfer Adjustment Adjusted
Budget
Roads and Transport
Internal Roads: Northern Areas
9.711863.2. 016.B R0 R13,275,358 R0 R13,275,358
Roads and Transport – BRT
Line 1A- Rainbow Junction Depot
9.712591.1.002.2 R0 R10,000,000 R-4,000,000 R6,000,000
Roads and Transport – BRT
BelleOmbre CNG Depot-Bulk Earthworks
9.712591.1.002.3 R0 R12,811,899 R0 R12,811,899
Roads and Transport – BRT
BelleOmbre CNG Depot-Civil Works
9.712591.1.002.4 R0 R1,521,759 R13,478,000 R14,999,759
Roads and Transport – BRT
Line 1A - Complete Rainbow Bypass (WP4B)
9.712591.1.002.5 R0 R38,629,200 R8,043,000 R46,672,200
Roads and Transport – BRT
Wonderboom Intermodal Facility-Permanent Phase 1
9.712591.1.002.6 R0 R2,390,200 R0 R2,390,200
Roads and Transport – BRT
Kopanong Intermodal Facility-West of the City
9.712591.1.002.7 R0 R8,935,161 R0 R8,935,161
Roads and Transport – BRT
BelleOmbre CNG Depot-Building Works
9.712591.1. 002.B R0 R41,216,882 R-19,216,000 R22,000,882
Utility Services – Electricity
Electricity for All - Region 4
9.710178.2. 005.D R0 R5,000,000 R2,000,000 R7,000,000
Utility Services – Electricity
Electricity for All - Region 5
9.710178.2. 005.E R0 R30,000,000 R6,000,000 R36,000,000
Utility Services – Electricity
Electricity for All - Region 7
9.710178.2. 005.G R0 R4,321,500 R5,000,000 R9,321,500
Utility Services – Electricity
Electricity for All - Region 2
9.710178.2. 006.B R0 R10,686,500 R0 R10,686,500
Utility Services – Electricity
Electricity for All - Region 6
9.710178.2. 006.F R0 R19,313,500 R0 R19,313,500
4.6.1.3 Projects removed from the project list The following projects were removed from the Capital Works Plan as part of the budget adjustments.
Table 4.8: Projects eliminated from the project list
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Unit Name WBS Level 3 Current Budget 2017/18
Adjustment Adjusted Budget
Reason for adjustment
City Manager
Revitalisation of City’s industrial and economic nodes (Rosslyn, Babelegi, Ekandustria, Garankuwa)
9.713047.1. 001.R
R331,000,000 R-331,000,000 R0 Programme broken down to specific detailed projects
City Manager
Revitalisation of City’s industrial and economic nodes (Rosslyn, Babelegi, Ekandustria, Garankuwa)
9.713047.1. 015.B
R15,000,000 R-15,000,000 R0 Programme broken down to specific detailed projects
Economic Development and Spatial Planning
Informal Trade Market (Inner City)
9.712988.1. 015.I R6,900,000 R-6,900,000 R0
The budget for the project is insufficient. A request to move funds to the BPO Park project, has already been submitted to the Group Financial Services Department for consideration and approval during the 2017/18 adjustments budget process.
Group Property Management
Replacement/ Modernisation of all the Lifts within various Council Buildings (City Wide)
9.712743.1. 015.L R5,000,000 R-5,000,000 R0
Due to the complexity with the SCM process and lead time for delivering various components for different lifts in City owned buildings, the budget will not be spend in this financial year.
Housing and Human Settlement
Booysens ext Bulk water 9.710863.2. 005.B
R17,000,000 R-17,000,000 R0 Change of funding source
Roads and Transport
Flooding Backlogs: Mamelodi, Eersterust & Pta Eastern Area: Mamelodi Extension 4
9.712223.1. 005.C
R1,000,000 R-1,000,000 R0
The delay in the process for the appointment of the consultant to execute the project, will mean that the project will not be completed in the current financial year.
Roads and Transport
Flooding Backlogs: Mamelodi, Eersterust & Pta Eastern Area: Mamelodi Extension 5
9.712223.1. 005.D
R1,000,000 R-1,000,000 R0
The delay in the process for the appointment of the consultant to execute the project, will mean that the project will not be completed in the current financial year.
Roads and Transport
Upgrading of roads and stormwater systems in Refilwe
9.712944.1. 015.R
R2,600,000 R-2,600,000 R0
The delay in the process for the appointment of the consultant to execute the project, will mean that the project will not be completed in the current financial year.
Roads and Transport
Upgrading of roads and stormwater systems in Rayton
9.712945.1. 015.R
R1,300,000 R-1,300,000 R0
The delay in the process for the appointment of the consultant to execute the project, will mean that the project will not be completed in the current financial year.
Utility Services - Water & Sanitation
Bronkhorstspruit bulk pipeline
9.711335.1. 015.A
R5,000,000 R-5,000,000 R0
The Bronkhorspruit Bulk Pipeline project has been allocated R5 000 000.00 in the 2017/18 financial year. The water bulk pipeline is a regional pipeline to be installed to provide water to Regions 5 and 7 and Thembisile Local Municipality. Currently, there is a water and sanitation work stream consisting of representatives from Cooperative Governance and Traditional Affairs (CoGTA), Department of Water and Sanitation
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(DWAS), Region 7,City Planning, Water and Sanitation Planning and Rand Water. The intention at this stage is that Rand Water will construct and own the pipeline which will be an upgrade of their existing Mamelodi – Ekangala pipeline. The funds allocated for this project will therefore not be utilized and has to be moved to other projects that are experiencing budget shortfall.
Utility Services - Water & Sanitation
Bronkhorstspruit Reservoir zone eastern pipe reinforcement and PRV
9.711335.1. 015.B
R2,000,000 R-2,000,000 R0
The Bronkhorspruit Reservoir Zone Pipe Reinforcement project has been allocated a budget of R2 000 000.00 in the 2017/18 financial year. The objective of the project is to install the pressure reducing valves (PRV’s) in order to maintain lower pressures in the hydraulic systems. The PRV will also reduce the volume of water losses in the water system input and ultimately results in the financial savings for the City. The project will be implemented through the Township Development Programme as there was a commitment made with the agent for the Park City Development which is one of the MEGA projects done for Gauteng Human Settlement department. The allocated budget for this project will be moved to Township Water and Sanitation services development for implementation.
Roads and Transport - AP
Firearm safe for airport Visitors
9.713031.1. 015.F R50,000 R-50,000 R0 Capex re-prioritised to make provision for non-compliance issues
Roads and Transport - AP
Replacement and upgrade of fire hydrants and equipment
9.713057.1. 015.A
R1,000,000 R-1,000,000 R0 Capex re-prioritised to make provision for non-compliance issues
4.6.1.4 Summary of planned project output per phase
Out of 310 capital projects, 86 projects are in construction phase, 28 projects are in design phase, 2 projects with more than one phase exist, only phases planned for 2017/18 will be completed and proceed to the next MTREF, 12 projects in the planning phase, 61 projects are at procurement phase and 122 projects will be completed at the end of the financial year.
Figure 4.4: Project Phases
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The adjusted capital works plan which include the various phases in which the projects are in is attached as Annexure “C” - Adjusted Capital Works Plan with phases.
5. COMMENTS OF THE STAKEHOLDER DEPARTMENTS 5.1 COMMENTS OF THE CHIEF FINANCIAL OFFICER
Cognisance is taken of the contents and recommendations to the report. The purpose of the report is to table to the Mayoral Committee the proposed adjustments to the approved 2017/18 Service Delivery and Budget Implementation Plan (SDBIP) targets and indicators for the 2017/18 financial year. It is imperative that Strategic Units / Departments align their non – financial Service Delivery and Budget Implementation Plan (SDBIP) targets with the City’s long term strategic intent. There are no additional financial implications emanating as a result of this report on the City’s budget.
5.2 COMMENTS OF THE GROUP HEAD: GROUP LEGAL AND SECRETARIAT SERVICES The purpose to this report is to table the proposed adjustments to the approved 2017/18 Service Delivery and Budget Implementation Plan (SDBIP) targets and indicators for the 2017/18 Financial Year. In terms of Section 54 (1) of the Municipal Finance Management Act 56 of 2003, on receipt of a statement or report submitted by the accounting officer of the municipality in terms of section 71 or 72, the mayor must— (a) consider the statement or report; (b) Check whether the municipality’s approved budget is implemented in
accordance with the service delivery and budget implementation plan; (c) consider and, if necessary, make any revisions to the service delivery and
budget implementation plan, provided that revisions to the service delivery
Constructi
onDesign
Phase
completePlanning
Procurem
ent
Project
Complete
Number of Projects 86 28 2 12 61 122
Budget R 1 250 850 R 140 219 R 30 000 0 R 179 949 R 453 967 R 1 774 116
0200400600800
100012001400160018002000
Mil
lio
ns
Number of Projects
Budget
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targets and performance indicators in the plan may only be made with the approval of the council following approval of an adjustments budget;
(d) issue any appropriate instructions to the accounting officer to ensure—
(i) that the budget is implemented in accordance with the service delivery and budget implementation plan; and
(ii) that spending of funds and revenue collection proceed in accordance
with the budget. Section 28(1) of the Municipal Finance Management Act 56 of 2003, provides that a Municipality may revise an approved annual budget through an adjustment budget. Having taken regard to the aforesaid and with specific reference to the contents of the report, Group Legal and Secretariat Services Department support the approval of the report and the recommendations thereof.
5.3 COMMENTS OF THE CHIEF OF EMERGENCY SERVICES The purpose of the report is to table to the Mayoral Committee the proposed adjustments to the approved 2017/18 Service Delivery and Budget Implementation Plan (SDBIP) targets and indicators for the 2017/18 financial year. The Emergency Services is in agreement with the content as far as it has direct emphasis on the department and in support of the recommendations to the report as well.
5.4 COMMENTS OF THE GROUP HEAD: GROUP PROPERTY
With specific reference to the Department: Group Property: • All 4 Group Property Service Delivery and Budget Implementation Plan (SDBIP)
targets should be moved from the Service Delivery and Budget Implementation Plan (SDBIP) to departmental level based on the following:
The department is fairly newly established and has historic challenges such as no strategy for revenue generation or optimization has been implemented, there are serious deficiencies in terms of both skill and capacity within the department and a lack of effective contract management. Various actions have to be completed such as implementation of a property strategy, review of the business revenue model and processes, review of contacts terms and conditions which include market related rental, current use and occupation. Actions such as evictions, debt collections need to be prioritized. There is an incomplete and inaccurate lease register. There has been no proper planning for the release of properties for revenue generation, insufficient physical verification of property assets which has resulted in unlawful occupations requiring eviction, no reconciliation between the actual revenue anticipated and the financial targets have been correlated. An audit of existing leases is required to correctly inform the baseline targets in order to correct this an audit and reconciliation of the existing contracts is required, a pro-active land release of properties is to be implemented, the land disposal policy is to be submitted for approval and the implementation of debt collection, contract management and eviction procedures need to be done. This requires a phased approach to the revenue
16 generated so that targets are measurable and achievable. It is therefore recommended that the 4 Service Delivery and Budget Implementation Plan (SDBIP) revenue targets be moved to departmental level with corresponding PI’s to address the deficiencies to ensure that proper performance and monitoring is achieved. CAPITAL EXPENDITURE (CAPEX) 1. Replacement/Modernization of all the Lifts within various Council Buildings –
Due to the delay in the finalization of service providers for the implementation of this project it is recommended that the amount of R5mill should be move to Information and Communication Technology (ICT) for the installation of Microphones in the Council Chambers.
2. Capital Movables – This amount is requested to be moved in the adjusted
budget from R200 000 to R100 000 due to a change in departmental requirements.”
5.5 COMMENTS OF THE GROUP HEAD: HEALTH
The KPI amended below must also be moved to departmental business level from Corporate Scorecard to allow for testing of systems and infrastructure. Amend KPI “% of people requesting HIV test and receiving results” with “% of CoT PHC fixed Clinics providing HIV Testing Services”. The original KPI was not aligned to HIV Testing Services (HTS) guidelines, 2016. The policy promotes universal testing and not limiting HIV test to requesting by clients.”
5.6 COMMENTS OF THE GROUP HEAD: HUMAN SETTLEMENTS The report and its contents are supported.
5.7 COMMENTS OF THE CHIEF OPERATIONS OFFICER
The purpose of this report to obtain approval of the proposed adjustments to the approved 2017/18 Service Delivery and Budget Implementation Plan (SDBIP). The contents and recommendations of the report are supported.
5.8 COMMENTS OF THE GROUP HEAD: REGIONAL OPERATIONS AND COORDINATION The Purpose of the report is, 'To table to the Mayoral Committee the proposed adjustments to the approved 2017/18 service delivery and budget implementation plan (SDBIP) targets and indicators for the 2017/18 financial year'. The adjustment to the Service Delivery and Budget Implementation Plan (SDBIP) 2017-18 as proposed by the ROC, have been incorporated into the adjusted Service Delivery and Budget Implementation Plan (SDBIP) 2017-18 scorecard. Adjustments to the target on provision of rudimentary sanitation is subject to approval of an increased budget for provision of rudimentary sanitation to 76 informal settlements.
17 Subject to and provided that the proposed Service Delivery and Budget Implementation Plan (SDBIP) takes into account and incorporates the recommended adjustments to the target on rudimentary sanitation to 76 informal settlements, the ROC supports the report, its purpose, objectives and recommendations.
5.9 COMMENTS OF THE CHIEF OF POLICE The purpose of the report is to obtain approval for the proposed adjustment to the approved 2017/18 Service Delivery and Budget Implementation Plan (SDBIP). Tshwane Metro Police Department takes cognizance of the report and supports the recommendations.
6. IMPLICATIONS 6.1 HUMAN RESOURCES
There is no impact on human resources as this is an administrative process and is dealt with through the normal annual planning processes.
6.2 FINANCES
The report seeks to approve the adjustment to the SDBIP in line with any budget adjustment.
6.3 CONSTITUTIONAL AND LEGAL FACTORS
The report complies with the provisions of the Municipal Finance Management Act, 2003 (Act 56 of 2003).
6.4 COMMUNICATION
After approval, this document will be circulated to the relevant stakeholders and placed on the Tshwane public website and published in the local newspapers for information and implementation.
6.5 PREVIOUS COUNCIL OR MAYORAL COMMITTEE RESOLUTIONS
This report tables an adjustment of the 2017/18 SDBIP that was approved by the Mayoral Committee and Council in June 2017.
7. CONCLUSION
The proposed adjustments to the 2017/18 SDBIP scorecard were developed taking into consideration the performance as at mid-year, as well as planning within the existing capital programme approved by the City. They were further informed by the Auditor-General's audit of performance objectives.
The Special Mayoral Committee on 14 February 2018 resolved to recommend to Council as set out below:
18
IT WAS RECOMMENDED (TO THE COUNCIL: 22 FEBRUARY 2018): 1. That the adjustment to the 2017/18 Service Delivery and Budget Implementation Plan
(SDBIP) targets and indicators as contained in Annexure “A” to this item be approved; 2. That where applicable, the scorecards of senior managers be adjusted to reflect the
approved adjustments in the Service Delivery and Budget Implementation Plan (SDBIP); and
3. That the Adjusted 2017/18 Service Delivery and Budget Implementation Plan
(SDBIP) be published for information and submitted to the various government departments as prescribed in the applicable legislation.
During consideration of this item by Council on 22 February 2018, Cllr JL Lekgothoane participated in a debate. Subsequently, Cllr NP Tyobeka-Makeke seconded by Cllr PB Hlatshwayo proposed the following additional recommendation:
(Unaltered)
“4. The adjusted 2017/18 Service Delivery Budget Implementation Plan (SDBIP) be referred to Section 79 Oversight Committee of IDP for further scrutiny.”
The Council acceded to Cllr Tyobeka-Makeke’s proposal. Hereafter the following Councillors participated in a debate on the contents of the report: MMC TM Nkomo MA Masoleng SJ Mabona P Sutton MMC RM Williams Following the closing remarks by the Executive Mayor, it was resolved as set out below: ANNEXURES: A: Adjusted 2017-18 SDBIP scorecard B: List of added projects C: Adjusted 2017-18 Capital Works Plan D: HCT revised business plan 2017/18 E: TEDA revised business plan 2017/18
1
Annexure A:
Adjustment to the 2017/18 Service Delivery and Budget Implementation Plan (SDBIP) scorecard
Main SDBIP scorecard
Strategic
Pillar
Key
Perform
ance
Area
Depart
ment
Indicator Origin
al
Baseli
ne
Confir
med
baseli
ne as
per
2016/1
7
Annua
l
report
Target
2017/1
8
2017/18
Adjusted
annual
target
Reason for
Adjustment
Quarterly targets
Q 1 Q 2 Achievement
as at Q2
Adjuste
d Q 3
Adjusted
Q 4
Pillar 1: A
city that
facilitates
economic
growth
and job
creation
Job
Intensive
Economi
c Growth
Commu
nity and
Social
Develop
ment
Nr of new
income
earning
opportunities
facilitated by
the city
21 500 17 183 23 000 None N/A 7 000 3 000 8 423 4 000 9 000
Pillar 1: A
city that
facilitates
economic
growth
and job
creation
Job
Intensive
Economi
c Growth
Economi
c
Develop
ment
and
Spatial
Planning
Rand value
investment
attracted to
the city
(Annual)-
Adjust to
read: Rand
value of
investment
facilitated by
the city
(Annual)
R 2.2
billion
R2,298
billion
R2.4
billion
for the
year
None Re-alignment of
the indicator to
support the
purpose of the
programme
which is:
Investment
Facilitation and
therefore the KPI
is brought in line
with this
0 0 - 0 R2.4
Billion
Pillar 1: A
city that
facilitates
economic
growth
and job
creation
Job
Intensive
Economi
c Growth
Economi
c
Develop
ment
and
Spatial
Planning
Support
through
mentorship/tra
ining to the
Tshepo 10
000 co-
operative
245 289 257 for
the
year
None N/A 65 57 184 70 65
21
2
Strategic
Pillar
Key
Perform
ance
Area
Depart
ment
Indicator Origin
al
Baseli
ne
Confir
med
baseli
ne as
per
2016/1
7
Annua
l
report
Target
2017/1
8
2017/18
Adjusted
annual
target
Reason for
Adjustment
Quarterly targets
Q 1 Q 2 Achievement
as at Q2
Adjuste
d Q 3
Adjusted
Q 4
Pillar 2: A
city that
cares for
residents
and
promotes
inclusivity
Health
and
Social
Develop
ment
Health % of City of
Tshwane
PHC fixed
clinics
providing
immunisation
coverage for
children under
1 year of age
100% 100% 100% None N/A 100% 100% 100% 100% 100%
Pillar 2: A
city that
cares for
residents
and
promotes
inclusivity
Health
and
Social
Develop
ment
Health % of City of
Tshwane
PHC fixed
clinics
implementing
PMTCT
programme
100% 100% 100% None N/A 100% 100% 100% 100% 100%
Pillar 2: A
city that
cares for
residents
and
promotes
inclusivity
Health
and
Social
Develop
ment
Health % of City of
Tshwane
PHC fixed
clinics
providing HIV
testing
facilities for
pregnant
woman
100% 100% 100% None N/A 100% 100% 100% 100% 100%
Pillar 2: A
city that
cares for
residents
and
promotes
inclusivity
Health
and
Social
Develop
ment
Commu
nity and
Social
develop
ment
Services
Nr. of indigent
households
supported by
the city
through its
Indigent policy
6000h
h
2837 4 000
addition
al hh
for the
year
None N/A N\A N\A 1311 N\A 4 000
22
3
Strategic
Pillar
Key
Perform
ance
Area
Depart
ment
Indicator Origin
al
Baseli
ne
Confir
med
baseli
ne as
per
2016/1
7
Annua
l
report
Target
2017/1
8
2017/18
Adjusted
annual
target
Reason for
Adjustment
Quarterly targets
Q 1 Q 2 Achievement
as at Q2
Adjuste
d Q 3
Adjusted
Q 4
Pillar 2: A
city that
cares for
residents
and
promotes
inclusivity
Health
and
Social
Develop
ment
Commu
nity and
Social
develop
ment
Services
Nr. of indigent
households
exited from
the indigent
register
2000h
h
8764 2000
hh
None N/A 500 500 8423 500 500
Pillar 3: A
city that
delivers
excellent
services
and
protects
the
environme
nt
Provisio
n of
Basic
Services
and
Mainten
ance
(Formal)
Utility
services
Nr. of
households in
formal areas
with access to
water (new
metered
connections)
5200 5516 6500
new
connect
ions for
the
year
4500 There is ongoing
community
unrest in
Soshanguve
(Region1) and
Temba (region
2) where the
community are
forcing the
department and
the service
provider to sub-
contract part of
the works to
them without
following proper
procedures
1500 1500 1978 511 511
Pillar 3: A
city that
delivers
excellent
services
and
protects
the
environme
nt
Provisio
n of
Basic
Services
and
Mainten
ance
(Formal)
Human
Settlem
ent
Nr. of service
stands
provided with
water
reticulation
(new metered
connection)
(Human
Settlement
Dept.)
New 1540 3650
new
connect
ions for
the
year
2300 There are
projects already
under
construction,
however portion
of budget
allocated to the
project had to be
redirected and
reprioritised to
0 0 Annual Target 0 2300
23
4
Strategic
Pillar
Key
Perform
ance
Area
Depart
ment
Indicator Origin
al
Baseli
ne
Confir
med
baseli
ne as
per
2016/1
7
Annua
l
report
Target
2017/1
8
2017/18
Adjusted
annual
target
Reason for
Adjustment
Quarterly targets
Q 1 Q 2 Achievement
as at Q2
Adjuste
d Q 3
Adjusted
Q 4
support new
projects/
priorities that
came out of the
IDP public
participation
process. This
resulted to the
need to reduce
the targets. The
new priorities
include
upgrading of
bulk
infrastructure. In
some cases,
provision of new
bulk
infrastructure
had to be
prioritized to
ensure that all
houses that are
already built
and/or still under
construction
have connection
to both water
and sewer. The
additional bulk
provision will
also result in
increased
capacity for
24
5
Strategic
Pillar
Key
Perform
ance
Area
Depart
ment
Indicator Origin
al
Baseli
ne
Confir
med
baseli
ne as
per
2016/1
7
Annua
l
report
Target
2017/1
8
2017/18
Adjusted
annual
target
Reason for
Adjustment
Quarterly targets
Q 1 Q 2 Achievement
as at Q2
Adjuste
d Q 3
Adjusted
Q 4
additional
connections on
future human
settlements
developments.
The 5-year
target will
therefore not be
affected by this
adjustment.
Pillar 3: A
city that
delivers
excellent
services
and
protects
the
environme
nt
Provisio
n of
Basic
Services
and
Mainten
ance
(Formal)
Regiona
l
Operatio
ns and
Coordin
ation
Nr. formalised
areas
provided with
weekly waste
removal
services
2352 2338 2290 2338 In terms of the
GiS information
the clean-up was
not done
properly the
target is 2338
2290 2290 2338 2338 2338
Pillar 3: A
city that
delivers
excellent
services
and
protects
the
environme
nt
Provisio
n of
Basic
Services
and
Mainten
ance
(Formal)
Utility
services
Nr. of
households
with access to
sanitation
through new
sewer
connections
1800 1586 961
new
connect
ions for
the
year
None N/A 0 0 410 300 661
Pillar 3: A
city that
delivers
Provisio
n of
Basic
Human
Settlem
ent
Nr. of
serviced
stands
New 2929 2800
new
connect
1350 There are
projects already
under
0 0 Annual target 0 1350
25
6
Strategic
Pillar
Key
Perform
ance
Area
Depart
ment
Indicator Origin
al
Baseli
ne
Confir
med
baseli
ne as
per
2016/1
7
Annua
l
report
Target
2017/1
8
2017/18
Adjusted
annual
target
Reason for
Adjustment
Quarterly targets
Q 1 Q 2 Achievement
as at Q2
Adjuste
d Q 3
Adjusted
Q 4
excellent
services
and
protects
the
environme
nt
Services
and
Mainten
ance
(Formal)
provided with
sewer
reticulation
(new
connections)
(Human
Settlement
Dept.)
ions for
the
year
construction,
however portion
of budget
allocated to the
project had to be
redirected and
reprioritised to
support new
projects/
priorities that
came out of the
IDP public
participation
process. This
resulted to the
need to reduce
the targets. The
new priorities
include
upgrading of
bulk
infrastructure. In
some cases,
provision of new
bulk
infrastructure
had to be
prioritized to
ensure that all
houses that are
already built
and/or still
under
construction
26
7
Strategic
Pillar
Key
Perform
ance
Area
Depart
ment
Indicator Origin
al
Baseli
ne
Confir
med
baseli
ne as
per
2016/1
7
Annua
l
report
Target
2017/1
8
2017/18
Adjusted
annual
target
Reason for
Adjustment
Quarterly targets
Q 1 Q 2 Achievement
as at Q2
Adjuste
d Q 3
Adjusted
Q 4
have connection
to both water
and sewer. The
additional bulk
provision will
also result in
increased
capacity for
additional
connections on
future human
settlements
developments.
The additional
bulk provision
will also result in
increased
capacity for
additional
connections on
future human
settlements
developments.
The 5-year
target will
therefore not be
affected by this
adjustment.
Pillar 3: A
city that
delivers
excellent
services
and
Provisio
n of
Basic
Services
and
Mainten
Utility
services
Nr. of
completed
houses
electrified to
eradicate
backlog
7900 2429 5700
None N/A 1000 1500 1790 2000 1200
27
8
Strategic
Pillar
Key
Perform
ance
Area
Depart
ment
Indicator Origin
al
Baseli
ne
Confir
med
baseli
ne as
per
2016/1
7
Annua
l
report
Target
2017/1
8
2017/18
Adjusted
annual
target
Reason for
Adjustment
Quarterly targets
Q 1 Q 2 Achievement
as at Q2
Adjuste
d Q 3
Adjusted
Q 4
protects
the
environme
nt
ance
(Formal)
Pillar 3: A
city that
delivers
excellent
services
and
protects
the
environme
nt
Provisio
n of
Basic
Services
and
Mainten
ance
(Formal)
Utility
services
Nr. of new
electricity
connections
provided
2550 2222 2100 1850 The KPI is
dependent on
submission
applications and
payment of
connections by
customers.
Based on
historical data,
the department
is projecting to
receive and
complete around
800 applications
for the remaining
period.
500 550 893 400 400
Pillar 3: A
city that
delivers
excellent
services
and
protects
the
environme
nt
Mobility
Optimisa
tion
Roads
and
Transpo
rt
Km of
required
municipal
storm water
drainage
network
provided
14km 15.127
km
26 km
for the
year
20 km Projects that
contribute to the
KPI have been
delayed due to
delays in
procurement.
The turnaround
time for
appointing
contractors took
longer than
anticipated. The
Tender for the
appointment of
0.35km 0.6km 2.376km 0km 19.05 km
28
9
Strategic
Pillar
Key
Perform
ance
Area
Depart
ment
Indicator Origin
al
Baseli
ne
Confir
med
baseli
ne as
per
2016/1
7
Annua
l
report
Target
2017/1
8
2017/18
Adjusted
annual
target
Reason for
Adjustment
Quarterly targets
Q 1 Q 2 Achievement
as at Q2
Adjuste
d Q 3
Adjusted
Q 4
contractors was
closed on the 19
July 2017 and to
date no
appointment was
made. The
department has
in the interim
utilised the
housing tender
and 5 projects
closed on the 12
January and
appointment is
expected before
the 15th February
2018 and
additional 10
projects will be
handed to site by
end of April 2018
once design has
been completed.
The target will be
carried over to
next financial
year. The
reduction in the
km will not affect
the overall 5
year target.
Pillar 3: A
city that
delivers
Mobility
Optimisa
tion
Roads
and
Transpo
Km of roads
provided to
the required
30km 32.583
km
13 km
for the
year
15km Increase in the
target due to
some projects
0km 0km 12.394km 0km 15 km
29
10
Strategic
Pillar
Key
Perform
ance
Area
Depart
ment
Indicator Origin
al
Baseli
ne
Confir
med
baseli
ne as
per
2016/1
7
Annua
l
report
Target
2017/1
8
2017/18
Adjusted
annual
target
Reason for
Adjustment
Quarterly targets
Q 1 Q 2 Achievement
as at Q2
Adjuste
d Q 3
Adjusted
Q 4
excellent
services
and
protects
the
environme
nt
rt standard that contribute to
the KPI to be
completed
earlier than
scheduled (they
were scheduled
to be completed
in the 18/19
financial year)
Pillar 3: A
city that
delivers
excellent
services
and
protects
the
environme
nt
Mobility
Optimisa
tion
Roads
and
Transpo
rt
Km of
completed
TRT Bus way
lanes
constructed
0.65k
m
0km 1.8 km
for the
year
None N/A 0km 0km - 0.9km 0.9km
Pillar 3: A
city that
delivers
excellent
services
and
protects
the
environme
nt
Mobility
Optimisa
tion
Human
Settlem
ent
Km of roads
constructed
New New 27km None N/A 0km 0km 0km 0km 27km
Pillar 3: A
city that
delivers
excellent
Upgradin
g and
Develop
ment of
Regiona
l
Operatio
ns and
Nr. of informal
settlements
with access to
rudimentary
130 133 134
informa
l
settlem
None N/A 134 134 150 134 134
30
11
Strategic
Pillar
Key
Perform
ance
Area
Depart
ment
Indicator Origin
al
Baseli
ne
Confir
med
baseli
ne as
per
2016/1
7
Annua
l
report
Target
2017/1
8
2017/18
Adjusted
annual
target
Reason for
Adjustment
Quarterly targets
Q 1 Q 2 Achievement
as at Q2
Adjuste
d Q 3
Adjusted
Q 4
services
and
protects
the
environme
nt
Informal
Settleme
nts
Coordin
ation
water services ents
provide
d with
rudime
ntary
water
service
s
Pillar 3: A
city that
delivers
excellent
services
and
protects
the
environme
nt
Upgradin
g and
Develop
ment of
Informal
Settleme
nts
Regiona
l
Operatio
ns and
Coordin
ation
Nr. of informal
settlements
with access to
rudimentary
sanitation
services
54 64 76
informa
l
settlem
ents
provide
d with
rudime
ntary
sanitati
on
67
Informal
settlemen
ts
provided
with
rudimenta
ry
sanitation
The targets
given for
rudimentary
sanitation
services and
rudimentary
water services
remains the
same due to the
current situation
faced by the
ROC. This
include an
inadequate
budget that can
only carry the
rudimentary
services until
March 2018. The
ROC has
submitted a
request for more
funds as part of
the adjustment
budget process
but due to the
76 76 67 67 67
31
12
Strategic
Pillar
Key
Perform
ance
Area
Depart
ment
Indicator Origin
al
Baseli
ne
Confir
med
baseli
ne as
per
2016/1
7
Annua
l
report
Target
2017/1
8
2017/18
Adjusted
annual
target
Reason for
Adjustment
Quarterly targets
Q 1 Q 2 Achievement
as at Q2
Adjuste
d Q 3
Adjusted
Q 4
uncertain
outcome of the
request cannot
risk a higher
target at this
moment.
Pillar 3: A
city that
delivers
excellent
services
and
protects
the
environme
nt
Upgradin
g And
Develop
ment of
Informal
Settleme
nts
Human
Settlem
ent
Nr. of informal
settlements
formalised
5 0 7 None N/A 0 0 - 0 7
Pillar 3: A
city that
delivers
excellent
services
and
protects
the
environme
nt
Financial
Manage
ment
Utility
services
% reduction of
non-revenue
water (NR.W)
over
26 % 23.66
%
25,4% None N/A 26.1% 25.8% 23.6% 25.6% 25.4%
32
13
Strategic
Pillar
Key
Perform
ance
Area
Depart
ment
Indicator Origin
al
Baseli
ne
Confir
med
baseli
ne as
per
2016/1
7
Annua
l
report
Target
2017/1
8
2017/18
Adjusted
annual
target
Reason for
Adjustment
Quarterly targets
Q 1 Q 2 Achievement
as at Q2
Adjuste
d Q 3
Adjusted
Q 4
Pillar 3: A
city that
delivers
excellent
services
and
protects
the
environme
nt
Financial
Manage
ment
Utility
services
% average of
annual non-
revenue
energy
(NR.E)(Annua
l)
≤ 19% 20.58
%
≤16% None N/A Annual
target
Annual
target
20.58% Annual
target
16%
Pillar 4: A
city that
keeps
residents
safe
Public
Safety
Commu
nity
Safety
(Emerge
ncy
Services
)
Nr. of Fire
Incidents
Reported and
Responded to
4640 4002 4594 None N/A 1410 1105 2695 812 1267
Pillar 4: A
city that
keeps
residents
safe
Public
Safety
Commu
nity
Safety
(Emerge
ncy
Services
)
Nr. of Rescue
Incidents
Reported and
Responded to
7892 5848 7811 None N/A 2108 1953 3060 1798 1952
Pillar 4: A
city that
keeps
residents
safe
Public
Safety Commu
nity
Safety
(Emerge
ncy
Services
)
Nr. of special
&
humanitarian
services
reported and
Responded to
1019 564 1009 None N/A 225 278 207 252 254
33
14
Strategic
Pillar
Key
Perform
ance
Area
Depart
ment
Indicator Origin
al
Baseli
ne
Confir
med
baseli
ne as
per
2016/1
7
Annua
l
report
Target
2017/1
8
2017/18
Adjusted
annual
target
Reason for
Adjustment
Quarterly targets
Q 1 Q 2 Achievement
as at Q2
Adjuste
d Q 3
Adjusted
Q 4
Pillar 4: A
city that
keeps
residents
safe
Public
Safety Commu
nity
Safety
(TMPD)
Nr. of by-law
policing
operations/int
erventions
executed to
reduce by-law
transgression
s
476 657 384 None N/A 96 96 308 96 96
Pillar 4: A
city that
keeps
residents
safe
Public
Safety Commu
nity
Safety
(TMPD)
Nr. of crime
prevention
operations/int
erventions
executed to
contribute to a
reduction of
crime
throughout
Tshwane
1524 1764 1540 None N/A 385 385 915 385 385
Pillar 4: A
city that
keeps
residents
safe
Public
Safety Commu
nity
Safety
(TMPD)
Nr. of road
policing
operations/int
erventions
executed in
order to
comply with
the road
safety plan
(road policing)
764 1547 628 None N/A 157 157 645 157 157
Pillar 5: A
city that is
open,
honest
and
Institutio
nal
Governa
nce
Office of
the City
Manage
r
Unqualified
Audit Opinion
achieved
(Annual)
Unqual
ified
Audit
opinion
Unqual
ified
Audit
opinion
Unquali
fied
Audit
opinion
None N/A - - Unqualified for
2016/17 FY
Unqualif
ied
Audit
opinion
34
15
Strategic
Pillar
Key
Perform
ance
Area
Depart
ment
Indicator Origin
al
Baseli
ne
Confir
med
baseli
ne as
per
2016/1
7
Annua
l
report
Target
2017/1
8
2017/18
Adjusted
annual
target
Reason for
Adjustment
Quarterly targets
Q 1 Q 2 Achievement
as at Q2
Adjuste
d Q 3
Adjusted
Q 4
responsiv
e
Pillar 5: A
city that is
open,
honest
and
responsiv
e
Financial
Manage
ment
Group
Financia
l
Services
% service
debtors to
revenue
25% 22.8% 25% None N/A 27% 26,25% 17,43% 25,5% 25%
Pillar 5: A
city that is
open,
honest
and
responsiv
e
Financial
Manage
ment
Group
Financia
l
Services
% debt
coverage
15% 33.55
%
15% None N/A 3.75% 7.50% 35,84% 11.25% 15%
Pillar 5: A
city that is
open,
honest
and
responsiv
e
Financial
Manage
ment
Group
Financia
l
Services
cost coverage
ratio
1.0 0.99 1.0 None N/A 0.25 0.50 1.19 0.75 1.0
Pillar 5: A
city that is
open,
honest
and
responsiv
e
Institutio
nal
Governa
nce
Group
Human
Capital
Manage
ment
% employee
satisfaction
rating
(annual)
60% 75% None N/A - - Annual target - 75%
35
16
Supporting scorecard
Strategic
Pillar
Key
Perform
ance
Area
Depart
ment
Indicator Origin
al
Baseli
ne
Target
2017/18
2017/18
Adjusted
annual
target
Reason for
Adjustment
Quarterly targets
Q 1 Q 2 Achieveme
nt as at Q2
Adjus-
ted Q 3
Adjus-ted
Q 4
Pillar 1: A
city that
facilitates
economic
growth
and job
creation
Job
Intensive
Economi
c Growth
Econom
ic
Develop
ment
and
Spatial
Plannin
g
% of building
plans
approved
within 45 days-
Adjust to
read as
follows: % of
building
plans
evaluated
within the
statutory
timeframes:
30 to 60 days
102
days
100%
within
45 days
100%
building
plans
evaluated
within the
statutory
time-
frames
The KPI wording
is brought in line
with the statutory
legislation
(National
Building
Regulations and
Standards Act,
No 103 of 1977,
as amended).
100%
within
45 days
100%
within
45 days
93.5% 100%
building
plans
evaluated
within the
statutory
time-
frames
100%
building
plans
evaluated
within the
statutory
time-
frames
Pillar 1: A
city that
facilitates
economic
growth
and job
creation
Job
Intensive
Economi
c Growth
Group
Finance
% of all
contracts on
the
procurement
plan awarded
to local
SMMEs and
cooperatives
from the
marginalized
groups
2.10% 25% of
100%
None N/A 25% 25% Not
reported
25% 25%
Pillar 1: A
city that
facilitates
economic
growth
and job
creation
Job
Intensive
Economi
c Growth
Econom
ic
Develop
ment
and
Spatial
Plannin
g
Nr of township
tourism
SMMEs
supported
through the
City’s
partnership
with the Small
Enterprise
Development
30 50 25 This KPI is at risk, due to the delayed signing of the Memorandum of Agreement between the City and the Small Enterprise Development Agency (SEDA). SEDA indicated
15 10 22 0 0
36
17
Strategic
Pillar
Key
Perform
ance
Area
Depart
ment
Indicator Origin
al
Baseli
ne
Target
2017/18
2017/18
Adjusted
annual
target
Reason for
Adjustment
Quarterly targets
Q 1 Q 2 Achieveme
nt as at Q2
Adjus-
ted Q 3
Adjus-ted
Q 4
Agency/SEDA1
that they will not be able to continue to sustain this work, due to limited funding.
Pillar 1: A
city that
facilitates
economic
growth
and job
creation
Job
Intensive
Economi
c Growth
Econom
ic
Develop
ment
and
Spatial
Plannin
g
Nr of township
automotive
SMMEs
supported
through the
City’s
partnership
with the
Automotive
Industry
Development
Centre (AIDC)
4 4 10 The mid-year
achievement was
possible, due to
the relationship
with the
Automotive
Industry
Development
Centre (AIDC).
However, the
delay in signing
the Memorandum
of Agreement
between the City
and the AIDC, is
putting this KPI
at risk and
therefore the
target is not
increased further.
2 0 10 8 0
Pillar 1: A
city that
facilitates
economic
growth
and job
creation
Job
Intensive
Economi
c Growth
Econom
ic
Develop
ment
and
Spatial
Plannin
g
Nr of strategic
projects fast-
tracked by the
Strategic
Investment
Committee
within 60 days
Adjust to:
Number of
investment
projects
3 6 10 The indicator was
not in line with
the Spatial
Planning and
Land Use
Management Act
(SPLUMA)
processes.
1 1 10 8 0
1 This will be done through business development, signage and access to markets from the tourism SMMEs.
37
18
Strategic
Pillar
Key
Perform
ance
Area
Depart
ment
Indicator Origin
al
Baseli
ne
Target
2017/18
2017/18
Adjusted
annual
target
Reason for
Adjustment
Quarterly targets
Q 1 Q 2 Achieveme
nt as at Q2
Adjus-
ted Q 3
Adjus-ted
Q 4
submitted to
the Strategic
Investment
Committee for
consideration
as strategic/
catalytic
Pillar 1: A
city that
facilitates
economic
growth
and job
creation
Job
Intensive
Economi
c Growth
Utility
Service
s
Nr of days
taken to
connect
electricity to
new
businesses
New
Indicat
or
Within
40 days
None N/A Within
40 days
Within
40 days
Not
reported
Within 40
days
Within 40
days
Pillar 1: A
city that
facilitates
economic
growth
and job
creation
Job
Intensive
Economi
c Growth
Utility
Service
s
% of complete
and compliant
small scale
embedded
generation
applications
approved
New
Indicat
or
100% KPI to be
removed
The process for
development of
the Small Scale
Embedded policy
is still underway
in council and
national
legislation in this
regard is still not
yet promulgated.
The City is
therefore not yet
ready to report
on this KPI. As
soon as the
above matters
has been
resolved, the KPI
will be brought
back into the
SDBIP.
100% 100% - KPI
Removed KPI
Removed
Pillar 2: a
City that
cares for
residents
Health
and
Social
Develop
Commu
nity and
Social
Develop
Nr of arts and
culture
programmes
developed and
10 10 None N/A 5 2 3 1 2
38
19
Strategic
Pillar
Key
Perform
ance
Area
Depart
ment
Indicator Origin
al
Baseli
ne
Target
2017/18
2017/18
Adjusted
annual
target
Reason for
Adjustment
Quarterly targets
Q 1 Q 2 Achieveme
nt as at Q2
Adjus-
ted Q 3
Adjus-ted
Q 4
and
promotes
inclusivity
ment ment
Service
s
implemented
Pillar 2: a
City that
cares for
residents
and
promotes
inclusivity
Health
and
Social
Develop
ment
Commu
nity and
Social
Develop
ment
Service
s
Nr of heritage
programmes
developed and
implemented
6 8 None N/A 1 1 2 0 6
Pillar 2: a
City that
cares for
residents
and
promotes
inclusivity
Health
and
Social
Develop
ment
Health
% of clinics
with electronic
health record
system
17% 29% Removal
of the
KPI
The
percentage
achievement,
on e-health
coverage
would not be
achieved
based on the
reasons that
the allocated
budget in
relation to the
KPI has been
re-adjusted at
the beginning
of the financial
year to cover
significant
financial
shortfall city
wide. It is
therefore
recommended
that the above
KPI be
29% 29% - KPI
Removed KPI
Removed
39
20
Strategic
Pillar
Key
Perform
ance
Area
Depart
ment
Indicator Origin
al
Baseli
ne
Target
2017/18
2017/18
Adjusted
annual
target
Reason for
Adjustment
Quarterly targets
Q 1 Q 2 Achieveme
nt as at Q2
Adjus-
ted Q 3
Adjus-ted
Q 4
removed during
adjustment,
due to non-
availability of
the budget.
The existing
system is also
not compatible
with the system
which national
and provincial
health is using
and should
therefore not
be rolled out
further.
Pillar 2: a
City that
cares for
residents
and
promotes
inclusivity
Health
and
Social
Develop
ment
Health % of people
requesting HIV
test and
receiving
results
Adjust KPI to
read:
% of CoT PHC
fixed Clinics
providing HIV
Testing
Services
100% 100% Replace % of
people
requesting HIV
test and
receiving
results with %
of CoT PHC
fixed Clinics
providing HIV
Testing
Services
because The
latter is not
aligned to HIV
Testing
Services (HTS)
guidelines,
2016. Policy
promotes
100% 100% - KPI
moved to
departme
ntal level
KPI moved
to
departmen
tal level
40
21
Strategic
Pillar
Key
Perform
ance
Area
Depart
ment
Indicator Origin
al
Baseli
ne
Target
2017/18
2017/18
Adjusted
annual
target
Reason for
Adjustment
Quarterly targets
Q 1 Q 2 Achieveme
nt as at Q2
Adjus-
ted Q 3
Adjus-ted
Q 4
universal
testing and not
limiting HIV test
to requesting
by clients. The
amended KPI
must also be
moved to
departmental
business level
from Corporate
Scorecard to
allow for testing
of systems and
infrastructure
Pillar 3: a
city that
delivers
excellent
services
and
protects
the
environme
nt
Provisio
n of
Basic
Services
and
Mainten
ance
(Formal)
Regiona
l
Operati
ons and
Coordin
ation
%
achievement
of Operations/
Maintenance
Plan of
Cemeteries
New 90% None N/A 90% 90% 92.8% 90% 90%
%
achievement
Operations/
Maintenance
Plan for
horticultural
services
(parks, traffic
islands,
council & sport
facilities)
New 90% None N/A 90% 90% 87.2% 90% 90%
%
achievement
of Operations/
Maintenance
Plan for
swimming
New 90% None N/A 90% 90% 87.75% 90% 90%
41
22
Strategic
Pillar
Key
Perform
ance
Area
Depart
ment
Indicator Origin
al
Baseli
ne
Target
2017/18
2017/18
Adjusted
annual
target
Reason for
Adjustment
Quarterly targets
Q 1 Q 2 Achieveme
nt as at Q2
Adjus-
ted Q 3
Adjus-ted
Q 4
pools.
%
Achievement
of Operations/
Maintenance
plan of all
SRAC
facilities, e.g.
Libraries / Arts
& Culture/
Sport &
Recreation
New 90% None N/a 90% 90% 79% 90% 90%
% gravel roads
bladed as per
Maintenance
plan
New 80% None N/A 80% 80% 93.6% 80% 80%
Nr of Traffic
Signs
new/maintaine
d
2500 3250 3500 The total target is
moved to Q4 to
allow for possible
appointment of
service providers
through HHS01
panel of
contractors
tender. The
Division envisage
to have the
appointment
done by end
March 2018,
there will be
ample time to
achieve the
target.
0 1000 0 0 3500
% adherence
to routine
maintenance
New 90% None N/A 90% 90% 89% None None
42
23
Strategic
Pillar
Key
Perform
ance
Area
Depart
ment
Indicator Origin
al
Baseli
ne
Target
2017/18
2017/18
Adjusted
annual
target
Reason for
Adjustment
Quarterly targets
Q 1 Q 2 Achieveme
nt as at Q2
Adjus-
ted Q 3
Adjus-ted
Q 4
plan for re-
gravelling of
roads
Road Length
(in km) of road
markings
repainted
175km 260km 150km2 The target of
260km was
reduced with the
final submission of
the RoC B/Plan
May 2017 after the
reduction of the
budget for Roads
Division. Due to
this the target was
not updated on
SDBIP scorecard
to 150km
65km 65km 42.74 km 0 km 20 km
Pillar 3: a
city that
delivers
excellent
services
and
protects
the
environme
nt
Provisio
n of
Basic
Services
and
Mainten
ance
(Formal)
Regiona
l
Operati
ons and
Coordin
ation
% of reported
water leaks
attended to
within 48hours
New 70% None N/A 70% 70% 63.4% 70% 70%
% of sewer
blockages
attended to
within 8 hours
New 70% None N/A 70% 70% 62.8% 70% 70%
% of streetlight
failures
repaired within
72 hours
80% 80% None N/A 80% 80% 74.8% 80% 80%
Pillar 3: a
city that
delivers
excellent
services
and
Provisio
n of
Basic
Services
and
Mainten
Regiona
l
Operati
ons and
Coordin
ation
Maintenance
of the Blue
Drop Standard
Achiev
ement
of Blue
Drop
Standa
rd
Mainten
ance of
the
Achieve
d of
Blue
The KPI
must be
removed
from
ROC to
USD
This KPI is the
responsibility of
Utility Services
department
Mainten
ance of
the
Achieve
d of
Blue
Mainten
ance of
the
Achieve
d of
Blue
N/A Maintena
nce of
the
Achieved
of Blue
Drop
Maintenan
ce of the
Achieved
of Blue
Drop
Standard
2 The target of 260km was reduced with the final submission of the RoC B/Plan May 2017 after the reduction of the budget allocation to Roads Division. Due to timelines, the target was not updated
on SDBIP scorecard to 150km
43
24
Strategic
Pillar
Key
Perform
ance
Area
Depart
ment
Indicator Origin
al
Baseli
ne
Target
2017/18
2017/18
Adjusted
annual
target
Reason for
Adjustment
Quarterly targets
Q 1 Q 2 Achieveme
nt as at Q2
Adjus-
ted Q 3
Adjus-ted
Q 4
protects
the
environme
nt
ance
(Formal) Drop
Standar
d
Drop
Standar
d
Drop
Standar
d
Standard
Pillar 3: a
city that
delivers
excellent
services
and
protects
the
environme
nt
Mobility
optimisat
ion
Roads
and
Transpo
rt
Average nr.
of passenger
trips on A Re
Yeng per day
4500
passen
ger
trips
per
day
13000
passeng
er trips
per day
5200
passenge
r trips per
day
The projections
were based on
the projected roll
out of the A Re
Yeng services to
Rainbow
Junction in July
2017 which did
not materialised
and the projected
ridership as per
the Taxi Industry
negotiations and
surveys. The
Rainbow
Junction line was
only Launched in
October 2017 on
a free ride
migration basis.
Taxis started
transferring
passengers into
A Re Yeng in
January
2018 and
Passengers
started paying for
the services only
now in January
2018.
The ridership has
since started
picking up but it
13000
passeng
er trips
per day
13000
passeng
er trips
per day
2604
passenger
trips per day
2604
passenge
r trips per
day
5200
passenger
trips per
day
44
25
Strategic
Pillar
Key
Perform
ance
Area
Depart
ment
Indicator Origin
al
Baseli
ne
Target
2017/18
2017/18
Adjusted
annual
target
Reason for
Adjustment
Quarterly targets
Q 1 Q 2 Achieveme
nt as at Q2
Adjus-
ted Q 3
Adjus-ted
Q 4
is expected that it
will grow in the
fourth quarter
based on the
current growth
and marketing of
the system.
Pillar 3: a
city that
delivers
excellent
services
and
protects
the
environme
nt
Financial
Manage
ment
Roads
and
Transpo
rt
Rand value
increase in
revenue from
A Re Yeng
R 6000
000
R27
872 000
R10 178
959
The projections
were based on
the projected roll
out of the A Re
Yeng services to
Rainbow
Junction in July
2017 which did
not materialised
and the projected
ridership as per
the Taxi Industry
negotiations and
surveys. The
Rainbow
Junction line was
only Launched in
October 2017 on
a free ride
migration basis.
Taxis started
transferring
passengers into
A Re Yeng in
January
2018 and
Passengers
started paying for
the services only
now in January
2018.
The ridership has
R6 544
000
R6 560
000
R2 042 159 R3 516
000
R4 620
800
45
26
Strategic
Pillar
Key
Perform
ance
Area
Depart
ment
Indicator Origin
al
Baseli
ne
Target
2017/18
2017/18
Adjusted
annual
target
Reason for
Adjustment
Quarterly targets
Q 1 Q 2 Achieveme
nt as at Q2
Adjus-
ted Q 3
Adjus-ted
Q 4
since started
picking up but it
is expected that it
will grow in the
fourth quarter
based on the
current growth
and marketing of
the system.
Pillar 3: A
city that
delivers
excellent
services
and
protects
the
environme
nt
Mobility
Optimisa
tion
Roads
and
Transpo
rt
Average nr
passenger
trips on TBS
per month
290,00
0 per
month
300,000
Per
month
260 000
per
month
The target figure
of 300,000
passenger trips
per month is too
high for TBS and
should be
reviewed,
considering the
following factors:
•Reviewing Q1
and Q2 actual
performance,
TBS only
managed an
average of
258,045
passenger trips
per month over
the 6 month
period.
•TBS only has
the capacity to
operate 165
shifts per day.
This is
insufficient to
reach the
targeted ridership
figures.
•With the
300,000
per
month
300,000
per
month
280 367 260 000
per
month
260 000
per month
46
27
Strategic
Pillar
Key
Perform
ance
Area
Depart
ment
Indicator Origin
al
Baseli
ne
Target
2017/18
2017/18
Adjusted
annual
target
Reason for
Adjustment
Quarterly targets
Q 1 Q 2 Achieveme
nt as at Q2
Adjus-
ted Q 3
Adjus-ted
Q 4
expansion of
TRT into
Mamelodi and
Hammanskraal,
passenger who
used to travel
into the city using
other modes of
transport and
transfer to TBS
buses, will now
be lost to TRT.
This will have a
negative impact
on TBS’s
ridership figures.
Pillar 3: A
city that
delivers
excellent
services
and
protects
the
environme
nt
Financial
Manage
ment
Roads
and
Transpo
rt
Rand Value
increase from
TBS
R 42.8 R 32.4
mill
R 25,6
mil
The targeted
figure of R 8.1mil
per quarter is too
high for TBS and
should be
reviewed for the
following
reasons:
•Monthly revenue
is made up of the
following
accounts:
Transport Fees,
Bus Rental,
Rental: Garages,
Sales of time-
table, and
Insurance
Revenue. The
targets set for
Rental: Garages,
Sales of time-
table, and
Insurance
R 8.1
mil
R 8.1
mil
R13 425
315
R 6.1 mil R 6.1 mil
47
28
Strategic
Pillar
Key
Perform
ance
Area
Depart
ment
Indicator Origin
al
Baseli
ne
Target
2017/18
2017/18
Adjusted
annual
target
Reason for
Adjustment
Quarterly targets
Q 1 Q 2 Achieveme
nt as at Q2
Adjus-
ted Q 3
Adjus-ted
Q 4
Revenue are
unrealistic and
unachievable
with TBS’s
current capacity.
TBS’s main
source of
income,
Transport Fees,
is
underperforming
and is currently
at 38% of
cumulative
target.
•The target is
based on TBS
operating their
full fleet of
around 250
buses, which is
currently not
possible due to
the our critical
HR issues.
Vacant positions
in the Bus Driver
Section and
Workshop result
in TBS only
being able to
operate 165
shifts (except
school holidays
when it drops to
140). This affects
Revenue
generation and
the below target.
48
29
Strategic
Pillar
Key
Perform
ance
Area
Depart
ment
Indicator Origin
al
Baseli
ne
Target
2017/18
2017/18
Adjusted
annual
target
Reason for
Adjustment
Quarterly targets
Q 1 Q 2 Achieveme
nt as at Q2
Adjus-
ted Q 3
Adjus-ted
Q 4
Pillar 3: a
city that
delivers
excellent
services
and
protects
the
environme
nt
Provisio
n of
Basic
Services
and
Mainten
ance
(Formal)
Human
Settlem
ent
Nr of title
deeds
transferred to
eligible
beneficiaries
2 620 5000 None N/A 1000 1500 1988 1500 1000
Pillar 4: a
city that
keeps its
residents
safe
Public
Safety Metro
Police
Service
s
Nr of inner city
road policing
operations/inte
rventions
executed in
order to
comply with
the road safety
plan3
New 144 None N/A 36 36 56 36 36
Pillar 4: a
city that
keeps its
residents
safe
Public
Safety Metro
Police
Service
s
Nr of inner city
by-law policing
operations/inte
rventions
executed to
reduce by-law
transgressions4
New 96 None N/A 24 24 81 24 24
Pillar 4: a
city that
keeps its
residents
safe
Public
Safety Econom
ic
Develop
ment
and
Spatial
Plannin
g
% of planned
building by-
laws executed
Adjust to read:
% of building
contraven-
tions executed
New 100% The manner in
which the KPI
was previously
worded, was not
in line with the
function being
executed. The
Division deals
with statutory law
100% 100% 61.66% 100% 100%
3 The targets in this indicator support the overall IDP and SDBIP indicator.
4 The targets in this indicator support the overall IDP and SDBIP indicator.
49
30
Strategic
Pillar
Key
Perform
ance
Area
Depart
ment
Indicator Origin
al
Baseli
ne
Target
2017/18
2017/18
Adjusted
annual
target
Reason for
Adjustment
Quarterly targets
Q 1 Q 2 Achieveme
nt as at Q2
Adjus-
ted Q 3
Adjus-ted
Q 4
enforcement.
Pillar 4: a
city that
keeps its
residents
safe
Health
and
Social
Develop
ment
Metro
Police
Service
s
% of issued
search
warrants on
drug related
matters
executed
New 100% None N/A 100% 100% 100% 100% 100%
Pillar 4: a
city that
keeps its
residents
safe
Health
and
Social
Develop
ment
Health
Depart
ment
Nr of drug
awareness
programmes
implemented
4 5 None N/A 1 1 2 1 2
Pillar 5: A
city that
open,
honest
and
responsiv
e
Job
Intensive
Economi
c Growth
Group
Finance
Nr of days
taken to issue
Clearance
Certificates
25
days
Within 7
days
None N/A Within 7
days
Within 7
days
Not
reported
Within 7
days
Within 7
days
Pillar 5: A
city that
open,
honest
and
responsiv
e
Financial
Manage
ment
Group
Property
% of revenue
collected for
business
rental portfolio
New 95% KPI to be
removed
and
placed at
departme
ntal
scorecar
d levl
There is an
incomplete and
inaccurate lease
register. There
has been no
proper planning
for the release of
properties for
revenue
generation,
insufficient
physical
verification of
property assets
which has
resulted in
unlawful
15% 35% 12.79% KPI
moved to
departme
ntal level
KPI moved
to
departmen
tal level
50
31
Strategic
Pillar
Key
Perform
ance
Area
Depart
ment
Indicator Origin
al
Baseli
ne
Target
2017/18
2017/18
Adjusted
annual
target
Reason for
Adjustment
Quarterly targets
Q 1 Q 2 Achieveme
nt as at Q2
Adjus-
ted Q 3
Adjus-ted
Q 4
occupations
requiring eviction,
no reconciliation
between the
actual revenue
anticipated and
the financial
targets have
been correlated.
An audit of
existing leases is
required to
correctly inform
the baseline
targets in order to
correct this an
audit and
reconciliation of
the existing
contracts is
required, a pro-
active land
release of
properties is to
be implemented,
the land disposal
policy is to be
submitted for
approval and the
implementation
of debt collection,
contract
management and
eviction
procedures need
to be done. This
requires a
phased approach
to the revenue
generated so that
51
32
Strategic
Pillar
Key
Perform
ance
Area
Depart
ment
Indicator Origin
al
Baseli
ne
Target
2017/18
2017/18
Adjusted
annual
target
Reason for
Adjustment
Quarterly targets
Q 1 Q 2 Achieveme
nt as at Q2
Adjus-
ted Q 3
Adjus-ted
Q 4
targets are
measurable and
achievable. It is
therefore
recommended
that the 4 SDBIP
revenue targets
be moved to
departmental
level with
corresponding
PI’s to address
the deficiencies
to ensure that
proper
performance and
monitoring is
achieved.
Pillar 5: A
city that
open,
honest
and
responsiv
e
Financial
Manage
ment
Group
Property
% of revenue
collected for
land rental
portfolio
New 95% KPI to be
removed
and
placed at
departme
ntal
scorecar
d levl
There is an
incomplete and
inaccurate lease
register. There
has been no
proper planning
for the release of
properties for
revenue
generation,
insufficient
physical
verification of
property assets
which has
resulted in
unlawful
occupations
requiring eviction,
no reconciliation
between the
actual revenue
15% 35% 19.77% KPI
removed
KPI
removed
52
33
Strategic
Pillar
Key
Perform
ance
Area
Depart
ment
Indicator Origin
al
Baseli
ne
Target
2017/18
2017/18
Adjusted
annual
target
Reason for
Adjustment
Quarterly targets
Q 1 Q 2 Achieveme
nt as at Q2
Adjus-
ted Q 3
Adjus-ted
Q 4
anticipated and
the financial
targets have
been correlated.
An audit of
existing leases is
required to
correctly inform
the baseline
targets in order to
correct this an
audit and
reconciliation of
the existing
contracts is
required, a pro-
active land
release of
properties is to
be implemented,
the land disposal
policy is to be
submitted for
approval and the
implementation
of debt collection,
contract
management and
eviction
procedures need
to be done. This
requires a
phased approach
to the revenue
generated so that
targets are
measurable and
achievable. It is
therefore
recommended
53
34
Strategic
Pillar
Key
Perform
ance
Area
Depart
ment
Indicator Origin
al
Baseli
ne
Target
2017/18
2017/18
Adjusted
annual
target
Reason for
Adjustment
Quarterly targets
Q 1 Q 2 Achieveme
nt as at Q2
Adjus-
ted Q 3
Adjus-ted
Q 4
that the 4 SDBIP
revenue targets
be moved to
departmental
level with
corresponding
PI’s to address
the deficiencies
to ensure that
proper
performance and
monitoring is
achieved.
Pillar 5: A
city that
open,
honest
and
responsiv
e
Financial
Manage
ment
Group
Property
% of revenue
collected for
residential
rental portfolio
New
95% KPI to be
removed
and
placed at
departme
ntal
scorecar
d levl
There is an
incomplete and
inaccurate lease
register. There
has been no
proper planning
for the release of
properties for
revenue
generation,
insufficient
physical
verification of
property assets
which has
resulted in
unlawful
occupations
requiring eviction,
no reconciliation
between the
actual revenue
anticipated and
the financial
targets have
been correlated.
An audit of
15% 35% 21.77% KPI
moved to
departme
ntal level
KPI moved
to
departmen
tal level
54
35
Strategic
Pillar
Key
Perform
ance
Area
Depart
ment
Indicator Origin
al
Baseli
ne
Target
2017/18
2017/18
Adjusted
annual
target
Reason for
Adjustment
Quarterly targets
Q 1 Q 2 Achieveme
nt as at Q2
Adjus-
ted Q 3
Adjus-ted
Q 4
existing leases is
required to
correctly inform
the baseline
targets in order to
correct this an
audit and
reconciliation of
the existing
contracts is
required, a pro-
active land
release of
properties is to
be implemented,
the land disposal
policy is to be
submitted for
approval and the
implementation
of debt collection,
contract
management and
eviction
procedures need
to be done. This
requires a
phased approach
to the revenue
generated so that
targets are
measurable and
achievable. It is
therefore
recommended
that the 4 SDBIP
revenue targets
be moved to
departmental
level with
55
36
Strategic
Pillar
Key
Perform
ance
Area
Depart
ment
Indicator Origin
al
Baseli
ne
Target
2017/18
2017/18
Adjusted
annual
target
Reason for
Adjustment
Quarterly targets
Q 1 Q 2 Achieveme
nt as at Q2
Adjus-
ted Q 3
Adjus-ted
Q 4
corresponding
PI’s to address
the deficiencies
to ensure that
proper
performance and
monitoring is
achieved.
Pillar 5: A
city that
open,
honest
and
responsiv
e
Financial
Manage
ment
Group
Property
% of revenue
collected for
personnel
parking
New 95% KPI to be
removed
and
placed at
departme
ntal
scorecar
d levl
There is an
incomplete and
inaccurate
register. An audit
of existing
parking
arrangements is
required to
correctly inform
the baseline
targets to ensure
that proper
performance and
monitoring is
achieved.
15% 35% 53.67% KPI
moved to
departme
ntal level
KPI moved
to
departmen
tal level
Pillar 5: A
city that
open,
honest
and
responsiv
e
Financial
Manage
ment
Group
Financia
l
Service
s
% of revenue
targets
achieved
106.60
%
96% None N/A 25% 50% Not
reported
75% 96%
Pillar 5: A
city that
open,
honest
and
responsiv
e
Financial
Manage
ment
Group
Financia
l
Service
s
% collection of
revenue in
respect to
service bills
New 96% None N/A 96% 96% 79.19% 96% 96%
Pillar 5: A
city that
Financial
Manage
Group
Financia
% of valid
invoices paid
New 100% None N/A 100% 100% Current
creditor
100% 96 %
56
37
Strategic
Pillar
Key
Perform
ance
Area
Depart
ment
Indicator Origin
al
Baseli
ne
Target
2017/18
2017/18
Adjusted
annual
target
Reason for
Adjustment
Quarterly targets
Q 1 Q 2 Achieveme
nt as at Q2
Adjus-
ted Q 3
Adjus-ted
Q 4
open,
honest
and
responsiv
e
ment l
Service
s
within
legislated
timeframes5
payment
period is 71
days
instead of
the
legislated
30 days
Pillar 5: A
city that
open,
honest
and
responsiv
e
Financial
Manage
ment
Group
Financia
l
Service
s
% of planned
capital
expenditure
achieved
New 95% None N/A 95% 95% 36.14% 95% 95%
Pillar 5: A
city that
open,
honest
and
responsiv
e
Institutio
nal
Governa
nce
Group
Human
Capital
Manage
ment
Nr. of
employees on
whose skills
are enhanced
through
training and
development
programmes
New 10 000 None N/A 2500 2500 7286 2500 2500
Pillar 5: A
city that
open,
honest
and
responsiv
e
Institutio
nal
Governa
nce
Group
Human
Capital
Manage
ment
% compliance
to Employment
Equity Plan
New
Indicat
or
100% None N/A 100% 100% Annual
target
- 100%
Pillar 5: A
city that
open,
honest
and
responsiv
e
Institutio
nal
Governa
nce
Group
Human
Capital
Manage
ment
% of senior
and mid
managers
whose skills
have been
audited6
New 100% None N/A 0% 50% 88% 100% 100%
5 This refers to payment on valid invoices and the legislated time frame for SMMEs is 15 days and other suppliers 30 days.
6 Senior and middle managers refer to Section 56 employees as well as all the Group Heads in the City.
57
38
Strategic
Pillar
Key
Perform
ance
Area
Depart
ment
Indicator Origin
al
Baseli
ne
Target
2017/18
2017/18
Adjusted
annual
target
Reason for
Adjustment
Quarterly targets
Q 1 Q 2 Achieveme
nt as at Q2
Adjus-
ted Q 3
Adjus-ted
Q 4
Pillar 5: A
city that
open,
honest
and
responsiv
e
Institutio
nal
Governa
nce
Custom
er
Relation
s
Manage
ment
% of calls
answered
within 20
seconds
towards
international
best standard
of 80%
New 80% None N/A 50% 60% 52% 70% 80%
Pillar 5: A
city that
open,
honest
and
responsiv
e
Institutio
nal
Governa
nce
Group
Human
Capital
Manage
ment
% of
unaccounted
for employees
eliminated
New 100% None N/A 25% 50% 100% 75% 100%
Pillar 5: A
city that
open,
honest
and
responsiv
e
Institutio
nal
Governa
nce
Custom
er
Relation
s
Manage
ment
Completion of
a Customer
Satisfaction
Survey
2015
Custo
mer
Satisfa
ction
Survey
Complet
ed
custome
r
Satisfac
tion
Survey
None but
the KPI is
moved to
CRM as
it is the
CRM
departme
nt’s
responsib
ility
Responsible
department is
CRM and not
Shared Services.
Targets remain
the same.
Project
Plannin
g,
Finalisat
ion of
procure
ment
process
es
The report
was
approved at
BAC
meeting as
administrati
ve approval
Conduct
satisfacti
on survey
– field
work and
results
analysis
Report on
survey
results and
stakeholde
r
engageme
nts
Pillar 5: A
city that
open,
honest
and
responsiv
e
Financial
Manage
ment
Group
Finance
% of CoT
assets
turnover ratio
37% 80% None N/A 20% 30% 26.22% 55% 80%
58
1
ANNEXURE B
List of added projects
Department Name WBS Level 3 Budget 2017/18
Fund Transfer Adjustment Adjusted Budget
City Manager Capital Movables 9.712930.1.007.C - - R 431 630 R 431 630
Community and Social Development Services
Suurman Library 9.710101.1.015.S - - R 1 200 000 R 1 200 000
Community and Social Development Services
Lotus Gardens Multi-Purpose Sport Facility
9.712260.1.015.L - - R 600 000 R 600 000
Community and Social Development Services
Upgrading of Pilditch Stadium
9.712878.1.015.P - - R 10 000 000 R 10 000 000
Community and Social Development Services
Upgrading of Zithobeni Sport Stadium
9.712883.1.015.Z - - R 410 000 R 410 000
Community and Social Development Services
New Ga-Rankuwa Library 9.712910.1.015.G - - R 9 200 000 R 9 200 000
Community and Social Development Services
Greening of Sports fields 9.712941.1.015.G - - R 1 000 000 R 1 000 000
Community and Social Development Services
Social Development centre in Hammanskraal
New - - R 2 293 422 R 2 293 422
Customer Relation Management
SAP CRM Contact Centre optimization
9.713028.1.001 - - R 10 000 000 R 10 000 000
Environment and Agricultural Management
Inner-city rejuvenation project for recyclers
New - - R 500 000 R 500 000
59
2
Department Name WBS Level 3 Budget 2017/18
Fund Transfer Adjustment Adjusted Budget
GICT BPC and SCOA 9.712961.1.015.B - - R 10 000 000 R 10 000 000
Group Audit & Risk Insurance replacements 9.712450.1.001.B - - R 5 000 000 R 5 000 000
Housing and Human Settlement
Booysens ext Bulk water 9.710863.2.001 - - R 17 000 000 R 17 000 000
Housing and Human Settlement
Water provision - Kopanong phase 2
9.710863.2.005.L - - R 2 000 000 R 2 000 000
Housing and Human Settlement
Water provision - Mabopane EW
9.710863.2.005.P - - R 2 691 297 R 2 691 297
Housing and Human Settlement
Olievenhoutbosch Bulk Water
9.710863.2.015.B - - R 9 512 861 R 9 512 861
Housing and Human Settlement
Tswaing Pump Station 9.710864.2.005.A - - R 4 000 000 R 4 000 000
Housing and Human Settlement
Sewer provision - Mabopane EW
9.710864.2.005.E - - R 1 875 471 R 1 875 471
Housing and Human Settlement
Sewer provision - Kopanong Ext 1 Phase 2
9.710864.2.005.J - - R 1 200 000 R 1 200 000
Housing and Human Settlement
Sewer provision - Zithobeni Heights Phase 2
9.710864.2.005.R - - R 6 800 000 R 6 800 000
Housing and Human Settlement
Construction of roads & stormwater - Mabopane EW
9.710865.2.005.E - - R 3 632 232 R 3 632 232
Housing and Human Settlement
Construction of roads & stormwater - Soshanguve X13
9.710865.2.015.K - - R 8 750 000 R 8 750 000
Housing and Human Settlement
Construction of roads & stormwater - Fortwest 4&5
9.710865.2.001 - - R 14 265 464 R 14 265 464
Housing Company Tshwane
Chantelle detail design and Installation of internal infrastructure
HC1 - - R 13 256 024 R 13 256 024
Housing Company Tshwane
Sunnyside detail design, bulk infrastructure and internal reticulation
HC1 - - R 7 000 000 R 7 000 000
Housing and
Human Settlement Project Linked Housing -
Acquisition Of Land
9.710868.2.005 R0 R0 R27,000,000 R27,000,000
60
3
Department Name WBS Level 3 Budget 2017/18
Fund Transfer Adjustment Adjusted Budget
Housing and
Human Settlement Project Linked Housing -
Acquisition Of Land
9.710868.2.005 R0 R0 R17,450,000 R17,450,000
Roads and Transport
Revitalisation of the City- Upgrading of Road from gravel to tar in Zithobeni Ward 102
9.712893.1.001.Z R0 R0 R10,000,000 R10,000,000
Roads and Transport
Upgrading of Road from gravel to tar in Ekangala (previously Ward 11 & 12) - Ward 103 & 104
9.712894.1.001.U R0 R0 R20,000,000 R20,000,000
Roads and Transport
Revitalisation of the City-Upgrading of Road from gravel to tar in Ekangala Ward 105 (prev 11&12)
9.712895.1.001.U R0 R0 R10,000,000 R10,000,000
Roads and Transport
Improvement of dirt road leading to Clover hill club, Bronkhortspruit dam
9.712947.1.001.B R0 R0 R2,500,000 R2,500,000
Roads and Transport
Revitalisation of the City- Development and Construction of Roads and Stormwater: Klerksdorp Industrial Site
9.713066.1.001.D R0 R0 R3,000,000 R3,000,000
Roads and Transport
Revitalisation of the City-Cleaning of the cadastral boundary, erecting of Clearview type fence with
9.713066.1.001.F R0 R0 R5,000,000 R5,000,000
Roads and Transport
Revitalisation of the City-Internal Routes in Rosslyn and Traffic signals
9.713066.1.001.I R0 R0 R2,100,000 R2,100,000
Roads and Transport
Revitalisation of the City-Development of Non-Motorised Transport Masterplan
9.713066.1.001.N R0 R0 R5,000,000 R5,000,000
Roads and Transport
Upgrade of Pretoria Station Taxi Rank- Dairy Mall Taxi Rank
9.713066.1.015. R0 R0 R10,000,000 R10,000,000
Roads and Transport
Revitalisation of the City-Doubling of Petroleum
9.713066.1.001.P R0 R0 R7,000,000 R7,000,000
61
4
Department Name WBS Level 3 Budget 2017/18
Fund Transfer Adjustment Adjusted Budget
Street
Roads and Transport
Rosslyn Intermodal hub 9.713066.1.015.R R0 R0 R10,000,000 R10,000,000
Roads and Transport
Revitalisation of the City-Taxi Holding areas within the Pretoria CBD
9.713066.1.015.T R0 R0 R20,000,000 R20,000,000
Roads and Transport
Upgrade of Pretoria Station Taxi Rank- Dairy Mall Taxi Rank
9.713066.1.015. R0 R0 R5,000,000 R5,000,000
Roads and Transport
Construction of an extended taxiway to provide for the further expansion of the airport tenants base.
New R0 R0 R5,500,000 R5,500,000
Roads and Transport - BRT
Line 1A- Rainbow Junction Depot
9.712591.1.002.2 R0 R10,000,000 R-4,000,000 R6,000,000
Roads and Transport - BRT
BelleOmbre CNG Depot-Civil Works
9.712591.1.002.4 R0 R1,521,759 R13,478,000 R14,999,759
Roads and Transport - BRT
Line 1A - Complete Rainbow Bypass (WP4B)
9.712591.1.002.5 R0 R38,629,200 R8,043,000 R46,672,200
Roads and Transport - BRT
BelleOmbre CNG Depot-Building Works
9.712591.1.002.B R0 R41,216,882 R-19,216,000 R22,000,882
Utility Services - Electricity
Electricity for All - Region 4
9.710178.2.005.D R0 R5,000,000 R2,000,000 R7,000,000
Utility Services - Electricity
Electricity for All - Region 5
9.710178.2.005.E R0 R30,000,000 R6,000,000 R36,000,000
Utility Services - Electricity
Electricity for All - Region 7
9.710178.2.005.G R0 R4,321,500 R5,000,000 R9,321,500
Utility Services - Electricity
Revitalisation of the City- Monavoni 132/11KV Substation
9.712279.1.001.O - - R 20 000 000 R 20 000 000
Utility Services - Electricity
Revitalisation of the City- Soshanguve 132/11KV Substation
9.712279.1.001.Q - - R 20 000 000 R 20 000 000
62
5
Department Name WBS Level 3 Budget 2017/18
Fund Transfer Adjustment Adjusted Budget
Utility Services - Electricity
Revitalisation of the City- Soshanguve JJ 132/11 kV Substation (2 x 40MVA Power Transformers)
9.712279.1.001.S - - R 20 000 000 R 20 000 000
Utility Services - Water & Sanitation
Township Water Services Developers: Tshwane Contributions (City Wide)
9.710022.1.015.T - - R 2 000 000 R 2 000 000
Utility Services - Water & Sanitation
Revitalisation - Replacement, Upgrade, Construct Waste water
9.710411.1.001 - - R 5 000 000 R 5 000 000
Utility Services - Water & Sanitation
Upgrading and construction of Waste Water Treatment Works : Temba and Babelegi
9.710411.1.015.N.I - - R 13 000 000 R 13 000 000
Utility Services - Water & Sanitation
Temba water purification plant- phase 6
9.710878.2.015 - - R 31 000 000 R 31 000 000
Utility Services - Water & Sanitation
Refurbishment of Water Networks and Backlog Eradication : Soshanguve DD to Stinkwater Extension 2 - 8
9.710878.2.015 - - R 4 650 000 R 4 650 000
Utility Services - Water & Sanitation
Mabopane bulk pipeline Chambers and appurtenant works
9.710878.2.015.M - - R 8 000 000 R 8 000 000
Utility Services - Water & Sanitation
Replacement Of Sewers 9.711404.2.015 - - R 8 000 000 R 8 000 000
Utility Services - Water & Sanitation
Replacement of Sewers : Kaalplaasspruit and Rooiwal Sewer Siphon.
9.711404.2.015 - - R 500 000 R 500 000
Utility Services - Water & Sanitation
Revitalisation of the City-Babelegi Reservoir 2 Completion
9.712142.1.001.A - - R 12 000 000 R 12 000 000
Utility Services - Water & Sanitation
Refurbishment of the Magaliesberg reservoirs
9.712534.1.015. - - R 4 200 000 R 4 200 000
Utility Services - Water & Sanitation
Klip-Kruisfontein Bulk water pipeline
9.712534.1.015. - - R 600 000 R 600 000
Utility Services - Water & Sanitation
Mabopane water reticulation and bulk pipeline
New - - R 2 000 000 R 2 000 000
63
6
Department Name WBS Level 3 Budget 2017/18
Fund Transfer Adjustment Adjusted Budget
Utility Services - Water & Sanitation
Formalisation of Informal Settlements
9.712970.1.015 - - R 37 410 000 R 37 410 000
Utility Services - Water & Sanitation
Bulk Water Pipeline Wonderboom
New - - R 800 000 R 800 000
Utility Services - Water & Sanitation
Garsfontein pipe reinforcement
New - - R 3 140 000 R 3 140 000
Utility Services - Water & Sanitation
Annlin Reservoir Extension
New - - R 3 000 000 R 3 000 000
Roads and Transport - AP
Capital Movables New - - R 50 000 R 50 000
64
1
ANNEXURE “C”
Adjusted 2017/18 Capital Works Plan
Department
Project Name
Project Number
Project objective
Annual Delivery Target
Region
Ward
New Renewal
Budget 2017/2018
Adjustments Adjusted Budget 2017/2018
Remaining budget to be allocated
Adjusted Budget Q3 2018
Adjusted Milestone Q3 2018
Adjusted Budget Q4 2018
Adjusted Milestone Q4 2018
Phases
City Manager
(VPUU) Mamelodi East Walkways
9.712533.1.001.N
Construction of Mamelodi East Walkways
TBD 6 10 New R10,000,000 R0 R10,000,000 R10,000,000 R0 None R10,000,000 TBD Construction
City Manager
Implementation of Tsosoloso Programme
9.712533.1.003.O
Implementation of projects approved by National Treasury
100% Complete (25 km)
City Wide
City Wide
New R20,000,000 R0 R20,000,000 R20,000,000 R10,000,000 60% excavation (15 km),50% subgrade compaction (12.5 km), 30% subbase (7.5 km), 30% concrete works (7.5 km)
R10,000,000 100% Complete (25 km)
Construction
City Manager
Capital Movables
9.712930.1.007.C
Procurement of computer and equipment
Procurement of computer equipment for the OEM
Admin
Admin
New R0 R431,630 R431,630 R431,630 R200,000 Computer Equipment for the OEM
R231,630 Computer Equipment for the OEM
Procurement
Community and Social Development Services
Suurman Library
9.710101.1.015.S
Replacement ceiling at existing library
Installation of replacement ceiling and handover
2 8 Renewal
R0 R1,200,000 R1,200,000 R1,200,000 R0 Advertise specification for replacement of new ceiling
R1,200,000 Installation of replacement ceiling and handover
Project Complete
Community and Social Development Services
Upgrading of HM Pitje Stadium
9.710692.2.015.S
Construction of HM Pitje Stadium
Detail design for new stadium
6 67 Renewal
R1,000,000 R0 R1,000,000 R1,000,000 R0 Detail design for new stadium
R1,000,000 Detail design for new stadium
Design
Community and Social Development Services
Lotus Gardens Multi-Purpose Sport Facility
9.712260.1.015.L
Construction of 5 Ha Community Centre and Multi-purpose sport facility at Lotus Gardens
Finalise outstanding contractor payment
3 7 New R0 R600,000 R600,000 R600,000 R0 Finalise outstanding contractor payment
R600,000 Finalise outstanding contractor payment
Project Complete
65
2
Department
Project Name
Project Number
Project objective
Annual Delivery Target
Region
Ward
New Renewal
Budget 2017/2018
Adjustments Adjusted Budget 2017/2018
Remaining budget to be allocated
Adjusted Budget Q3 2018
Adjusted Milestone Q3 2018
Adjusted Budget Q4 2018
Adjusted Milestone Q4 2018
Phases
Community and Social Development Services
Capital Moveable's
9.712773.1.007.C
Procurement of books, office furniture and equipment
Procurement as per selection list. Based on availability of library books. Further procurement of library furniture and IT equipment
Admin
Admin
New R200,000 R0 R200,000 R200,000 R0 Procurement as per selection list. Based on availability of library books. Further procurement of library furniture and IT equipment.
R200,000 Procurement as per selection list. Based on availability of library books. Further procurement of library furniture and IT equipment
Procurement
Community and Social Development Services
Capital Movables
9.712773.1.013.C
Procurement of books, office furniture and equipment
Procurement as per selection list. Based on availability of library books. Further procurement of library furniture and IT equipment
Admin
Admin
New R9,507,000 R-2,494,049 R7,012,951 R7,012,951 R1,000,000 Procurement as per selection list. Based on availability of library books. Further procurement of library furniture and IT equipment.
R6,012,951 Procurement as per selection list. Based on availability of library books. Further procurement of library furniture and IT equipment
Procurement
Community and Social Development Services
Upgrading of Pilditch Stadium
9.712878.1.015.P
Upgrading of existing Sport Stadium
Procurement of service provider and site establishment
3 59 Renewal
R0 R10,000,000 R10,000,000 R10,000,000 R0 Submission of draft tender to Bid Spec Committee
R10,000,000 Procurement of service provider and site establishment
Design
Community and Social Development Services
Upgrading of Zithobeni Sport Stadium
9.712883.1.015.Z
Upgrading of existing Sport Stadium
Finalise outstanding consultant payments
7 0 Renewal
R0 R410,000 R410,000 R410,000 R0 Finalise outstanding consultant payments
R410,000 Finalise outstanding consultant payments
Project Complete
Community and Social Development
New Ga-Rankuwa Library
9.712910.1.015.G
Provision of new library
Finalise outstanding contractor payments
1 30 New R0 R9,200,000 R9,200,000 R9,200,000 R0 Submission of outstanding contractor payments
R9,200,000 Finalise outstanding contractor payments
Project Complete
66
3
Department
Project Name
Project Number
Project objective
Annual Delivery Target
Region
Ward
New Renewal
Budget 2017/2018
Adjustments Adjusted Budget 2017/2018
Remaining budget to be allocated
Adjusted Budget Q3 2018
Adjusted Milestone Q3 2018
Adjusted Budget Q4 2018
Adjusted Milestone Q4 2018
Phases
Services
Community and Social Development Services
Upgrading of Caledonian Stadium (Inner City Park)
9.712915.1.015.C
Upgrading of Caledonian Stadium
Payment of the Professional Services for the detail design of the Caledonian Stadium
3 81 Renewal
R32,000,000 R-23,422,861 R8,577,139 R3,200,000 R0 Submit report to EAC to increase project scope of work after detail design was completed previously
R3,200,000 Payment of the Professional Services for the detail design of the Caledonian Stadium
Design
Community and Social Development Services
Upgrade Refilwe Stadium
9.712916.1.015.R
Upgrading of existing Sport Stadium
Site establishment and commence with bulk earthworks. Commence with installation of bulk services.
5 100 Renewal
R15,000,000 R-6,500,000 R8,500,000 R16,950,000 R1,000,000 Adjudication of tender and final approval.
R15,950,000 Site establishment and commence with bulk earthworks. Commence with installation of bulk services.
Construction
Community and Social Development Services
Greening of Sports fields
9.712941.1.015.G
Upgrading of sport fields
Finalise outstanding contractor payments
City Wide
City Wide
New R0 R1,000,000 R1,000,000 R1,000,000 R0 Submission of outstanding contractor payments
R1,000,000 Finalise outstanding contractor payments
Project Complete
Community and Social Development Services
Social Development centre in Hammanskraal
9.712948.1.017.H
Sustainable Communities with Clean, Healthy and Safe Environmental and Integrated Social Services
Project completion and handover.
2 49 New R11,000,000 R10,000,000 R21,000,000 R13,549,187 R3,500,000 Commence with first coat painting, glazing, sanitary fittings, electrical and mechanical final fix for Administration Building, Early Childhood Development Centre, Adult Community Centre and Guard Hut. Completion of roof structure.
R10,049,187 Project completion and handover.
Project Complete
67
4
Department
Project Name
Project Number
Project objective
Annual Delivery Target
Region
Ward
New Renewal
Budget 2017/2018
Adjustments Adjusted Budget 2017/2018
Remaining budget to be allocated
Adjusted Budget Q3 2018
Adjusted Milestone Q3 2018
Adjusted Budget Q4 2018
Adjusted Milestone Q4 2018
Phases
Commence with landscaping.
Community and Social Development Services
Social Development center in Winterveldt
9.712954.1.017.W
To have a development centre
Project completion and handover.
1 94 New R11,000,000 R10,000,000 R21,000,000 R10,946,895 R3,992,735 Commence with first coat painting, glazing, sanitary fittings, electrical and mechanical final fix for Administration Building, Early Childhood Development Centre, Adult Community Centre and Guard Hut. Completion of roof structure.
Commence with landscaping.
R6,954,160 Project completion and handover.
Project Complete
Community and Social Development Services
Social Development centre in Mabopane
9.712955.1.017.M
To have a development centre
Project completion and handover.
1 21 New R12,000,000 R10,000,000 R22,000,000 R16,954,160 R4,500,000 Commence with first coat painting, glazing, sanitary fittings, electrical and mechanical final fix for Administration Building, Early Childhood Development Centre, Adult Community Centre and Guard Hut. Completion of roof structure. Commence with landscaping.
R12,454,160 Project completion and handover.
Project Complete
68
5
Department
Project Name
Project Number
Project objective
Annual Delivery Target
Region
Ward
New Renewal
Budget 2017/2018
Adjustments Adjusted Budget 2017/2018
Remaining budget to be allocated
Adjusted Budget Q3 2018
Adjusted Milestone Q3 2018
Adjusted Budget Q4 2018
Adjusted Milestone Q4 2018
Phases
Community and Social Development Services
Social Development centre in Hammanskraal
New Sustainable Communities with Clean, Healthy and Safe Environmental and Integrated Social Services
Project completion and handover.
2 49 New R0 R2,293,422 R2,293,422 R2,293,422 R0 Commence with first coat painting, glazing, sanitary fittings, electrical and mechanical final fix for Administration Building, Early Childhood Development Centre, Adult Community Centre and Guard Hut. Completion of roof structure. Commence with landscaping.
R2,293,422 Project completion and handover.
Project Complete
Comm
unity Safety
Renovation
& Upgrading Of Facilities
9.71145
5.1.015.R
Renovation
and upgrading of Emergency Services Stations
Supply and
delivery of 1x Medical waste container, Emergency power supply system, Supply and installation of roller-shutter doors at identified stations and Appointment of Principle
Agent: responsible for various project deliverables ( Alterations/Upgrading of Temba Station, Wonderboom ES Station: Additional carports and paving, Centurion ES Station: Fitting rooms male/female and shelving in uniform store, New lockers:
2,3,
4,5,6,7
100
,104,105,43,50,53,57,58,60,70,82,83,92
Ren
ewal
R5,000,000 R0 R5,000,000 R4,294,511 R1,127,580 Installation of
roller-shutter doors. Payment of professional fees.
R3,166,931 Payment
of contractor for work done as per prioritised project deliverables. Payment of professional fees.
Constr
uction
69
6
Department
Project Name
Project Number
Project objective
Annual Delivery Target
Region
Ward
New Renewal
Budget 2017/2018
Adjustments Adjusted Budget 2017/2018
Remaining budget to be allocated
Adjusted Budget Q3 2018
Adjusted Milestone Q3 2018
Adjusted Budget Q4 2018
Adjusted Milestone Q4 2018
Phases
Temba, Jabulani, Centurion, Canteen sets at all stations, New air-cons and Pieter Delport: Office partitioning, tiling of all offices )
Community Safety
Purchasing of Policing Equipment
9.712500.1.015.A
Procurement of Metro Police equipment to capacitate Metro Police officers to perform their duties as law enforcement officers to protect the residents of Tshwane
Procurement of approximately: 1081 x Tetra Radios 4 x Kudu Lawn Mowers 20 x GPS Devices 10 x Dash Cameras 12 x Brush Cutters 12 x Backpack Blowers 40 x Bullet Traps 1 x Franking Machine 1 x Industrial Shredder 2 x IT Servers 70 x Mini Emergency Warning Systems (Mini Light Bars) 10 x Halligan Tool 10 x Battering Ram
Admin
Admin
New R13,000,000 R0 R13,000,000 R13,000,000 R13,000,000 Procurement, delivery and invoice of Tetra radios Franking Machine, Industrial Shredder, Mini Light bars Policing equipment
R0 Project complete for 2017/18 financial year
Project Complete
70
7
Department
Project Name
Project Number
Project objective
Annual Delivery Target
Region
Ward
New Renewal
Budget 2017/2018
Adjustments Adjusted Budget 2017/2018
Remaining budget to be allocated
Adjusted Budget Q3 2018
Adjusted Milestone Q3 2018
Adjusted Budget Q4 2018
Adjusted Milestone Q4 2018
Phases
Community Safety
Disaster risk management tools and equipment (Emergency Services Tools and Equipment)
9.712587.1.015.D
Purchase of Emergency Services Tools and Equipment
Purchase structural firefighting suits, Purchase carb cutters, Purchase skid units, Purchase washing machines, Purchase radiation meters, Supply and delivery of Breathing apparatus equipment. Supply and delivery of TETRA communication equipment.
3 60 Renewal
R3,000,000 R0 R3,000,000 R1,689,773 R1,567,729 Supply and delivery of Breathing apparatus equipment. Supply and delivery of TETRA communication equipment
R122,044 Supply and delivery of medical equipment
Procurement
Community Safety
Capital Movables
9.712765.1.007.C
Procurement of capital movables assets as requested
Purchase of 1x Fridge, 1x Fluke tester, 1x Laptop, 5x Printers, 1x Rectifier cabinet, 2x 22’’ Screens, 1x LED TV, 1X Tone set tester and movable assets for the Disaster Operations
Centre.
Admin
Admin
New R250,000 R0 R250,000 R40,269 R40,269 Purchasing of movable assets for the Disaster Operations Centre.
R0 None Procurement
Community Safety
Construction of Emergency Services Station Mamelodi 2
9.713052.1.001.S
Construction of a fully equipped Emergency Services Station.
Appointment of a professional team for the construction of a new Emergency Services Station in Mamelodi. Payment of professional fees.
6 28,6
New R2,000,000 R0 R2,000,000 R1,705,182 R650,000 Payment of professional fees
R1,055,182 Payment of professional fees
Planning
Customer Relation Management
Call centre furniture and equipment
9.713025.1.015.C
The upgrading of Cal centre's
Procurement of furniture and equipment
Admin
Admin
New R1,550,000 R0 R1,550,000 R1,080,544 R462,592 Procurement of furniture and office supplies
R617,952 Procurement of furniture and office supplies
Procurement
71
8
Department
Project Name
Project Number
Project objective
Annual Delivery Target
Region
Ward
New Renewal
Budget 2017/2018
Adjustments Adjusted Budget 2017/2018
Remaining budget to be allocated
Adjusted Budget Q3 2018
Adjusted Milestone Q3 2018
Adjusted Budget Q4 2018
Adjusted Milestone Q4 2018
Phases
Customer Relation Management
Construction Centurion Call Centre Chill Room
9.713026.1.015.C
Construction of Centurion Call Centre Chill area
Construction of chill area & procurement of area equipment and supplies
Admin
Admin
New R500,000 R0 R500,000 R500,000 R500,000 No activity R0 None Construction
Customer Relation Management
Call Centre - IT Equipment
9.713027.1.015.I
Upgrading & acquiring Call Centre systems, consumables & equipment's - IT related
Replacement of IT equipment& Procurement of supplies
Admin
Admin
New R1,150,000 R0 R1,150,000 R761,946 R301,905 Replacement of IT equipment& Procurement of supplies
R460,041 Replacement of IT equipment& Procurement of supplies
Procurement
Customer Relation Management
SAP CRM Contact Centre optimization
9.713028.1.001
Optmization of SAP CRM system
TBD Admin
Admin
New R0 R10,000,000 R10,000,000 R10,000,000 R0 TBD R10,000,000 TBD Procurement
Customer Relation Management
SAP CRM Contact Centre optimization
9.713028.1.015.S
Optimization of Call centres
SAP CRM Contact Centre optimization
Admin
Admin
New R6,800,000 R0 R6,800,000 R1,748,096 R0 SAP Hybris & QA Systems
R1,748,096 QA ; Work Force Management (WFM ) & Queue Management systems
Procurement
Economic Development and Spatial Planning
Upgrading And Extension Of Market Facilities
9.710276.1.015.U
Upgrading and extension of market facilities
Completed perimeter walls, server room and fencing.
3 60 Renewal
R2,500,000 R0 R2,500,000 R2,048,508 R313,040 Installed data loggers. Appointed contractor for road maintenance/ upgrading. Installed motors and pumps for the ripening centre. Appointed consultant for various designs of smaller works.
R1,735,468 Completed designs and documentation for smaller works. Completed resurfaced road surfaces.
Design
Economic Development and
Capital Movables
9.712751.1.007.C
Procurement of capital movables assets as requested
Procurement of capital movables assets as requested
3 58 New R450,000 R0 R450,000 R426,010 R96,000 Procure various operational assets with lifespan > R30 000.
R330,010 Procurement of furniture and office machines,
Procurement
72
9
Department
Project Name
Project Number
Project objective
Annual Delivery Target
Region
Ward
New Renewal
Budget 2017/2018
Adjustments Adjusted Budget 2017/2018
Remaining budget to be allocated
Adjusted Budget Q3 2018
Adjusted Milestone Q3 2018
Adjusted Budget Q4 2018
Adjusted Milestone Q4 2018
Phases
Spatial Planning
as requested.
Economic Development and Spatial Planning
Upgrading of the market trading system
9.712868.1.015.C
Development and installation of new sales system at the market
Completed and implemented sales system.
3 60 Renewal
R4,000,000 R0 R4,000,000 R4,000,000 R850,000 Completed assessment of the new sales system. Phase 2 of the Wi-Fi system commenced. Specifications of backup server rooms completed.
R3,150,000 Completed server rooms in Hall B and Security Offices. Completed Phase 2 Wi-Fi system. New hardware, such as new terminals and servers
procured.
Project Complete
Economic Development and Spatial Planning
Business Process Outsourcing (BPO) Park Construction
9.712977.1.015.C
Job Creation, Investment Attraction, Skills, SMME and Infrastructure development,
Phase 1: Construction of one new 500 seater buildings, improved bulk infrastructure and external works. Intended deliverables to complete phase 1: one 500 seater building, guard house and visitors centre, sundry site works, taxi and bus terminal, car ports, civil furniture and fittings, irrigation, taxi and bus terminal.
2 49 New R50,000,000 R6,900,000 R56,900,000 R56,900,000 R28,258,372 Building 1 & 2: Construction continued - Structure – 2nd floor, Roof, Stairs, Building Trades and Finishes, External Works – General site landscaping, Roads, IT installation commence.
R28,641,628 Building 1 & 2: Continued, Building Trades and Finishes, Facades – West, East, North, South, External Works – General site landscaping, Roads, IT installation.
Construction
Economic Development and
Inner City Regeneration: Civic and Northern
9.713023.1.021.I
The Inner City Regeneration of Civic and
TBD 3 58 New R20,664,650 R0 R20,664,650 R20,664,650 R5,166,163 Roads and Transport implementation of design guidelines.
R15,498,487 Roads and Transport implementation of
Design
73
10
Department
Project Name
Project Number
Project objective
Annual Delivery Target
Region
Ward
New Renewal
Budget 2017/2018
Adjustments Adjusted Budget 2017/2018
Remaining budget to be allocated
Adjusted Budget Q3 2018
Adjusted Milestone Q3 2018
Adjusted Budget Q4 2018
Adjusted Milestone Q4 2018
Phases
Spatial Planning
Gateway Precincts
Northern Gateway Precincts
Construction of 4 km walkways.
design guidelines. Construction of 12 km walkways.
Economic Development and Spatial Planning
Rosslyn Urban Realm Upgrade and Multi Modal Interchange
9.713023.1.021.R
To upgrade the Multi Modal Interchange of Rosslyn Urban Realm
TBD 1 4 new R12,000,000 R0 R12,000,000 R12,000,000 R3,000,000 Roads and Transport implementation of design guidelines. Construction of 2 km walkways.
R9,000,000 Roads and Transport implementation of design guidelines. Construction of 6 km walkways.
Design
Environment and Agricultural Management
Atmospheric Pollution Monitoring Network
9.711562.1.015.A
Monitoring of Atmospheric Pollution
*Installation of O3, SO2 CO for: Olievenhoutbosch, Pretoria West and Mamelodi stations. Also delivery of the vehicle emission monitor. *Air quality calibrator and zero air system to be delivered. *Final payment, project complete.
1,7 103,29,4
New R3,000,000 R0 R3,000,000 R1,199,912 R900,000 Procurement R299,912 *Installation of O3, SO2 CO for: Olievenhoutbosch, Pretoria West and Mamelodi stations. Also delivery of the vehicle emission monitor. *Air quality calibrator and zero air system to be delivered. *Final payment, project complete.
Procurement
74
11
Department
Project Name
Project Number
Project objective
Annual Delivery Target
Region
Ward
New Renewal
Budget 2017/2018
Adjustments Adjusted Budget 2017/2018
Remaining budget to be allocated
Adjusted Budget Q3 2018
Adjusted Milestone Q3 2018
Adjusted Budget Q4 2018
Adjusted Milestone Q4 2018
Phases
Environment and Agricultural Management
Upgrading of Resorts and reserves of security infrastructure
9.713024.1.015.R
The project needs to be implemented to improve security at Reserves and Resorts for personnel and users of the facility, it is currently major public issue.
Upgrade security measures Rietvlei, Moretele, Ga Mothakga, Die draai, Kwagga spruit, Derde poort, Klipkruis fontein.
7, 6, 3
91,105,63
Renewal
R4,500,000 R2,300,000 R6,800,000 R6,789,736 R2,100,000 Appoint a vendor for the installing Trellis doors and Alarm systems at Rietvlei and Moretele resort and high mast Klip Kruisfontein
R4,689,736 Appoint a vendor for the building of perimeter wall at Ga Mothakga swimming pool and fence for the Resort, fence Die Draai, Kwagga and Derdepoort Resorts
Procurement
Environment and Agricultural Management
Furniture and equipment for overnight accommodation at Resorts
9.713040.1.015.R
Upgrading of Resorts
Equip and do repair work at 23 chalets, Moretele Park ResortEquip Youth camp, Moretele Park ResortEquip Groenkloof guest house.
6, 4 91,59,66,79,65,
Renewal
R5,000,000 R-2,300,000 R2,700,000 R2,700,000 R2,700,000 Delivery of furniture and equipment for Rietvlei chalets and youth camp, Moretele Resort chalets, Derdepoort youth camp and conference facility, JoosBeckker overnight rooms and cabins
R0 Project completed
Procurement
Environment and Agricultural Management
Development of waste transfer stations - New site for Bronkhorstspruit
9.713043.1.015.D
Erection of fence at Bronkhorstspruit transfer station
Develop waste transfer station in Bronkhorstspruit on new site
7 105 Renewal
R1,000,000 R-500,000 R500,000 R500,000 R0 Supply chain process
R500,000 Develop waste transfer station in Bronkhorstspruit on new site
Project Complete
Environment and Agricultural Management
Provision of burial facilities
9.713044.1.015.B
To make the cemetery accessible / boundary wall to secure the cemetery from encroachment.
1. Klip-Kruisfontein cemetery: Construction of second access gate 2. Tshwane North Cemetery: Construction of Road 3. Hatherley cemetery: Installation of
2 95 New R5,000,000 R0 R5,000,000 R5,000,000 R3,200,000 Installations of cemetery name boards
R1,800,000 Completion and Payment of Construction of Road at Tshwane north Cemetery
Project Complete
75
12
Department
Project Name
Project Number
Project objective
Annual Delivery Target
Region
Ward
New Renewal
Budget 2017/2018
Adjustments Adjusted Budget 2017/2018
Remaining budget to be allocated
Adjusted Budget Q3 2018
Adjusted Milestone Q3 2018
Adjusted Budget Q4 2018
Adjusted Milestone Q4 2018
Phases
palisade fence 4. Installations of name boards: Installation of name boards at 35 cemeteries
Environment and Agricultural Management
Provision of waste containers
9.713045.1.015.W
Provision of 240l waste containers for refuse removal
Procure and distribute 8 296 bins July - December 2017. Procure and distribute 3,704 240 lt bins January - June 2018. Procure and distribute recycling bins at 57 buildings and 50 schools.
City Wide
City Wide
Renewal
R9,000,000 R0 R9,000,000 R6,875,500 R3,437,750 Procure 240 liter house hold bins for Regions 2 and 5. Procure recycling bins. Distribution of bins as per assessment at 57 buildings and 50 schools.
R3,437,750 Procure 240 liter house hold bins for Regions 7 and 3. Distribution of bins.
Procurement
Environment and Agricultural Management
Upgrade of access control at waste disposal sites
9.713046.1.015.U
Better access control in order to comply with permit conditions
Complete fence project Soshanguve landfill site and upgrade Bronkhorstspruit landfill site
6, 7 106, 40
Renewal
R5,000,000 R0 R5,000,000 R4,935,470 R3,000,000 Upgrade of Bronkhorstspruit landfill site
R1,935,470 Upgrade of fence Soshanguve landfill site
Construction
Environment and Agricultural Management
Inner-city rejuvenation project for recyclers
New Rejuvenation of inner-city
Complete inner-city rejuvenation project
3 6 New R0 R500,000 R500,000 R500,000 R0 Supply chain process
R500,000 Complete inner-city rejuvenation project
Project Complete
GICT Upgrade of IT Networks
9.710200.1.015.I
Upgrading of network sites
Upgrading of network sites
Admin
Admin
New R15,000,000 R0 R15,000,000 R15,000,000 R11,000,000 10 Buildings on the network upgraded
R4,000,000 5 buildings network upgraded
Procurement
GICT One Integrated Transaction Processing System
9.710213.1.015.O
Optimisation of current SAP environment
Optimisation of current SAP environment
Admin
Admin
New R20,000,000 R0 R20,000,000 R20,000,000 R11,293,549 SLO, E-Recruitment and SWA- SAP
R8,706,451 CRM - Preparation and Go-live; ESRI/Clicksoft Integration
Procurement
76
13
Department
Project Name
Project Number
Project objective
Annual Delivery Target
Region
Ward
New Renewal
Budget 2017/2018
Adjustments Adjusted Budget 2017/2018
Remaining budget to be allocated
Adjusted Budget Q3 2018
Adjusted Milestone Q3 2018
Adjusted Budget Q4 2018
Adjusted Milestone Q4 2018
Phases
GICT Computer Equipment Deployment - End user computer hardware equipment
9.710268.1.015.C
Deployment of computer Equipment
Deployment of computer Equipment
Admin
Admin
New R10,500,000 R0 R10,500,000 R7,681,654 R5,506,348 153 laptops, 230 desktops and 3 projectors
R2,175,306 50 Laptops and 100 Desktops
Procurement
GICT Implementation Of Storage Area Network
9.710344.1.015.I
Additional storage of data
Additional storage of data
Admin
Admin
New R15,000,000 R0 R15,000,000 R15,000,000 R15,000,000 Server and storage equipment procured and implemented
R0 Server and storage equipment procured and implemented
Procurement
GICT E-Initiative Supporting the Smart City
9.712554.1.015.E
Rationalisation of 1 ICT application
Rationalisation of 1 ICT application
Admin
Admin
New R13,000,000 R0 R13,000,000 R13,000,000 R6,045,042 Indigent Management Solution Enhancement
R6,954,958 Automation of two business processes
Procurement
GICT Disaster Recovery System Storage
9.712950.1.015.D
Additional storage of data
Additional storage of data
Admin
Admin
New R10,000,000 R0 R10,000,000 R10,000,000 R10,000,000 Server and storage equipment procured and implemented
R0 Server and storage equipment procured and implemented
Procurement
GICT BPC and SCOA
9.712961.1.015.B
The customising of Sap to be Mscoa compliant
Final Preparation and Go-Live and Support
Admin
Admin
New R0 R10,000,000 R10,000,000 R10,000,000 R3,477,543 Preparation and Blueprint
R6,522,457 Final Preparation and Go-Live and Support
Procurement
GICT Credit Control Solution
9.712969.1.015.C
Integrating Credit Control Solution and Meter Reading Platform to GIS
Integrating Credit Control Solution and Meter Reading Platform to GIS
Admin
Admin
New R10,000,000 R0 R10,000,000 R10,000,000 R10,000,000 Procurement of Desktops, Cradles and Devices
R0 None Procurement
Group Audit & Risk
Insurance replacements (CTMM Contribution)
9.712449.1.001.A
Insurance replacements
Replacement of insurance claims
Admin
Admin
New R8,000,000 R1,000,000 R9,000,000 R8,437,622 R4,000,000 Replacement of Capital Assets
R4,437,622 Replacement of Capital Assets
Procurement
Group Audit & Risk
Insurance replacements
9.712450.1.001.B
Insurance replacements
Replacement of insurance claims
Admin
Admin
New R0 R5,000,000 R5,000,000 R5,000,000 R2,500,000 Replacement of Vehicles
R2,500,000 Replacement of Vehicles
Procurement
77
14
Department
Project Name
Project Number
Project objective
Annual Delivery Target
Region
Ward
New Renewal
Budget 2017/2018
Adjustments Adjusted Budget 2017/2018
Remaining budget to be allocated
Adjusted Budget Q3 2018
Adjusted Milestone Q3 2018
Adjusted Budget Q4 2018
Adjusted Milestone Q4 2018
Phases
Group Financial Services
Buildings & Equipment (security at the stores)
9.712444.1.015.B
Upgrading of Security a stores
Strengthen security at stores
Admin
Admin
Renewal
R10,000,000 R0 R10,000,000 R10,000,000 R10,000,000 procurement and installation safes and strong doors
R0 Project completed no activities taking place
Project Complete
Group Financial Services
Capital movables
9.712755.1.007.C
Procurement of furniture & equipment
Operational request ensuring that the department has furniture
Admin
Admin
New R500,000 R0 R500,000 R500,000 R500,000 procure identified furniture
R0 Project completed no activities taking place
Procurement
Group Financial Services
Handheld terminals and battery charges
9.712997.1.015.H
Procurement of furniture & equipment
Ensure that revenue management is operational
Admin
Admin
New R5,000,000 R0 R5,000,000 R5,000,000 R5,000,000 Procurement of handheld terminal
R0 Project completed no activities taking place
Procurement
Group Financial Services
Fuel Assets Underground Tanks
9.713035.1.015.F
Buying back underground tanks used for fuel
Buying back of tanks
Admin
Admin
New R7,000,000 R0 R7,000,000 R7,000,000 R7,000,000 payments to buy back the tanks
R0 Project completed no activities taking place
Procurement
Group Financial Services
MSCOA Automation
9.713036.1.015.M
Comply with regulation changes
TBD Admin
Admin
Renewal
R28,000,000 R-10,000,000 R18,000,000 R18,000,000 R0 None R18,000,000 TBD Procurement
Group Financial Services
Renovation of Record Management
9.713059.1.015.R
Improvement of record management system
Renovation of record management
Admin
Admin
Renewal
R5,000,000 R0 R5,000,000 R5,000,000 R5,000,000 start to rebuild the record management room
R0 Project completed no activities taking place
Procurement
Group Financial Services
Renovation of Tender Advise Center Office
9.713060.1.015.T
Upgrading of Tender Advice Center Office
Renovation of tender advertisement centre
Admin
Admin
Renewal
R5,000,000 R0 R5,000,000 R5,000,000 R5,000,000 procurement and installation of perforating machine, Binding machines big scanners
R0 Project completed no activities taking place
Procurement
Group Financial Services
Record Management
9.713061.1.015.R
Procurement of record management equipment
Ensuring that record management is operational
Admin
Admin
New R2,000,000 R0 R2,000,000 R2,000,000 R2,000,000 Procurement of record management equipment
R0 Project completed no activities taking place
Procurement
78
15
Department
Project Name
Project Number
Project objective
Annual Delivery Target
Region
Ward
New Renewal
Budget 2017/2018
Adjustments Adjusted Budget 2017/2018
Remaining budget to be allocated
Adjusted Budget Q3 2018
Adjusted Milestone Q3 2018
Adjusted Budget Q4 2018
Adjusted Milestone Q4 2018
Phases
Group Financial Services
Turnaround of Municipal Water Service - Reduction of Water losses
9.713063.1.015.T
Reduction of water losses
Phased implementation of feasibility study of project identified
Admin
Admin
Renewal
R58,000,000 R-48,000,000 R10,000,000 R10,000,000 R0 Phased implementation of feasibility study of project identified
R10,000,000 Phased implementation of feasibility study of project identified
Procurement
Group Human Capital Management
Tshwane Leadership and Management Academy (City Wide)
9.712953.1.020.T
Project: Procurement of training machinery
Delivery of furniture and equipment. Completed geotechnical site survey
Admin
Admin
Renewal
R6,000,000 R-1,100,000 R4,900,000 R4,900,000 R4,100,000 Procurement of Furniture and equipment
R800,000 Procurement of Furniture and equipment
Procurement
Group Human Capital Management
Capital Movables
9.713064.1.007.C
Procurement of Furniture and Office machines
TECO all procured assets
Admin
Admin
New R200,000 R0 R200,000 R33,483 R33,483 None R0 None Procurement
Group Legal & Secretariat Services
Capital Movables
9.712924.1.007.C
Procurement of capital movables assets as requested
Procurement of furniture and office machines as requested
Admin
Admin
New R100,000 R0 R100,000 R100,000 R45,000 Procurement of furniture and office machines as requested
R55,000 Procurement of furniture and office machines as requested
Procurement
Group Property Management
Capital Movables
9.713065.1.007.C
Procurement of workshop Machinery
Procurement of workshop Machinery
Admin
Admin
New R200,000 R-100,000 R100,000 R100,000 R100,000 Procurement of workshop Machinery
R0 Procurement of workshop Machinery
Procurement
Health Upgrading Of Clinic Dispensaries
9.712278.1.015.A
Ensure Sustainable, Safer Cities and Integrated Social Development
Complete the construction of the clinic dispensaries at Phahameng Clinic
6 18 New R5,000,000 R2,500,000 R7,500,000 R5,809,742 R2,685,408 Construction: start with ceilings, partitions and access
R3,124,334 Construction: Complete snag list and handover site to the client
Project Complete
Health Refurbishment of Rayton Clinic
9.712684.1.015.R
To develop health services infrastructure, Primary Health Care clinic, in compliance with relevant legislation
Masonry completed
5 100 New R6,700,000 R0 R6,700,000 R2,415,451 R1,500,000 Construction: continue with masonry
R915,451 Construction: finalise masonry
Construction
79
16
Department
Project Name
Project Number
Project objective
Annual Delivery Target
Region
Ward
New Renewal
Budget 2017/2018
Adjustments Adjusted Budget 2017/2018
Remaining budget to be allocated
Adjusted Budget Q3 2018
Adjusted Milestone Q3 2018
Adjusted Budget Q4 2018
Adjusted Milestone Q4 2018
Phases
Health Capital Movables
9.712756.1.007.C
Procurement of furniture and office machines as requested
Receive all furniture and office machines as ordered
Admin
Admin
New R300,000 R826,658 R1,126,658 R1,051,814 R225,156 Procurement of furniture and office machines as requested
R826,658 Procurement of furniture and office machines as requested
Procurement
Health Extension of Rosslyn Clinic
9.713048.1.015.R
To develop health services infrastructure, Primary Health Care clinic, in compliance with relevant legislation
Receive final Bill of Quantity
1 4 New R2,000,000 R-1,500,000 R500,000 R500,000 R100,000 Approval of architectural drawings
R400,000 Finalise analysis of the Bill of Quantity in conjunction with the architectural drawings
Design
Health New Clinic Lusaka
9.713049.1.015.L
To develop health services infrastructure, Primary Health Care clinic, in compliance with relevant legislation
Receive final Bill of Quantity
6 40 New R1,500,000 R-1,000,000 R500,000 R500,000 R100,000 Approval of architectural drawings
R400,000 Finalise analysis of the Bill of Quantity in conjunction with the architectural drawings
Design
Housing and Human Settlement
Booysens ext Bulk water
9.710863.2.001
Quality services, infrastructure & sustainable human settlements.
Practical Completion, Attending to Snags & final Completion
3 55 New R0 R17,000,000 R17,000,000 R17,000,000 R0 None R17,000,000 Testing, Backfilling, Practical Completion, Attending to Snags & final Completion
Project Complete
Housing and Human Settlement
Zithobeni 8&9 - Bulk water main line
9.710863.2.005.E
Quality services, infrastructure & sustainable human settlements.
3,5 KM 7 102 New R15,000,000 R0 R15,000,000 R15,000,000 R3,750,000 Construction of bulk water main line.
R11,250,000 Attending to snags & final completion
Planning
Housing and Human Settlement
Water provision - Chantel x39
9.710863.2.005.I
Quality services, infrastructure & sustainable human settlements.
2,5 KM 1 4 New R4,691,297 R0 R4,691,297 R4,691,297 R0 Backfilling and chamber installation
R4,691,297 Attending to snags & final completion
Project Complete
80
17
Department
Project Name
Project Number
Project objective
Annual Delivery Target
Region
Ward
New Renewal
Budget 2017/2018
Adjustments Adjusted Budget 2017/2018
Remaining budget to be allocated
Adjusted Budget Q3 2018
Adjusted Milestone Q3 2018
Adjusted Budget Q4 2018
Adjusted Milestone Q4 2018
Phases
Housing and Human Settlement
Fortwest 4&5 - Bulk water reservoir
9.710863.2.005.J
No Budget No Budget Region 3
7 New R0 R4,500,000 R4,500,000 R4,500,000 R0 0 R0 R0.00 No Budget
Housing and Human Settlement
Water provision - Hammanskraal ext 10
9.710863.2.005.K
Quality services, infrastructure & sustainable human settlements.
TBD 2 73 New R25,000,000 R0 R25,000,000 R25,000,000 R6,250,000 Backfilling & testing
R18,750,000 Final completion
Project Complete
Housing and Human Settlement
Water provision - Kopanong phase 2
9.710863.2.005.L
Quality services, infrastructure & sustainable human settlements.
Completion of Kopanong phase 2
1 20 New R0 R2,000,000 R2,000,000 R2,000,000 R2,000,000 Back Filling R0 Final completion
Project Complete
Housing and Human Settlement
Refilwe Manor Pump stations
9.710863.2.005.M
Quality services, infrastructure & sustainable human settlements.
Two pump stations
5 100 New R22,000,000 R0 R22,000,000 R953,669 R0 Electrical works R953,669 Practical completion stage
Project Complete
Housing and Human Settlement
Water provision - Mabopane Ext 1
9.710863.2.005.N
Water reticulation
500 stands provided with water reticulation
1 22 New R26,000,000 R0 R26,000,000 R12,448,365 R3,112,091 Backfilling and testing
R9,336,274 Final completion
Project Complete
Housin
g and Human Settlement
Water
provision - Zithobeni Heights Phase 1
9.71086
3.2.005.O
Quality
services, infrastructure & sustainable human settlements.
Water reservoir 7 102 New R42,000,000 R0 R42,000,000 R25,678,567 R12,839,284 Electrical Fittings R12,839,284 Final
Completion
Projec
t Complete
Housing and Human Settlement
Water provision - Mabopane EW
9.710863.2.005.P
Quality services, infrastructure & sustainable human settlements.
Practical completion
1 22 New R0 R2,691,297 R2,691,297 R2,691,297 R2,691,297 Backfilling and testing
R0 Practical completion
Project Complete
81
18
Department
Project Name
Project Number
Project objective
Annual Delivery Target
Region
Ward
New Renewal
Budget 2017/2018
Adjustments Adjusted Budget 2017/2018
Remaining budget to be allocated
Adjusted Budget Q3 2018
Adjusted Milestone Q3 2018
Adjusted Budget Q4 2018
Adjusted Milestone Q4 2018
Phases
Housing and Human Settlement
Refilwe Manor 10ml reservoir
9.710863.2.005.R
Quality services, infrastructure & sustainable human settlements.
10MLreservoir 5 100 New R42,000,000 R3,000,000 R45,000,000 R39,174,225 R19,388,724 Construction of valve chamber, foundation formwork, reinforcement and fittings
R19,785,501 Practical Completion, Attending to Snags & Final Completion
Project Complete
Housing and Human Settlement
Water provision - Winterveldt
9.710863.2.005.S
Quality services, infrastructure & sustainable human settlements.
400 stand connections.
1 19 New R25,000,000 R0 R25,000,000 R25,000,000 R6,250,000 Construction of house connections & fire hydrants.
R18,750,000 03 June - Attending to snags & final completion
Project Complete
Housing and Human Settlement
Temba View X1 - Bulk line connection
9.710863.2.005.T
Quality services, infrastructure & sustainable human settlements.
2,25 KM 2 49 New R25,000,000 R0 R25,000,000 R25,000,000 R12,500,000 Construction of house connections
R12,500,000 Attending to snags and final completion
Project Complete
Housing and Human Settlement
Water provision - Rama City
9.710863.2.005.U
Quality services , infrastructure & sustainable human settlements.
400 water stands connections
1 32 New R21,000,000 R0 R21,000,000 R13,261,335 R3,312,834 Backfilling and testing
R9,948,501 Final completion
Project Complete
Housing and Human Settlement
Water provision - Zithobeni 8&9
9.710863.2.005.Z
Quality services, infrastructure & sustainable human settlements.
100 stand connections.
7 102 New R5,500,000 R0 R5,500,000 R2,149,982 R0 Testing & backfilling.
R2,149,982 Project completed
Project Complete
Housing and Human Settlement
Olievenhoutbosch Bulk Water
9.710863.2.015.B
Quality services, infrastructure & sustainable human settlements.
Testing, Backfilling, Practical Completion, Attending to Snags & final Completion
4 77 New R0 R9,512,861 R9,512,861 R9,512,861 R4,756,430 Setting out, excavations & bedding
R4,756,431 Testing, Backfilling, Practical Completion, Attending to Snags & final Completion
Project Complete
Housing and Human Settlement
Tswaing Pump Station
9.710864.2.005.A
Construction of a pump station at Tswaing
Approved designs
1 0 New R0 R4,000,000 R4,000,000 R4,000,000 R0 preliminary & detailed designs
R4,000,000 Approved designs
Design
82
19
Department
Project Name
Project Number
Project objective
Annual Delivery Target
Region
Ward
New Renewal
Budget 2017/2018
Adjustments Adjusted Budget 2017/2018
Remaining budget to be allocated
Adjusted Budget Q3 2018
Adjusted Milestone Q3 2018
Adjusted Budget Q4 2018
Adjusted Milestone Q4 2018
Phases
Housing and Human Settlement
Booysens ext Bulk Sewer
9.710864.2.005.B
Quality services, infrastructure & sustainable human settlements.
2,5 KM 3 55 New R17,000,000 R0 R17,000,000 R9,468,877 R2,367,219 Setting out, excavations & bedding
R7,101,658 Testing, Backfilling, Practical Completion, Attending to Snags & final Completion
Project Complete
Housing and Human Settlement
Sewer provision - Chantelle x39 Bulk
9.710864.2.005.D
Quality services, infrastructure & sustainable human settlements.
3.7km of bulk sewer line
1 4 New R7,175,471 R0 R7,175,471 R7,175,471 R7,175,471 Back Filling R0 Final Completion
Project Complete
Housing and Human Settlement
Sewer provision - Mabopane EW
9.710864.2.005.E
Quality services, infrastructure & sustainable human settlements.
Practical completion
1 22 New R0 R1,875,471 R1,875,471 R1,875,471 R0 Backfilling and testing
R1,875,471 Practical completion
Project Complete
Housing and Human Settlement
Sewer provision - Fortwest 4&5
9.710864.2.005.F
Quality services, infrastructure & sustainable human settlements.
TBD 3 77 New R0 R4,500,000 R4,500,000 R4,500,000 R0 TBD R0 TBD No Budget
Housing and Human Settlement
Sewer provision - Hammanskraal ext 10
9.710864.2.005.I
Quality services, infrastructure & sustainable human settlements.
TBD 2 73 New R25,000,000 R0 R25,000,000 R25,000,000 R12,500,000 Backfilling & testing
R12,500,000 Final completion
Project Complete
Housing and Human Settlement
Sewer provision - Kopanong Ext 1 Phase 2
9.710864.2.005.J
Quality services, infrastructure & sustainable human settlements.
TBD 1 20 New R0 R1,200,000 R1,200,000 R1,200,000 R0 None R1,200,000 TBD Construction
Housing and Human Settlement
Sewer provision - Kudube 9 Bulk sewer line
9.710864.2.005.K
Quality services, infrastructure & sustainable human settlements.
4 Km 2 74 New R40,000,000 R6,066,464 R46,066,464 R23,981,704 R5,995,426 Attending to snags
R17,986,278 Final completion
Project Complete
83
20
Department
Project Name
Project Number
Project objective
Annual Delivery Target
Region
Ward
New Renewal
Budget 2017/2018
Adjustments Adjusted Budget 2017/2018
Remaining budget to be allocated
Adjusted Budget Q3 2018
Adjusted Milestone Q3 2018
Adjusted Budget Q4 2018
Adjusted Milestone Q4 2018
Phases
Housing and Human Settlement
Sewer provision - Kudube 9 Pump stations
9.710864.2.005.M
Quality services, infrastructure & sustainable human settlements.
1 Pump Station 2 74 New R30,000,000 R0 R30,000,000 R30,000,000 R7,500,000 Electrical Fittings R22,500,000 Final Completion
Project Complete
Housing and Human Settlement
Sewer provision - Mabopane Ext 1
9.710864.2.005.N
Quality services, infrastructure & sustainable human settlements.
500 stand connections
1 22 New R26,000,000 R0 R26,000,000 R12,448,365 R0 Testing & Backfilling
R12,448,365 Final Completion
Project Complete
Housing and Human Settlement
Sewer provision - Rama City
9.710864.2.005.O
Quality services, infrastructure & sustainable human settlements.
350 stand connections
1 32 New R21,000,000 R0 R21,000,000 R3,591,955 R0 Construction of house connections
R3,591,955 Attending to snags and final completion
Project Complete
Housing and Human Settlement
Sewer provision - Zithobeni Heights Phase 2
9.710864.2.005.R
Quality services, infrastructure & sustainable human settlements.
Final Completion
7 102 New R0 R6,800,000 R6,800,000 R6,800,000 R2,266,666 Attending to snags
R4,533,334 Final Completion
Project Complete
Housing and Human Settlement
Winterveldt bulk sewer
9.710864.2.005.T
Quality services, infrastructure & sustainable human settlements.
7 KM 1 24 New R66,000,000 R0 R66,000,000 R60,927,670 R24,371,068 Construction of bulk sewer line
R36,556,602 Attending to snags and final completion
Project Complete
Housing and Human Settlement
Winterveldt sewer reticulation
9.710864.2.005.U
Quality services, infrastructure & sustainable human settlements.
400 stand connections
1 19 New R25,000,000 R0 R25,000,000 R25,000,000 R6,250,000 Construction R18,750,000 Final Completion
Project Complete
Housing and Human Settlement
Sewer provision - Zithobeni 8&9
9.710864.2.005.Z
Quality services, infrastructure & sustainable human settlements.
100 stands connections.
7 102 New R5,500,000 R0 R5,500,000 R4,985,408 R0 Attending to snags
R4,985,408 Final completion
Project Complete
84
21
Department
Project Name
Project Number
Project objective
Annual Delivery Target
Region
Ward
New Renewal
Budget 2017/2018
Adjustments Adjusted Budget 2017/2018
Remaining budget to be allocated
Adjusted Budget Q3 2018
Adjusted Milestone Q3 2018
Adjusted Budget Q4 2018
Adjusted Milestone Q4 2018
Phases
Housing and Human Settlement
Construction of roads & stormwater - Chantelle ext 39
9.710865.2.005.D
Quality services, infrastructure & sustainable human settlements.
Practical completion, attending to snags and final completion
1 4 New R10,633,232 R0 R10,633,232 R10,633,232 R0 Construction of base layer & sub-base
R10,633,232 Practical completion, attending to snags and final completion
Project Complete
Housing and Human Settlement
Construction of roads & stormwater - Mabopane EW
9.710865.2.005.E
Quality services, infrastructure & sustainable human settlements.
Practical completion
1 22 New R0 R3,632,232 R3,632,232 R3,632,232 R3,632,232 priming and surfacing
R0 Practical completion
Project Complete
Housing and Human Settlement
Construction of roads & stormwater - Fortwest 4&5
9.710865.2.005.F
Quality services, infrastructure & sustainable human settlements.
Construction of 3,5 km of road
3 7 New R40,000,000 R-14,265,464 R25,734,536 R4,704,832 R0 Construction of base layer and sub - base
R4,704,832 Practical completion attending to snags and final completion
Project Complete
Housing and Human Settlement
Construction of roads & stormwater - Olievenhoutbosch x60
9.710865.2.015.H
Quality services, infrastructure & sustainable human settlements.
Construction of 2,2 km of road
7 77 New R30,000,000 R0 R30,000,000 R25,955,572 R6,488,893 Construction of base layer and sub - base
R19,466,679 Practical Completion, Attending to Snags & Final Completion
Project Complete
Housing and Human Settlement
Construction of roads & stormwater - Soshanguve X12
9.710865.2.005.J
Quality services, infrastructure & sustainable human settlements.
Construction of 3km of road
1 90 New R26,422,432 R30,000,000 R56,422,432 R49,162,225 R24,581,112 Construction of Base Layer & Sub - base
R24,581,112 Practical Completion, Attending to Snags & Final Completion
Project Complete
Housing and Human Settlement
Construction of roads & stormwater - Soshanguve X13
9.710865.2.005.K
Quality services, infrastructure & sustainable human settlements.
Construction of 3,8 km of road
1 90 New R32,000,000 R0 R32,000,000 R26,429,801 R6,607,450 Construction of base layer & sub - base
R19,822,351 Practical Completion, Attending to Snags & Final Completion
Project Complete
Housing and Human Settlement
Construction of roads & stormwater - Soshanguve X13
9.710865.2.015.K
Quality services, infrastructure & sustainable human settlements.
Construction of 3,8 km of road
1 90 New R0 R8,750,000 R8,750,000 R3,179,801 R1,589,901 Construction of base layer & sub - base
R1,589,901 Practical Completion, Attending to Snags & Final Completio
Project Complete
85
22
Department
Project Name
Project Number
Project objective
Annual Delivery Target
Region
Ward
New Renewal
Budget 2017/2018
Adjustments Adjusted Budget 2017/2018
Remaining budget to be allocated
Adjusted Budget Q3 2018
Adjusted Milestone Q3 2018
Adjusted Budget Q4 2018
Adjusted Milestone Q4 2018
Phases
n
Housing and Human Settlement
Construction of roads & stormwater - Soshanguve X5
9.710865.2.005.L
Quality services, infrastructure & sustainable human settlements.
Construction of 6 km of road
1 90 New R72,000,000 R0 R72,000,000 R54,986,752 R21,994,701 Construction Of Base Layer & Sub - Base
R32,992,051 Practical Completion, Attending to Snags & Final Completion
Project Complete
Housing and Human Settlement
Construction of roads & stormwater - Thorntreeview
9.710865.2.005.N
Quality services, infrastructure & sustainable human settlements.
Construction of 4,5 km of road
1 90 New R50,000,000 R0 R50,000,000 R43,257,895 R10,814,474 Construction Of Base Layer & Sub - Base
R32,443,421 Practical Completion, Attending to Snags and Final Completion
Project Complete
Housing and Human Settlement
Construction of roads & stormwater - Winterveldt
9.710865.2.005.O
Quality services, infrastructure & sustainable human settlements.
Construction of 4 KM road.
1 19 New R43,000,000 R0 R43,000,000 R39,634,314 R15,853,726 Circulation Process
R23,780,588 Approval Process
Planning
Housing and Human Settlement
Construction of roads & stormwater - Chantelle ext 39
9.710865.2.015.C
Quality services, infrastructure & sustainable human settlements
1.6km 1 4 New R17,500,000 R-8,750,000 R8,750,000 R8,750,000 R8,750,000 Construction of 1.8km
R0 None Project Complete
Housing and Human Settlement
Project Linked Housing - Acquisition Of Land
9.710868.2.005
Quality services, infrastructure & sustainable human settlements.
Acquisition
of land for
low cost
housing
New 0 New R0 R27,000,000 R27,000,000 R27,000,000 R0 Mayco resolution for land acquisition
R27,000,000 Finance property purchase
Procurement
Housing and Human Settlement
Project Linked Housing - Acquisition Of Land
9.710868.2.005
Quality services, infrastructure & sustainable human settlements.
Acquisition
of land for
low cost
housing
New 0 New R0 R17,450,000 R17,450,000 R17,450,000 R0 Mayco resolution for land acquisition
R17,450,000 Finance property purchase
Procurement
86
23
Department
Project Name
Project Number
Project objective
Annual Delivery Target
Region
Ward
New Renewal
Budget 2017/2018
Adjustments Adjusted Budget 2017/2018
Remaining budget to be allocated
Adjusted Budget Q3 2018
Adjusted Milestone Q3 2018
Adjusted Budget Q4 2018
Adjusted Milestone Q4 2018
Phases
Housing and Human Settlement
Development of Saulsville hostels
9.711712.2.015.S
Quality services, infrastructure & sustainable human settlements.
Bulk Upgrade 3 7 New R10,000,000 R0 R10,000,000 R10,000,000 R0 Issue letter of appointment
R10,000,000 Construction
Construction
Housing and Human Settlement
Development of Mamelodi hostels
9.711713.1.005.M
Quality services, infrastructure & sustainable human settlements.
Bulk Upgrade 6 38 New R10,000,000 R0 R10,000,000 R10,000,000 R0 Issue letter of appointment
R10,000,000 Construction
Construction
Housing and Human Settlement
Construction of low cost houses
9.713067.1.001
Quality services, infrastructure & sustainable human settlements.
TBD New 0 New R0 R5,200,000 R5,200,000 R5,200,000 R0 TBD R5,200,000 TBD Construction
Housing and Human Settlement
Construction of roads & stormwater - Fortwest 4&5
9.710865.2.001
Quality services, infrastructure & sustainable human settlements.
Construction of 3,5 km of road
3 7 New R0 R14,265,464 R14,265,464 R14,265,464 R3,566,366 Constructed base layer & sub-base
R10,699,098 Practical completion, attending to snags & final completion
Project Complete
Housing Company Tshwane
Timberlands project - installation of bulk upgrade (road and storm water) Detail design
HC1 Quality services, infrastructure & sustainable human settlements
Approved detailed designs
3 81,92
New R11,548,240 R-6,226,063 R5,322,177 R5,322,177 R2,128,871 Submission of designs for approval
R3,193,306 Approved details designs
Design
Housing Company Tshwane
Chantelle detail design and Installation of internal infrastructure
HC1 Quality services, infrastructure & sustainable human settlements
100% completion of internal services
1 0 New R0 R13,256,024 R13,256,024 R1,027,010 R1,027,010 100% completion of internal reticulation
R0 None Project Complete
87
24
Department
Project Name
Project Number
Project objective
Annual Delivery Target
Region
Ward
New Renewal
Budget 2017/2018
Adjustments Adjusted Budget 2017/2018
Remaining budget to be allocated
Adjusted Budget Q3 2018
Adjusted Milestone Q3 2018
Adjusted Budget Q4 2018
Adjusted Milestone Q4 2018
Phases
Housing Company Tshwane
Sunnyside detail design, bulk infrastructure and internal reticulation
HC1 Quality services, infrastructure & sustainable human settlements
Upgrading of bulk infrastructure services
1 0 New R0 R7,000,000 R7,000,000 R7,000,000 R2,500,000 Appointment of the contractor for bulk upgrade.
R4,500,000 Site establishment and trenching
Construction
Housing Company Tshwane
Townlands project - construction of 1,200 social housing units
HC1 Quality services, infrastructure & sustainable human settlements
250 units 3 58 New R70,626,296 R20,322,348 R90,948,644 R50,267,190 R24,165,232 100 completed units
R26,101,958 150 completed units
Project Complete
Regional Operations and Coordination
Capital Movables
9.712926.1.007.C
Procurement of furniture & equipment
Procurement of furniture and office machines as requested
Admin
Admin
New R1,800,000 R0 R1,800,000 R1,737,491 R1,000,000 Procurement of furniture and office machines as requested
R737,491 Procurement of furniture and office machines as requested
Procurement
Regional Operations and Coordination
Jo Jo-Tanks 15/16 FY
9.713021.1.005.J
Provision of Jo Jo tanks in areas where are no bulk water
Jojo - Acquire 40 x 10 000 lt Jojo tanks. Taps -100 % of pipe laying
City Wide
City wide
New R5,000,000 R0 R5,000,000 R5,000,000 R2,250,000 Jojo - Acquire 40 x 10 000 lt Jojo tanks. Taps - 20 % of pipe laying
R2,750,000 Taps - 50 % of pipe laying
Procurement
Roads and Transport
Contributions: Services For Township Development
9.710115.1.016.C
to reimburse private developers who completed roads and Stormwater services within public road reserves according to Service Agreements with the CoT
roads and Stormwater services in the vicinity of new township developments
4 77 new R19,412,496 R-9,100,175 R10,312,321 R8,585,197 R0 No work Planned R8,585,197 Payment for contributions
Procurement
88
25
Department
Project Name
Project Number
Project objective
Annual Delivery Target
Region
Ward
New Renewal
Budget 2017/2018
Adjustments Adjusted Budget 2017/2018
Remaining budget to be allocated
Adjusted Budget Q3 2018
Adjusted Milestone Q3 2018
Adjusted Budget Q4 2018
Adjusted Milestone Q4 2018
Phases
Roads and Transport
Concrete Canal: Sam Malema Road, Winterveldt
9.710128.1.015.W
Enlarge 5 canal capacities through road crossing bridges
Appointment of design consultant and detail design of culvert road crossings
1 29 new R1,591,547 R0 R1,591,547 R1,591,547 R0 Appoint consultants for detail design
R1,591,547 Detail design of culvert road crossings
Design
Roads and Transport
Major Stormwater Systems: Klip/Kruisfontein
9.710143.1.005.K
To provide access roads and appurtenant Stormwater
Review detailed designs
1 90 new R1,200,000 R0 R1,200,000 R1,200,000 R0 Review detail designs
R1,200,000 Review detail designs
Design
Roads and Transport
Traffic Calming And Pedestrian Safety For Tshwane
9.710229.2.015.T
Provide traffic and pedestrian safety measures
Construction 228 Safety Measures
city wide
city wide
new R6,000,000 R2,000,000 R8,000,000 R8,000,000 R0 Tender Process R8,000,000 Construction 228 Safety Measures
Construction
Roads and Transport
Traffic Lights/Traffic Signal System
9.710395.1.015.T
Installation of new traffic signals
Installation of 2 new traffic signals system
1 57 new R1,000,000 R0 R1,000,000 R1,000,000 R0 Construction of 3 Traffic Signal System
R1,000,000 Construction of 3 Traffic Signal System
Construction
Roads and Transport
Shova Kalula Bicycle Project
9.710609.1.015.S
Construction of bicycle ways
Construction of approximately 5km of bicycle ways
1 9 new R9,000,000 R0 R9,000,000 R9,000,000 R0 Construction of 1.1 KM of bicycle ways
R9,000,000 Construction of 3.3 KM of bicycle ways
Construction
Roads and Transport
Mabopane Station Modal Interchange
9.710657.2.015.M
Provide modal transfer facilities
Construction of 2 traffic circles, 140 food stalls, 2 Ablution facilities, 1
admin, 2 guard houses, 9237 m3 paving
1 4 Renewal
R60,000,000 R0 R60,000,000 R44,138,156 R14,000,000 construction of 28 stalls, installation of electrical work
R30,138,156 construction of paving, structural steel work
and electrical installation
Construction
Roads and Transport
Block W - Stormwater Drainage (Soshanguve): Phase 1
9.711164.2.015.A
Address roads and Stormwater backlogs
Construct 0.7km Stormwater
1 27 new R20,000,000 R-7,750,000 R12,250,000 R12,250,000 R1,500,000 Stormwater 0.1km
R10,750,000 Stormwater 0.6km
Construction
Roads and Transport
Stormwater Drainage Mahube Valley
9.711213.2.005.S
Construction of roads and appurtenant Stormwater in Mahube Valley
Review of Detail Designs and Application of EIA and Wula
6 17 new R1,000,000 R0 R1,000,000 R1,000,000 R0 Review of Detail Designs
R1,000,000 EIA and Wula approvals
Design
89
26
Department
Project Name
Project Number
Project objective
Annual Delivery Target
Region
Ward
New Renewal
Budget 2017/2018
Adjustments Adjusted Budget 2017/2018
Remaining budget to be allocated
Adjusted Budget Q3 2018
Adjusted Milestone Q3 2018
Adjusted Budget Q4 2018
Adjusted Milestone Q4 2018
Phases
Roads and Transport
Hartebeest Spruit: Canal Upgrading
9.711265.1.015.H
Upgrading of Hartebeest Spruit Canal
Construction of Outlet Structure
3 82 new R1,500,000 R0 R1,500,000 R1,500,000 R0 Procure of Contractor
R1,500,000 Construction of Outlet Structure
Construction
Roads and Transport
Montana Spruit: Channel Improvements
9.711268.1.015.M
Improvement of Montana Spruit
Upgrading of 0.4km of Montana Spruit Channel
2 96 new R6,000,000 R-3,000,000 R3,000,000 R3,000,000 R600,000 Upgrading of 0.05 km of Montana Spruit Channel
R2,400,000 Upgrading of 0.35 km of Montana Spruit Channel
Construction
Roads and Transport
Major Stormwater Drainage System: Majaneng
9.711273.2.005.S
Address Stormwater backlog and flooding challenges
0.35km Stormwater
2 76 new R6,000,000 R0 R6,000,000 R6,000,000 R1,000,000 Procurement of contractor
R5,000,000 Stormwater 0.35km
Construction
Roads and Transport
Internal Roads: Northern Areas
9.711863.2.005.A
To reduce road and Stormwater backlogs in these areas
Construction of 11.1km Roads and Construction of 6.0km Stormwater
1 24 new R65,279,681 R-27,000,000 R25,004,323 R11,960,455 R0 1.2 km of Roads R11,960,455 1.4 km of Roads
Construction
Roads and Transport
Internal Roads: Northern Areas
9.711863.2.016.B
To reduce road and Stormwater backlogs in these areas
1.4 km of Roads
1 24 new R0 R0 R13,275,358 R13,275,358 R2,500,000 0.4 km of Roads R10,775,358 1.0 km of Roads
Construction
Roads and Transport
Soshanguve Block FF East Area 1
9.712220.1.005.B
Address roads and Stormwater backlogs
Review designs, appoint contractor and Stormwater is 0.7km
1 26 New R10,000,000 R17,000,000 R27,000,000 R20,089,889 R1,500,000 Appoint contractor and site handover
R18,589,889 Stormwater 0.7km
Construction
Roads and Transport
Soshanguve Block FF East Area 2
9.712220.1.005.C
Address roads and Stormwater backlogs
Review designs, appoint contractor and Stormwater is 0.7km
1 26 new R10,000,000 R-6,000,000 R4,000,000 R-3,375,320 R1,200,000 Appoint contractor and site handover
R-4,575,320 Stormwater is 0.7km
Construction
Roads and Transport
Soshanguve Block GG Central (R)
9.712220.1.005.D
Address roads and Stormwater backlogs
Construction of 2.95km of roads; 02km stormwater;1.4 km of sidewalks; speed humps and road signs.
1 94 new R22,400,000 R0 R22,400,000 R7,013,027 R3,300,000 Practical completion done with snag list process anticipated to be on progress.
R3,713,027 Snag list; sidewalks; speed humps and road signs complete.
Project Complete
90
27
Department
Project Name
Project Number
Project objective
Annual Delivery Target
Region
Ward
New Renewal
Budget 2017/2018
Adjustments Adjusted Budget 2017/2018
Remaining budget to be allocated
Adjusted Budget Q3 2018
Adjusted Milestone Q3 2018
Adjusted Budget Q4 2018
Adjusted Milestone Q4 2018
Phases
Roads and Transport
Soshanguve Block L
9.712220.1.005.E
Address roads and Stormwater backlogs
Appoint consultant, review designs and apply for EIA
1 36 new R2,100,000 R0 R2,100,000 R1,129,323 R0 None R1,129,323 Apply for EIA
Planning
Roads and Transport
Soshanguve Block LL South (O)
9.712220.1.005.F
Address roads and Stormwater backlogs
Construction of 0.933km of sidewalks; subsurface drainage; speed humps and road signs.
1 36 new R1,000,000 R0 R1,000,000 R0 R0 construction works anticipated to be complete.
R0 Construction of 0,25 KM of side - walks.
Construction
Roads and Transport
Flooding Backlogs: Mabopane Area
9.712221.1.005.A
To reduce flooding, dust and mud
Detail design, EIA & WULA
1 21 new R500,000 R0 R500,000 R500,000 R0 WULA Application in Process
R500,000 Wula Application Approved
Planning
Roads and Transport
Flooding Backlogs: Mamelodi, Eersterust & Pta Eastern Area: Mamelodi Extension 2
9.712223.1.005.B
Address roads and Stormwater backlogs
Appoint consultant. Review designs and apply for WULA
6 15.16
new R2,000,000 R-1,000,000 R1,000,000 R945,000 R0 Review detailed designs
R945,000 Apply for WULA
Planning
Roads and Transport
Traffic Flow Improvement at Intersections
9.712502.1.015.A
Upgrade traffic intersections in order to increase traffic flow and - safety
Traffic flow Intersection upgrade which includes (lanes and signal upgrades) at Atterbury road and de villa bois Mareul drive complete.
city wide
city wide
new R4,000,000 R0 R4,000,000 R4,000,000 R0 Construction Upgrade of de villa bois street & Atterbury Intersection.
R4,000,000 Construction Upgrade of de villa bois street & Atterbury Intersection.
Construction
Roads and Transport
Flooding backlog: Network 3, Kudube Unit 11
9.712503.1.005.A
Backlog eradication of Flooding in Network 3 and Kudube unit 11
Construction 0.7km Stormwater system
2 75 new R6,000,000 R-2,000,000 R4,000,000 R4,000,000 R0 Appointment of contractor
R4,000,000 Construction of 0.55km of Stormwater system
Construction
91
28
Department
Project Name
Project Number
Project objective
Annual Delivery Target
Region
Ward
New Renewal
Budget 2017/2018
Adjustments Adjusted Budget 2017/2018
Remaining budget to be allocated
Adjusted Budget Q3 2018
Adjusted Milestone Q3 2018
Adjusted Budget Q4 2018
Adjusted Milestone Q4 2018
Phases
Roads and Transport
Flooding backlog: Network 2F, Kudube Unit 6
9.712504.1.015.A
Construction of bulk Stormwater system to reduce flooding backlog of Network 2F Kudube Unit 6
Construction of 0.9km of Stormwater system
2 75 new R8,000,000 R0 R8,000,000 R8,000,000 R1,200,000 Appointment of contractor
R6,800,000 Construction of 0.74km of Stormwater system
Construction
Roads and Transport
Flooding backlog: Network 5A, Matenteng
9.712506.1.005.M
Roads to reduce backlogs
1.6km of Roads
2 13 new R15,000,000 R-5,000,000 R10,000,000 R10,000,000 R0 Site Establishment and 0.4km of Roads
R10,000,000 1.6 km of Roads
Construction
Roads and Transport
Flooding backlog: Network 2H, Kudube Unit 7
9.712507.1.005.K
Design and Construction of bulk Stormwater system to eradicate flooding backlogs of Network 2H, Kudube Unit 7
Construction of 0.45km of Stormwater system and 0.45km of Road
2 8 new R8,000,000 R-2,000,000 R6,000,000 R6,000,000 R1,200,000 Appointment of contractor
R4,800,000 Construction of 0.61km of Road
Construction
Roads and Transport
Flooding backlog: Network C5, C6, C11 & C13, Atteridgeville
9.712511.1.005.A
Provision of 2km of closed Stormwater system
Construction of approximately 3.0 km of closed stormwater system
3 68 new R15,000,000 R-3,000,000 R12,000,000 R12,000,000 R1,500,000 construction of 0.375km closed Stormwater system
R10,500,000 Construction of 2.625km closed Stormwater system
Construction
Roads and Transport
Flooding Backlogs: Soshanguve South (& Akasia Area): Soshanguve Block TT
9.712513.1.015.A
Address roads and Stormwater backlogs
Appoint consultant and review designs
1 89 new R1,200,000 R0 R1,200,000 R1,200,000 R0 None R1,200,000 Review designs
Design
Roads and Transport
Flooding Backlogs: Soshanguve South (& Akasia Area): Soshanguve Block WW
9.712513.1.015.B
Address roads and Stormwater backlogs
Appoint consultant and review designs
1 89 new R1,200,000 R0 R1,200,000 R1,200,000 R0 None R1,200,000 Review designs
Design
92
29
Department
Project Name
Project Number
Project objective
Annual Delivery Target
Region
Ward
New Renewal
Budget 2017/2018
Adjustments Adjusted Budget 2017/2018
Remaining budget to be allocated
Adjusted Budget Q3 2018
Adjusted Milestone Q3 2018
Adjusted Budget Q4 2018
Adjusted Milestone Q4 2018
Phases
Roads and Transport
Flooding Backlogs: Soshanguve South (& Akasia Area): Soshanguve South Extension 1
9.712513.1.015.C
Address roads and Stormwater backlogs
Appoint consultant and review designs
1 39 new R1,200,000 R0 R1,200,000 R1,200,000 R0 None R1,200,000 Review designs
Design
Roads and Transport
Flooding backlog: Network 2D, New Eersterust x 2
9.712516.1.005.E
Stormwater drainage system
2 km Roads 6 15 new R10,000,000 R-5,000,000 R5,000,000 R5,000,000 R0 0,5km Roads R5,000,000 1.5 km Roads
Construction
Roads and Transport
Flooding backlog: Drainage canals along Hans Strydom Dr, Mamelodi x 4 and 5
9.712518.1.015.M
Eradicate Stormwater problems along Hans Strydom Drive
Appoint consultant, review designs and apply WULA
5 40 new R2,000,000 R-1,200,000 R800,000 R800,000 R0 Review designs R800,000 Apply for WULA
Planning
Roads and Transport
Collector Road Backlogs: Mamelodi
9.712521.1.015.M
Upgrade of unpaved collector roads
Appoint an Auditor and audit the spruit
6 86 new R200,000 R0 R200,000 R200,000 R0 Procurement of consultant for EIA
R200,000 Design Design
Roads and Transport
Collector Road Backlogs: Atteridgeville
9.712522.1.015.A
To provide a link road between Danville and Lotus Gardens
Water Use License Application
3 7 new R500,000 R0 R500,000 R500,000 R0 Procurement of consultant for EIA
R500,000 Design Design
Roads and Transport
Flooding backlog: Network 3A, Kudube Unit 9
9.712523.1.015.K
Construction of bulk Stormwater system to reduce the flooding backlogs in Kudube Unit 9
Construction of 0.9km of Stormwater system
2 72 New R8,000,000 R-4,000,000 R4,000,000 R4,000,000 R0 Construction of 0.16km of Stormwater system
R4,000,000 Construction of 0.74km of Stormwater system
Construction
93
30
Department
Project Name
Project Number
Project objective
Annual Delivery Target
Region
Ward
New Renewal
Budget 2017/2018
Adjustments Adjusted Budget 2017/2018
Remaining budget to be allocated
Adjusted Budget Q3 2018
Adjusted Milestone Q3 2018
Adjusted Budget Q4 2018
Adjusted Milestone Q4 2018
Phases
Roads and Transport
Giant Stadium: Buitekant Street
9.712545.1.015.G
Upgrading of Buitekant Street in the vicinity of Giant Stadium
Appointment of Consultant
1 29 Renewal
R1,500,000 R0 R1,500,000 R1,500,000 R500,000 Review of designs & application of WULA.
R1,000,000 Request Contractor allocation
Procurement
Roads and Transport
Upgrading of roads and appurtenant stormwater systems in Soshanguve
9.712605.2.005.S
Address roads and Stormwater backlogs
Appoint consultant and review design
1 11 Renewal
R1,500,000 R0 R1,500,000 R1,500,000 R0 Review designs R1,500,000 Review designs
Design
Roads and Transport
Upgrading of Mabopane Roads (red soils)
9.712611.1.005.M
the eradication of road and Stormwater backlogs
EIA and WULA 1 21 new R1,000,000 R0 R1,000,000 R1,000,000 R0 Wula Approval R1,000,000 Review of Designs
Design
Roads and Transport
Upgrading of Sibande Street, Mamelodi
9.712612.1.015.M
Upgrading of Sibande Street
Appoint Consultant and contractor, review designs and construct 0,1Km of road and appurtenant Stormwater
6 23 Renewal
R1,500,000 R3,000,000 R4,500,000 R4,500,000 R0 Design R4,500,000 Construct 0.1km Roads and Stormwater
Procurement
Roads and Transport
Capital Movables
9.712760.1.007.C
Procurement of Furniture and Office machines
Procurement of Furniture and equipment
Admin
Admin
New R500,000 R0 R500,000 R500,000 R0 Procurement of Furniture and equipment
R500,000 Procurement of Furniture and equipment
Procurement
Roads and Transport
Revitalisation of the City- Upgrading of Road from gravel to tar in Zithobeni Ward 102
9.712893.1.001.Z
Upgrading of gravel road to tar in Zithobeni Ward 102
Construct 1,37km Roads and Stormwater
7 102 Renewal
R0 R10,000,000 R10,000,000 R10,000,000 R1,500,000 Construct 0.2km Roads and Stormwater
R8,500,000 Construct 1,17km Roads and Stormwater
Construction
Roads and Transport
Upgrading of Road from gravel to tar in Zithobeni Ward 102
9.712893.1.005.Z
Upgrading of gravel road to tar in Zithobeni Ward 102
Construct 0,81km Roads and Stormwater
7 102 Renewal
R5,000,000 R0 R5,000,000 R5,000,000 R750,000 Construct 0.1km Roads and Stormwater
R4,250,000 Construct 0.71km Roads and Stormwater
Construction
94
31
Department
Project Name
Project Number
Project objective
Annual Delivery Target
Region
Ward
New Renewal
Budget 2017/2018
Adjustments Adjusted Budget 2017/2018
Remaining budget to be allocated
Adjusted Budget Q3 2018
Adjusted Milestone Q3 2018
Adjusted Budget Q4 2018
Adjusted Milestone Q4 2018
Phases
Roads and Transport
Upgrading of Road from gravel to tar in Ekangala (previously Ward 11 & 12) - Ward 103 & 104
9.712894.1.001.U
Upgrading roads from gravel to paved
Construct 1,10km Roads and Stormwater
7 103 Renewal
R0 R20,000,000 R20,000,000 R20,000,000 R3,000,000 Construct 0.2km Roads and Stormwater
R17,000,000 Construct 0.90km Roads and Stormwater
Construction
Roads and Transport
Upgrading of Road from gravel to tar in Ekangala (previously Ward 11 & 12) - Ward 103 & 104
9.712894.1.005.U
Upgrading roads from gravel to paved
Construct 0,55km Roads and Stormwater
7 103 Renewal
R10,000,000 R0 R10,000,000 R10,000,000 R1,500,000 Construct 0.1km Roads and Stormwater
R8,500,000 Construct 0.45km Roads and Stormwater
Construction
Roads and Transport
Revitalisation of the City-Upgrading of Road from gravel to tar in Ekangala Ward 105 (prev 11&12)
9.712895.1.001.U
Upgrading roads from gravel to paved
Construct 1,01km Roads and Stormwater
7 103 Renewal
R0 R10,000,000 R10,000,000 R10,000,000 R2,000,000 Construct 0.21km Roads and Stormwater
R8,000,000 Construct 0.8km Roads and Stormwater
Construction
Roads and Transport
Upgrading of Road from gravel to tar in Ekangala Ward 105 (prev 11&12)
9.712895.1.005.U
Provide 1km of internal roads in addressing backlogs
Construct 0,61km Roads and Stormwater
7 103 Renewal
R10,000,000 R0 R10,000,000 R9,795,434 R2,000,000 Construct 0.21km Roads and Stormwater
R7,795,434 Construct 0.4km Roads and Stormwater
Construction
Roads and Transport
Improvement of dirt road leading to Clover hill club, Bronkhortspruit dam
9.712947.1.001.B
Upgrade of gravel road
Detail design and drawings
7 102 Renewal
R0 R2,500,000 R2,500,000 R2,500,000 R1,500,000 Preliminary design
R1,000,000 Detail design and drawings
Design
95
32
Department
Project Name
Project Number
Project objective
Annual Delivery Target
Region
Ward
New Renewal
Budget 2017/2018
Adjustments Adjusted Budget 2017/2018
Remaining budget to be allocated
Adjusted Budget Q3 2018
Adjusted Milestone Q3 2018
Adjusted Budget Q4 2018
Adjusted Milestone Q4 2018
Phases
Roads and Transport
Revitalisation of the City- Development and Construction of Roads and Stormwater: Klerksdorp Industrial Site
9.713066.1.001.D
Revitalisation of the City
Preliminary and detail design
City Wide
City Wide
New R0 R3,000,000 R3,000,000 R3,000,000 R0 Procurement R3,000,000 Preliminary and detail design
Design
Roads and Transport
Revitalisation of the City-Cleaning of the cadastral boundary, erecting of Clearview type fence with
9.713066.1.001.F
Revitalisation of the City
Erecting of fence
2 50 New R0 R5,000,000 R5,000,000 R5,000,000 R5,000,000 Erecting of fence R0 None Procurement
Roads and Transport
Revitalisation of the City-Internal Routes in Rosslyn and Traffic signals
9.713066.1.001.I
Revitalisation of the City
Instalaltion of Traffic signals
City Wide
City Wide
New R0 R2,100,000 R2,100,000 R2,100,000 R0 None R2,100,000 Instalaltion of Traffic signals
Project Complete
Roads and Transport
Revitalisation of the City-Development of Non-Motorised Transport Masterplan
9.713066.1.001.N
Revitalisation of the City
Update the master plan
Admin
Admin
New R0 R5,000,000 R5,000,000 R5,000,000 R0 Update the master plan
R5,000,000 Update the master plan
Planning
Roads and Transport
Upgrade of Pretoria Station Taxi Rank- Dairy Mall Taxi Rank
9.713066.1.015.
Revitalisation of the City
Landscaping and upgrade
3 0 new R0 R10,000,000 R10,000,000 R10,000,000 R5,000,000 To be removed R5,000,000 Landscaping and upgrade
Construction
Roads and Transport
Revitalisation of the City-Doubling of Petroleum Street
9.713066.1.001.P
Revitalisation of the City
No plans provided
0 0 New R0 R7,000,000 R7,000,000 R7,000,000 R0 None R7,000,000 Design Planning
96
33
Department
Project Name
Project Number
Project objective
Annual Delivery Target
Region
Ward
New Renewal
Budget 2017/2018
Adjustments Adjusted Budget 2017/2018
Remaining budget to be allocated
Adjusted Budget Q3 2018
Adjusted Milestone Q3 2018
Adjusted Budget Q4 2018
Adjusted Milestone Q4 2018
Phases
Roads and Transport
Rosslyn Intermodal hub
9.713066.1.015.R
Development of Rosslyn Intermodal hub
1 km walkways in roasslyn
1 0 New R0 R10,000,000 R10,000,000 R10,000,000 R7,000,000 To be removed R3,000,000 1 km walkways in roasslyn
Construction
Roads and Transport
Revitalisation of the City-Taxi Holding areas within the Pretoria CBD
9.713066.1.015.T
Revitalisation of the City
landscaping and upgrade
City Wide
City Wide
New R0 R20,000,000 R20,000,000 R20,000,000 R15,000,000 To be removed R5,000,000 landscaping and upgrade
Planning
Roads and Transport
Upgrade of Pretoria Station Taxi Rank- Dairy Mall Taxi Rank
9.713066.1.015.
Revitalisation of the City
landscaping and upgrade
3 0 New R0 R5,000,000 R5,000,000 R5,000,000 R2,000,000 To be removed R3,000,000 landscaping and upgrade
Construction
Roads and Transport
Construction of an extended taxiway to provide for the further expansion of the airport tenants base.
New Construction of an extended taxiway to provide for the further expansion of the airport tenants base.
No plans provided
2 50 New R0 R5,500,000 R5,500,000 R5,500,000 R0 None R5,500,000 TBD Planning
Roads and Transport
Automated Fare Collection (AFC-TBS)
9.713006.1.002
Automation of fare collection
No plans provided
Admin
Admin
new R10,000,000 R0 R10,000,000 R10,000,000 R0 TBD R10,000,000 TBD Procurement
Roads and Transport - BRT
Line 1A- Rainbow Junction Depot
9.712591.1.002.2
Provision of the BRT infrastructure
100% Completion of Preliminary Designs
3 58 New R0 R-4,000,000 R6,000,000 R6,000,000 R0 None R6,000,000 100% Completion of Preliminary Designs
Design
Roads and Transport -
BRT
BelleOmbre CNG Depot-Bulk Earthworks
9.712591.1.002.3
Provision of the BRT infrastructure
100% Completion of the Bulk Earthworks
and the CNG Installation.
3 58 New R0 R0 R12,811,899 R11,649,084 R8,833,713 90%. Completion of the CNG Installation.
R2,815,371 100% Completion of the CNG
Installation.
Construction
97
34
Department
Project Name
Project Number
Project objective
Annual Delivery Target
Region
Ward
New Renewal
Budget 2017/2018
Adjustments Adjusted Budget 2017/2018
Remaining budget to be allocated
Adjusted Budget Q3 2018
Adjusted Milestone Q3 2018
Adjusted Budget Q4 2018
Adjusted Milestone Q4 2018
Phases
Roads and Transport - BRT
BelleOmbre CNG Depot-Civil Works
9.712591.1.002.4
Provision of the BRT infrastructure
100% Completion of Civil Works
3 58 New R0 R13,478,000 R14,999,759 R14,999,759 R14,999,759 100% Completion of Civil Works
R0 100% Completion of Civil Works
Project Complete
Roads and Transport - BRT
Line 1A - Complete Rainbow Bypass (WP4B)
9.712591.1.002.5
Provision of the BRT infrastructure
100% Completion Rainbow Junction Bypass (including Church Square Landscaping)
3 58 New R0 R8,043,000 R46,672,200 R33,110,455 R23,402,042 100% Completion Rainbow Junction Bypass (including Church Square Landscaping)
R9,708,413 100% Completion Rainbow Junction Bypass (including Church Square Landscaping)
Project Complete
Roads and Transport - BRT
Wonderboom Intermodal Facility-Permanent Phase 1
9.712591.1.002.6
Provision of the Intermodal Facility at Wonderboom area (Rainbow Junction)
project completed
2 50,96
New R0 R0 R2,390,200 R293,620 R293,620 100% Completion (Professional Fees - Project Close Out)
R0 project completed
Project Complete
Roads and Transport - BRT
Kopanong Intermodal Facility-West of the City
9.712591.1.002.7
Provision of the BRT infrastructure
100% Completion of Kopanong Intermodal Facility
1 36 New R0 R0 R8,935,161 R4,925,814 R3,925,814 90% Completion of Kopanong Intermodal Facility
R1,000,000 100% Completion of Kopanong Intermodal Facility
Project Complete
Roads and Transport - BRT
BelleOmbre CNG Depot-Building Works
9.712591.1.002.B
Provision of the BRT infrastructure
project completed
3 58 New R0 R-19,216,000 R22,000,882 R6,432,538 R6,432,538 100% Completion of Building Works
R0 Project completed
Project Complete
Roads and Transport - BRT
Line 3: CBD to Atteridgeville
9.712591.1.002.C
Provision of the BRT bus lanes and NMT Facilities from CBD to Atteridgeville
100% Complimentary Preliminary Designs
3 0 New R60,710,202 R0 R5,000,000 R5,000,000 R2,000,000 Appointment of the Design Engineer
R3,000,000 100% Complimentary Preliminary Designs
Design
98
35
Department
Project Name
Project Number
Project objective
Annual Delivery Target
Region
Ward
New Renewal
Budget 2017/2018
Adjustments Adjusted Budget 2017/2018
Remaining budget to be allocated
Adjusted Budget Q3 2018
Adjusted Milestone Q3 2018
Adjusted Budget Q4 2018
Adjusted Milestone Q4 2018
Phases
Roads and Transport - BRT
Denneboom Intermodal facility
9.712591.1.002.D
Provision of Intermodal Facility at Denneboom area for integration of various modes of transport
15% Completion of Denneboom Intermodal facility
6 86 New R42,180,000 R1,000,000 R6,006,967 R6,006,967 R1,927,928 Denneboom Concession agreement finalised.
R4,079,039 15% Completion of Denneboom Intermodal facility
Construction
Roads and Transport - BRT
Design, Supply, Installation, Commissioning and Operational Support Of Advanced Public Transport Management System (APTMS)
9.712591.1.002.H
Provision of the Automated Fare Collection System for the BRT
Designs for the Denneboom Intermodal Facility 70% complete.
Admin
Admin
New R30,153,674 R0 R27,823,558 R14,365,754 R7,899,337 Complete (100%) installations and commissioning of Belle Ombre Depot.
R6,466,416 Designs for the Denneboom Intermodal Facility 70% complete.
Design
Roads and Transport - BRT
Line 2B: Atterbury Rd (btw Lois Avenue Rd to January Masilela Rd)
9.712591.1.002.J
Provision of the BRT infrastructure (Bus Lanes) at Dallas interchange in Menlyn along Atterbury road.
95% Completion of Line 2B - WP3
2 96 New R32,235,682 R1,851,054 R55,679,868 R2,129,662 R1,264,648 83% Completion of Line 2B - WP3
R865,014 95% Completion of Line 2B - WP3
Construction
Roads and Transport - BRT
Menlyn Taxi Interchange
9.712591.1.002.M
Funds to be transferred during adjustment
70% Completion of Menlyn Taxi Interchange
6 46 New R16,000,000 R0 R47,432,302 R47,432,302 R4,400,000 100% Completion of the Detail Design
R43,032,302 70% Completion of Menlyn Taxi Interchange
Construction
Roads and Transport - BRT
Planning and Design of BRT Projects
9.712591.1.002.P
Provision of Professional Services for the Design and Implementation of the BRT system
Payment of the Professional Services for the Design and Implementation of the BRT system
1 96 Renewal
R37,000,000 R0 R78,049,160 R32,823,897 R0 None R32,823,897 Provision of Professional Services for the Design and Implementation of the BRT system
Planning
99
36
Department
Project Name
Project Number
Project objective
Annual Delivery Target
Region
Ward
New Renewal
Budget 2017/2018
Adjustments Adjusted Budget 2017/2018
Remaining budget to be allocated
Adjusted Budget Q3 2018
Adjusted Milestone Q3 2018
Adjusted Budget Q4 2018
Adjusted Milestone Q4 2018
Phases
Roads and Transport - BRT
Railway Bridges (WP6)
9.712591.1.002.R
Provision of the additional lane for BRT buses at Capital Park
8% Completion of Railway Bridges (WP6)
3 1 New R61,318,554 R-31,563,000 R18,437,000 R11,308,604 R0 Finalising the procurement process for Railway Bridges (WP6)
R11,308,604 8% Completion of Railway Bridges (WP6)
Construction
Roads and Transport - BRT
Taxi Industry Compensation
9.712591.1.002.T
Compensation of the Taxi Associations for Operating along the BRT routes.
100% payment of the industry compensation
3 82 New R95,925,376 R0 R112,000,000
R0 R0 None R0 None Procurement
Roads and Transport - BRT
The Design, Supply, Installation, Operation and Maintenance of an automated fare Collection (AFC) System
9.712591.1.002.U
Provision of the Automated Fare Collection system for BRT
1. Approved designs (100%) for the Denneboom Intermodal Facility. 2. Commence the implementation of KPI’s for the Contract
3 82 New R32,474,674 R0 R13,240,000 R10,835,223 R1,298,760 1. Complete (100%) installations and commissioning of Belle Ombre Depot. 2. Complete (100%) installation and commissioning of Rainbow Junction facility
R9,536,463 1. Approved designs (100%) for the Denneboom Intermodal Facility. 2. Commence the implementation of KPI’s for the Contract
Design
Roads and Transport - BRT
Urban traffic control (UTC) system - A Re yeng communication backbone and traffic signals
9.712591.1.002.V
Provision of A Re Yeng Urban Traffic Control System
75% completion of Electrical and Communications Designs.
3 60 New R14,412,036 R0 R17,800,000 R14,695,837 R3,734,076 50% completion of intersection Layout and Timings Designs complete.
R10,961,761 75% completion of Electrical and Communications Designs.
Construction
100
37
Department
Project Name
Project Number
Project objective
Annual Delivery Target
Region
Ward
New Renewal
Budget 2017/2018
Adjustments Adjusted Budget 2017/2018
Remaining budget to be allocated
Adjusted Budget Q3 2018
Adjusted Milestone Q3 2018
Adjusted Budget Q4 2018
Adjusted Milestone Q4 2018
Phases
Roads and Transport - BRT
BRT Line 2C - Watloo Rd (btw Simon Vermooten & Denneboom Station)
9.712591.1.002.W
Provision of the BRT lane and NMT facilities at Denneboom Interlink in Mamelodi
70% Completion of the 2C - Watloo Rd (Denneboom Link)
6 38,43,86
New R24,525,240 R0 R65,831,495 R52,027,140 R26,757,084 45% Completion of the 2C - Watloo Rd (Denneboom Link)
R25,270,056 70% Completion of the 2C - Watloo Rd (Denneboom Link)
Construction
Roads and Transport - BRT
Wonderboom Intermodal Facility
9.712591.1.002.Z
Provision of the Intermodal Facility at Wonderboom area (Rainbow Junction)
10% Completion of Wonderboom Intermodal Facility
2 50,96
New R122,499,503
R0 R77,672,442 R68,871,227 R12,255,207 5% Completion of Wonderboom Intermodal Facility
R56,616,020 10% Completion of Wonderboom Intermodal Facility
Construction
Tshwane Economic Development Agency
Furniture and Office Equipment
T1 Procurement of Furniture and Office machines
Procurement of operational computers and office equipment (tenant installation)
Admin
Admin
new R300,000 R75,000 R375,000 R375,000 R205,000 Procurement of operational computers and office equipment
R170,000 Procurement of operational computers and office equipment (tenant installation)
Procurement
Utility Services - Electricity
Upgrading/Strengthening of Existing Network Scheme - East
9.710005.1.016.E
Upgrading/ Strengthening of the existing network for all approved scheme amendment applications received and paid for.
Process 100% of all applications received.
Admin
Admin
Renewal
R2,000,000 R2,000,000 R4,000,000 R2,880,307 R320,000 Process 100% of applications received
R2,560,307 Process 100% of all applications received.
Project Complete
101
38
Department
Project Name
Project Number
Project objective
Annual Delivery Target
Region
Ward
New Renewal
Budget 2017/2018
Adjustments Adjusted Budget 2017/2018
Remaining budget to be allocated
Adjusted Budget Q3 2018
Adjusted Milestone Q3 2018
Adjusted Budget Q4 2018
Adjusted Milestone Q4 2018
Phases
Utility Services - Electricity
Upgrading/Strengthening of Existing Network Scheme - North
9.710005.1.016.N
Upgrading/ Strengthening of the existing network for all approved scheme amendment applications received and paid for.
Process 100% of all applications received.
City wide
City wide
Renewal
R2,000,000 R0 R2,000,000 R1,489,500 R589,500 Process 100% of applications received
R900,000 Process 100% of all applications received.
Project Complete
Utility Services - Electricity
Upgrading/Strengthening of Existing Network Scheme - West
9.710005.1.016.W
Upgrading/ Strengthening of the existing network for all approved scheme amendment applications received and
paid for.
Process 100% of all applications received.
City wide
City wide
Renewal
R1,000,000 R0 R1,000,000 R729,620 R160,000 Process 100% of applications received
R569,620 Process 100% of all applications received.
Project Complete
Utility Services - Electricity
Payments to Townships for Reticulated Towns (City Wide)
9.710006.1.016.C
To fast track new developments in Tshwane the bulk service levying policy allows the developer to install external services (Council obligation) on behalf of the Municipality and deduct this cost from the bulk service contributions payable for the township.
Process 100% of all applications received.
City Wide
City Wide
Renewal
R4,000,000 R0 R4,000,000 R2,685,501 R1,880,000 Supply external infrastructure for new township developments as per application.
R805,501 Process 100% of all applications received.
Procurement
102
39
Department
Project Name
Project Number
Project objective
Annual Delivery Target
Region
Ward
New Renewal
Budget 2017/2018
Adjustments Adjusted Budget 2017/2018
Remaining budget to be allocated
Adjusted Budget Q3 2018
Adjusted Milestone Q3 2018
Adjusted Budget Q4 2018
Adjusted Milestone Q4 2018
Phases
Utility Services - Electricity
Dangerous and obsolete switchgear
9.710176.1.015.D
Obsolete and dangerous switchgear that has been in service for the last 30 years creates a dangerous environment for personnel to work on. CoT is therefore obliged to replace the obsolete and dangerous switchgear on a continuous basis to comply with the Occupational Health and Safety Act 85/2993.
Complete at least 15 changeovers for the year
City Wide
City Wide
Renewal
R5,000,000 R0 R5,000,000 R4,510,072 R3,710,000 Complete at least 14 changeovers for the year
R800,072 Complete at least 15 changeovers for the year
Procurement
Utility Services - Electricity
Low Voltage Network Within Towns
(Renewal)
9.710177.1.001.V
To address the additional capacity demand by
consumers on the existing Low Voltage network. The CoT is mandated by the electricity supply act NRS 047 (Quality of Service) and
NRS 048 (Quality of Supply) to sustain a reliable
Complete 20 LV upgrades collectively for the year
Admin
Admin
Renewal
R10,000,000 R0 R10,000,000 R9,164,110 R3,740,034 Complete 10 LV upgrades collectively at the end of the quarter
R5,424,076 Close off of all projects, finalize payments,
capitalize projects
Construction
103
40
Department
Project Name
Project Number
Project objective
Annual Delivery Target
Region
Ward
New Renewal
Budget 2017/2018
Adjustments Adjusted Budget 2017/2018
Remaining budget to be allocated
Adjusted Budget Q3 2018
Adjusted Milestone Q3 2018
Adjusted Budget Q4 2018
Adjusted Milestone Q4 2018
Phases
supply to consumers.
Utility Services - Electricity
Electricity for All - Region 1
9.710178.2.005.A
The Electricity-for-All programme is one of the key programmes which have the objective to improve the access to basic electricity services.
construction of the electricity backbone network infrastructure with 2800 connections
1 37 New R53,750,000 R20,000,000 R65,000,000 R50,207,637 R28,916,170 Construction of the Network Backbone infrastructure with 0 connections
R21,291,467 Construction of the infrastructure backbone with 900 connections
Project Complete
Utility Services - Electricity
Electricity for All - Region 3
9.710178.2.005.C
The Electricity-for-All programme is one of the key programmes which have the objective to improve the access to basic electricity services.
construction of the electricity backbone network infrastructure with 900 connections
3 7 New R20,250,000 R3,000,000 R14,992,000 R7,836,435 R7,836,435 Construction of the infrastructure backbone with 787 connections
R0 Project completed
Project Complete
Utility Services - Electricity
Electricity for All - Region 4
9.710178.2.005.D
The Electricity-for-All programme is one of the key programmes which have the objective to improve the access to basic electricity services.
Construction of the Network Backbone infrastructure
4 All wards
New R0 R2,000,000 R7,000,000 R2,028,061 R2,028,061 Project completed.
R0 Project completed.
Project Complete
104
41
Department
Project Name
Project Number
Project objective
Annual Delivery Target
Region
Ward
New Renewal
Budget 2017/2018
Adjustments Adjusted Budget 2017/2018
Remaining budget to be allocated
Adjusted Budget Q3 2018
Adjusted Milestone Q3 2018
Adjusted Budget Q4 2018
Adjusted Milestone Q4 2018
Phases
Utility Services - Electricity
Electricity for All - Region 5
9.710178.2.005.E
The Electricity-for-All programme is one of the key programmes which have the objective to improve the access to basic electricity services.
Construction of the Network Backbone infrastructure. Number of connections 2150
5 All wards
New R0 R6,000,000 R36,000,000 R22,130,449 R8,000,000 Construction of the Network Backbone infrastructure. Number of connections 0
R14,130,449 Construction of the Network Backbone infrastructure. Number of connections 2150
Project Complete
Utility Services - Electricity
Electricity for All - Region 6
9.710178.2.005.F
The Electricity-for-All programme is one of the key programmes which have the objective to improve the access to basic electricity services.
construction of the electricity backbone network infrastructure with 1200 connections
6 40 New R30,000,000 R3,000,000 R10,686,500 R6,842,871 R2,896,801 Construction of the infrastructure backbone.
R3,946,070 Construction of the Network Backbone infrastructure. Number of connections 2001
Project Complete
Utility Services - Electri
city
Electricity for All - Region 7
9.710178.2.005.G
The Electricity-for-All programme
is one of the key programmes which have the objective to improve the access to basic electricity services.
construction of the backbone network infrastructure
with 1308 connections
7 0 New R0 R5,000,000 R9,321,500 R5,355,453 R355,453 Construction of the backbone network infrastructure
R5,000,000 Complete Project Complete
Utility Services - Electricity
Electricity for All - Region 2
9.710178.2.006.B
The Electricity-for-All programme is one of the key programmes which have the objective
No activity in the current financial year
2 0 New R0 R0 R10,686,500 R4,875,290 R4,875,290 Construction of the Network Backbone infrastructure with 0 connections
R0 Complete Project Complete
105
42
Department
Project Name
Project Number
Project objective
Annual Delivery Target
Region
Ward
New Renewal
Budget 2017/2018
Adjustments Adjusted Budget 2017/2018
Remaining budget to be allocated
Adjusted Budget Q3 2018
Adjusted Milestone Q3 2018
Adjusted Budget Q4 2018
Adjusted Milestone Q4 2018
Phases
to improve the access to basic electricity services.
Utility Services - Electricity
Electricity for All - Region 6
9.710178.2.006.F
The Electricity-for-All programme is one of the key programmes which have the objective to improve the access to basic electricity services.
Construction of the Network Backbone infrastructure with 1200 connections
6 0 New R0 R0 R19,313,500 R8,758,852 R5,896,034 Construction of the Network Backbone infrastructure with 300 connections
R2,862,818 Construction of the infrastructure backbone with 900 connections
Project Complete
Utility Services - Electricity
Cada HMI (Capital Park)
9.710325.1.005.C
The installation of Optical Fibre Cable
Procure and install mini Scada equipment (Low Testing Equipment)
3 58 Renewal
R10,000,000 R0 R10,000,000 R10,000,000 R10,000,000 Procure and install mini Scada equipment (Low Testing Equipment)
R0 Project complete
Project Complete
Utility Services - Electricity
Strengthening 11kV Cable network
9.710480.1.015.S
Manage the design and planning of the existing 11kV cable distribution network in order to create sufficient network capacity and reliability where needed. Create new medium voltage networks to alleviate load on existing rings
Achieve 9km of cables cumulatively.
Admin
Admin
New R15,000,000 R0 R15,000,000 R11,086,500 R4,358,056 Full implementation of all projects on site. Achieve 4km of cables cumulatively.
R6,728,444 Close off of all projects, finalize payments, capitalize projects
Phase complete
Utility Services - Electricity
Strengthening 11kV Overhead Network
9.710481.1.005.S
Manage the design, planning and implementation of the existing
Achieve 12km of cables cumulatively.
Admin
Admin
New R15,000,000 R0 R15,000,000 R11,325,531 R4,893,472 Full implementation of all projects on site. Achieve 4km of overheads
R6,432,059 Close off of all projects, finalize payments, capitalize
Phase complete
106
43
Department
Project Name
Project Number
Project objective
Annual Delivery Target
Region
Ward
New Renewal
Budget 2017/2018
Adjustments Adjusted Budget 2017/2018
Remaining budget to be allocated
Adjusted Budget Q3 2018
Adjusted Milestone Q3 2018
Adjusted Budget Q4 2018
Adjusted Milestone Q4 2018
Phases
11kV overhead distribution networks that are overloaded / stressed in order to create sufficient network capacity and reliability as needed
cumulatively. projects
Utility Services - Electricity
Secondary Substations
9.710484.1.016.S
Construction of new 11kV Satellite substation to strategically address the capacity growth expansion of new infrastructure in line with spatial and demand growth.
Complete 3 secondary substations ready for use.
Admin
Admin
New R5,000,000 R0 R5,000,000 R4,510,634 R1,250,000 Full implementation of all projects on site
R3,260,634 Close off of all projects, finalize payments, capitalize projects
Project Complete
Utility Services - Electricity
USDG Funds: Region 1 (Public Lighting)
9.710556.2.005.A
Provision of high masts and streetlights towards improving community safety.
Construction of the Network Backbone infrastructure, 330 Streetlights and 2 High masts
Admin
Admin
New R6,450,000 R0 R6,450,000 R6,324,468 R3,420,000 Construction of the Network Backbone infrastructure, 180 Streetlights and 1 High mast
R2,904,468 Construction of the Network Backbone infrastructure, 150 Streetlights and 1 High masts
Construction
Utility Services - Electricity
USDG Funds: Region 2 (Public Lighting)
9.710556.2.005.B
Provision of high masts and streetlights towards improving community safety.
Construction of the Network Backbone infrastructure,150 Streetlights and 1 High-masts
Admin
Admin
New R5,400,000 R0 R5,400,000 R5,013,142 R1,860,000 Construction of the Network Backbone infrastructure, 50 Streetlights and1 High-mast
R3,153,142 Construction of the Network Backbone infrastructure,100 Streetlights and 0 High-masts
Construction
107
44
Department
Project Name
Project Number
Project objective
Annual Delivery Target
Region
Ward
New Renewal
Budget 2017/2018
Adjustments Adjusted Budget 2017/2018
Remaining budget to be allocated
Adjusted Budget Q3 2018
Adjusted Milestone Q3 2018
Adjusted Budget Q4 2018
Adjusted Milestone Q4 2018
Phases
Utility Services - Electricity
USDG Funds: Region 3 (Public Lighting)
9.710556.2.005.C
Provision of high masts and streetlights towards improving community safety.
Construction of the Network Backbone infrastructure, 100 Streetlights and 5 High-masts
Admin
Admin
New R9,100,000 R0 R9,100,000 R7,889,796 R5,121,324 Construction of the Network Backbone infrastructure, 50 Streetlights and 3 High-mast
R2,768,472 Construction of the Network Backbone infrastructure, 50 Streetlights and2 High-masts
Construction
Utility Services - Electricity
USDG Funds: Region 4 (Public Lighting)
9.710556.2.005.D
Provision of high masts and streetlights towards improving community safety.
Construction of the Network Backbone infrastructure, 245 Streetlights and 3 High masts
Admin
Admin
New R7,400,000 R0 R7,400,000 R6,734,626 R2,721,987 Construction of the Network Backbone infrastructure, 120 Streetlights and 2 High mast
R4,012,639 Construction of the Network Backbone infrastructure, 125 Streetlights and 1 High masts
Construction
Utility Services - Electricity
USDG Funds: Region 5 (Public Lighting)
9.710556.2.005.E
Provision of high masts and streetlights towards improving community safety.
Construction of the Network Backbone infrastructure, 140 Streetlights and 1 High masts
Admin
Admin
New R4,400,000 R0 R4,400,000 R3,507,698 R800,000 Construction of the Network Backbone infrastructure, 40 Streetlights and1 High mast
R2,707,698 Construction of the Network Backbone infrastructure, 100 Streetlights and 0 High masts
Construction
Utility Services - Electricity
USDG Funds: Region 6 (Public Lighting)
9.710556.2.005.F
Provision of high masts and streetlights towards improving community safety.
Construction of the Network Backbone infrastructure, 245 Streetlights and 3 High masts
Admin
Admin
New R7,750,000 R0 R7,750,000 R4,043,516 R2,960,118 Construction of the Network Backbone infrastructure, 120 Streetlights and 2 High mast
R1,083,398 Construction of the Network Backbone infrastructure, 125 Streetlights and 1 High masts
Construction
Utility Services - Electricity
USDG Funds: Region 7 (Public Lighting)
9.710556.2.005.G
Provision of high masts and streetlights towards improving community safety.
Construction of the Network Backbone infrastructure, 204 Streetlights and 2 High masts
Admin
Admin
New R4,500,000 R0 R4,500,000 R2,647,100 R1,580,000 Construction of the Network Backbone infrastructure, 140 Streetlights and 1 High mast
R1,067,100 Construction of the Network Backbone infrastructure, 64 Streetlights and 1 High masts
Construction
108
45
Department
Project Name
Project Number
Project objective
Annual Delivery Target
Region
Ward
New Renewal
Budget 2017/2018
Adjustments Adjusted Budget 2017/2018
Remaining budget to be allocated
Adjusted Budget Q3 2018
Adjusted Milestone Q3 2018
Adjusted Budget Q4 2018
Adjusted Milestone Q4 2018
Phases
Utility Services - Electricity
Public Lighting: (City Wide)
9.710556.2.015.T
Provision of high masts and streetlights towards improving community safety.
Construction of the Network Backbone infrastructure,100 Streetlights and 0 High mast
Admin
Admin
New R5,000,000 R0 R5,000,000 R5,000,000 R5,000,000 Construction of the Network Backbone infrastructure,100 Streetlights and 0 High mast
R0 Project complete
Construction
Utility Services - Electricity
Pre-paid Electricity Meters
9.711862.1.015.E
Provide sustainable services infrastructure and human settlement management
Procure and install pre-paid meter devices to the value of R9.7m
Admin
Admin
New R35,000,000 R0 R35,000,000 R19,073,935 R10,000,000 Procure and install pre-paid meter devices to the value of R10m
R9,073,935 Procure and install pre-paid meter devices to the value of R9.7m
Construction
Utility Services - Electricity
Revitalisation of the City- Monavoni 132/11KV Substation
9.712279.1.001.O
Construct new Monavoni 132/11kV, 40MVA substation
No plans provided
4 77 New R0 R20,000,000 R20,000,000 R20,000,000 R0 None R20,000,000 No plans provided
Construction
Utility Services - Electricity
Revitalisation of the City- Soshanguve 132/11KV Substation
9.712279.1.001.Q
Construct new JJ 132/11kV, 40MVA substation
No plans provided
1 11 New R0 R20,000,000 R20,000,000 R20,000,000 R0 None R20,000,000 No plans provided
Construction
Utility Services - Electricity
Revitalisation of the City- Soshanguve JJ 132/11 kV Substation (2 x 40MVA Power Transformers)
9.712279.1.001.S
Supply, delivery, installation , testing and commissioning of equipment for the construction of Soshanguve 132/11kV substation
No plans provided
1 13 New R0 R20,000,000 R20,000,000 R20,000,000 R0 None R20,000,000 No plans provided
Construction
Utility Services - Electricity
Bronkhorstspruit 132/11kv substation
9.712279.1.005.C
Increase capacity of the substation from 20MVA to 40MVA
Conclude the evaluation and appointment of contractor and establish site
7 102,105
New R5,000,000 R-4,000,000 R1,000,000 R1,000,000 R0 Start with the evaluation of the tender
R1,000,000 Site establishment
Construction
Utility Services - Electricity
Eldoraigne 132/11kv Substation
9.712279.1.005.E
Increase capacity of the substation from 40MVA
Complete testing and commissioning of Eldoraigne substation
4 69 New R30,000,000 R-24,000,000 R6,000,000 R2,524,059 R2,524,059 Project completed
R0 Project completed
Project Complete
109
46
Department
Project Name
Project Number
Project objective
Annual Delivery Target
Region
Ward
New Renewal
Budget 2017/2018
Adjustments Adjusted Budget 2017/2018
Remaining budget to be allocated
Adjusted Budget Q3 2018
Adjusted Milestone Q3 2018
Adjusted Budget Q4 2018
Adjusted Milestone Q4 2018
Phases
to 80MVA
Utility Services - Electricity
Hartherley 132/11KV substation
9.712279.1.005.H
Construct a 132kV power ;line between Hartherley and Mamelodi 132kV substations
Complete the construction of the 132kV power lines in Mamelodi
6 40 New R10,000,000 R7,000,000 R17,000,000 R12,176,505 R5,000,000 Complete the stringing of the Hatherley - Mamelodi 132kV power line
R7,176,505 Complete and hand over all the power lines
Project Complete
Utility Services - Electricity
Kentron 132/11kv Substation refurbishment
9.712279.1.005.L
Refurbishment of Kentron substation to repair the damage caused by the fire
Conclude the evaluation and appointment of contractor and establish site
4 78 Renewal
R5,000,000 R-4,000,000 R1,000,000 R1,000,000 R0 Start with the evaluation of the tender
R1,000,000 Funds transferred to Hartherley project due to delayed SCM projects
Project Complete
Utility Services - Electricity
Mamelodi-3 132/11kv substation (2 x 40MVA Power Transformers)
9.712279.1.005.M
Increase capacity of the substation from 20MVA to 80MVA
Complete the testing and commissioning of Mamelodi 3 substation
5 99 New R20,000,000 R-14,000,000 R6,000,000 R6,000,000 R6,000,000 Project completed and the remaining funds are for CPA and payment for the work completed
R0 Project completed
Project Complete
Utility Services - Electricity
Monavoni 132/11KV Substation
9.712279.1.005.P
Construct new Monavoni 132/11kV, 40MVA substation
Complete the construction of the substation building and outdoor yard equipment foundations.
4 70 New R20,000,000 R0 R20,000,000 R12,714,688 R3,500,000 Start with the construction of the substation building and equipment foundations
R9,214,688 Installation of 132kv equipment
Project Complete
Utility Services - Electricity
Soshanguve 132/11KV Substation
9.712279.1.005.Q
Construct new JJ 132/11kV, 40MVA substation
Conclude the evaluation and appointment of contractor and establish site
1 9 New R5,000,000 R-4,000,000 R1,000,000 R1,000,000 R0 Start with the evaluation of the tender
R1,000,000 Site establishment
Construction
Utility Services - Electricity
Soshanguve JJ 132/11 kV Substation (2 x 40MVA Power Transformers)
9.712279.1.005.T
Supply, delivery, installation , testing and commissioning of equipment for the construction of Soshanguve
Complete the construction of the all the civil works including the substation building and outdoor yard equipment foundations. Start with the installation of
1 11 New R25,000,000 R0 R25,000,000 R10,672,675 R5,500,000 Effect R4m budget adjustment
R5,172,675 Installation of 11kV switchgear panels. Project close up
Project Complete
110
47
Department
Project Name
Project Number
Project objective
Annual Delivery Target
Region
Ward
New Renewal
Budget 2017/2018
Adjustments Adjusted Budget 2017/2018
Remaining budget to be allocated
Adjusted Budget Q3 2018
Adjusted Milestone Q3 2018
Adjusted Budget Q4 2018
Adjusted Milestone Q4 2018
Phases
132/11kV substation
the steel support structures
Utility Services - Electricity
New Connections
9.712483.1.016.A
Provision of electricity supply up to 11kV within the Tshwane Area of Supply to all consumers. The process involve the management, planning and processing of all electrical supplies.
Process170 Connections
3 58 New R28,312,146 R0 R28,312,146 R14,795,177 R6,240,470 Process 585 Connections
R8,554,707 Process 585 Connections
Project Complete
Utility Services - Electricity
Substation Peripheral Equipment Programme
9.712906.1.005
Installation of Pq meters
Procure and install PQ meters
Admin
Admin
New R4,000,000 R0 R4,000,000 R4,000,000 R0 No activity R4,000,000 Project completed
Procurement
Utility Services - Electricity
Electricity vending infrastructure
9.712908.1.015.E
Improved access to basic services
Installation of vending and Meter Management system
City Wide
City Wide
New R35,000,000 R0 R35,000,000 R35,000,000 R0 Appointment of service provider
R35,000,000 Close off of all projects, finalize payments, capitalize projects
Project Complete
Utility Services - Electricity
Digital Trunked Radio Communication
9.713009.1.015.D
Power Infrastructure Project: Upgrading of Optical Fibre between Hartherley and Soshanguve
1 X base Station site
City Wide
City Wide
New R15,000,000 R0 R15,000,000 R15,000,000 R13,312,791 1 X Base Station R1,687,209 1 X base Station site
Project Complete
Utility Services - Water & Sanitation
Township Water Services Developers: Tshwane Contributions (City Wide)
9.710022.1.001.T
Construction of Bulk Pipe at City of Tshwane
Payment for the Sunderland Ridge X13 development of water and sanitation Services
City Wide
City Wide
New R10,000,000 R0 R10,000,000 R10,000,000 R5,000,000 Process Payment from Developer
R5,000,000 Process Payment from Developer
Procurement
111
48
Department
Project Name
Project Number
Project objective
Annual Delivery Target
Region
Ward
New Renewal
Budget 2017/2018
Adjustments Adjusted Budget 2017/2018
Remaining budget to be allocated
Adjusted Budget Q3 2018
Adjusted Milestone Q3 2018
Adjusted Budget Q4 2018
Adjusted Milestone Q4 2018
Phases
Utility Services - Water & Sanitation
Township Water Services Developers: Tshwane Contributions (City Wide)
9.710022.1.015.T
Construction of Bulk Pipe at City of Tshwane
Payment for the (No Suggestions) are development of bulk water services
City Wide
City Wide
New R0 R2,000,000 R2,000,000 R2,000,000 R0 Preparation of Service Level Agreement
R2,000,000 Process Payment from Developer
Procurement
Utility Services - Water & Sanitation
Lengthening Of Network & Supply Pipelines
9.710023.1.016.L
The purpose of this project is to extend pipelines to areas where water connections are required, or areas without any pipe in the street reserve available to connect to. Pipes are also laid to areas where the water supply has become insufficient and the problem can be solved by extending the supply
pipe to the affected area.
Installation of 500m water reticulation pipeline
City Wide
City Wide
Renewal
R3,000,000 R0 R3,000,000 R3,000,000 R0 Technical Evaluation and Appointment
R3,000,000 500m of water pipe installation
Construction
Utility Services - Water & Sanitation
Replacement Of Worn Out Network Pipes
9.710026.1.015.P
The purpose of this project is to replace sections of the existing water reticulation that has deteriorated to such an extend that it has become unserviceable.
Replacement of 12 000m of reticulation pipe lines at various areas with CoT
City Wide
City Wide
New R102,000,000
R-30,000,000 R72,000,000 R70,014,340 R22,400,000 4500m of water pipe installation (upgrade)
R47,614,340 7500m of water pipe installation (upgrade)
Construction
112
49
Department
Project Name
Project Number
Project objective
Annual Delivery Target
Region
Ward
New Renewal
Budget 2017/2018
Adjustments Adjusted Budget 2017/2018
Remaining budget to be allocated
Adjusted Budget Q3 2018
Adjusted Milestone Q3 2018
Adjusted Budget Q4 2018
Adjusted Milestone Q4 2018
Phases
Utility Services - Water & Sanitation
Revitalisation - Replacement, Upgrade, Construct Waste water
9.710411.1.001
Replacement, Upgrade, Construct Waste water
Design Review City Wide
City Wide
New R0 R5,000,000 R5,000,000 R5,000,000 R0 Preparation of scope of works and allocation to PM
R5,000,000 Design Review
Design
Utility Services - Water & Sanitation
Replacement, upgrading and construction of Waste Water Treatment Works: Extension of Rooiwal WWTW: Sludge facility, 80Ml.day BNR Module
9.710411.1.005.T
This project is used for the upgrading or replacement of mechanical and electrical equipment, civil structures and buildings to improve the operational aspects of the Works to fulfill the permit conditions with regards to effluent quality, sludge treatment, protection of the
environment and also to fulfil Health and Safety requirements
Professional fees for the Consultants. Site establishment and commencement of the works.
City Wide
City Wide
New R14,991,547 R0 R14,991,547 R14,991,547 R5,541,547 BSC& Advertisement
R9,450,000 Professional fees for the Consultants. Site establishment and commencement of the works.
Construction
Utility Services - Water & Sanitation
Baviaanspoort waste water treatment works: Baviaanspoort WWTW: Sludge facility, New 40 Ml/day
9.710411.1.015.B
Upgrading of the Baviaanspoort to the required 66ML Capacity
Investigation and repairs to the existing Plant. The design of the new Sludge Handling Facility and 40 ML/day Biological Nutrient Removal
2 55 New R30,000,000 R-20,000,000 R10,000,000 R8,600,212 R1,150,000 Stage 1: Tender evaluation Staged 2: approval of preliminary designs
R7,450,212 Stage 1: Repair work to existing Modules Stage 2: 50 % Detail design development
Construction
113
50
Department
Project Name
Project Number
Project objective
Annual Delivery Target
Region
Ward
New Renewal
Budget 2017/2018
Adjustments Adjusted Budget 2017/2018
Remaining budget to be allocated
Adjusted Budget Q3 2018
Adjusted Milestone Q3 2018
Adjusted Budget Q4 2018
Adjusted Milestone Q4 2018
Phases
BNR module
Module
Utility Services - Water & Sanitation
Waste Water Treatment facilities upgrades Minor Capital Projects (City wide)
9.710411.1.015.C
the upgrading or replacement of mechanical and electrical equipment, civil structures and buildings to improve the operational aspects of the Works
The procurement of various components on various WWTW
City Wide
City Wide
New R8,008,453 R-4,600,000 R3,408,453 R3,408,453 R0 Appointment of Supplier
R3,408,453 Delivery of equipment
Procurement
Utility Services - Water & Sanitation
Upgrading and construction of Waste Water Treatment Works : Temba and Babelegi
9.710411.1.015.N.I
Upgrading of Temba Waste Water Treatment Works
The completion of the Temba/Babelegi WWTW outstanding components and replacement of stolen equipment
2 60 New R0 R13,000,000 R13,000,000 R13,000,000 R0 Re-establishment and replacement of equipment
R13,000,000 Testing and commissioning of Temba WWTW
Project Complete
Utility Services - Water & Sanitation
Ramotse-Marokolong waterborne sanitation
9.710878.2.005.R
Upgrading of Sewer Lines at Ramotse and Marokolong
Design Development for the Ramotse Marokolong area
2 33 New R2,000,000 R0 R2,000,000 R1,835,938 R0 Approval of Township Lay-out plans
R1,835,937 Development of the Detailed Design Report
Design
Utility Services - Water & Sanitation
Temba Water Purification Plant Extension
9.710878.2.005.T
The extension and upgrading of the Temba Water Purification Plant to improve water quality and to provide adequate water supply capacity to facilitate the
Completion of the electromechanical components, Wet Testing and Commissioning
2 44 New R50,000,000 R0 R50,000,000 R39,732,470 R33,802,032 Construction Completed
R5,930,438 Defects Liability Period
Project Complete
114
51
Department
Project Name
Project Number
Project objective
Annual Delivery Target
Region
Ward
New Renewal
Budget 2017/2018
Adjustments Adjusted Budget 2017/2018
Remaining budget to be allocated
Adjusted Budget Q3 2018
Adjusted Milestone Q3 2018
Adjusted Budget Q4 2018
Adjusted Milestone Q4 2018
Phases
backlog eradication in the Northern areas of Tshwane and the Greater Temba area. Upgrading of the Temba Purification plant from 60Ml/day to 120Ml/day
Utility Services - Water & Sanitation
Temba water purification plant- phase 6
9.710878.2.015
Provision of bulk water infrastructure
Completion of the electromechanical components, Wet Testing and Commissioning
2 10 New R0 R31,000,000 R31,000,000 R31,000,000 R31,000,000 Mechanical and Electrical completed. Wet commissioning
R0 Defects Liability Period
Project Complete
Utility Services - Water & Sanitation
Refurbishment of Water Networks and Backlog Eradication : Soshanguve DD to Stinkwater Extension 2 - 8
9.710878.2.015
Refurbishment of water networks in Soshanguve DD to Stinkwater Extension 2 - 8
TBD 2 0 Renewal
R0 R4,650,000 R4,650,000 R4,650,000 R0 TBD R4,650,000 TBD Construction
Utility Services - Water & Sanitation
Mabopane bulk pipeline Chambers and appurtenant works
9.710878.2.015.M
Provision of bulk water infrastructure
Construction of Bulk valve chamber and related pipework
1 12 New R0 R8,000,000 R8,000,000 R8,000,000 R6,000,000 100% completion of the construction project
R2,000,000 Handing over and as build submission.
Project Complete
Utility Services - Water & Sanitation
Heights Iscor Feeder
9.711335.1.015.D
The upgrading and repair of the Iscor feeder main Valve Chamber and related pipework
Replacement all vandalised pipe fittings; valves and guardrails
4 0 New R15,000,000 R-10,000,000 R5,000,000 R5,000,000 R0 Evaluation of bidder's quotations.
R5,000,000 Site Handover and Contract Admin. Compliance; Site Establishment; Replace all
Project Complete
115
52
Department
Project Name
Project Number
Project objective
Annual Delivery Target
Region
Ward
New Renewal
Budget 2017/2018
Adjustments Adjusted Budget 2017/2018
Remaining budget to be allocated
Adjusted Budget Q3 2018
Adjusted Milestone Q3 2018
Adjusted Budget Q4 2018
Adjusted Milestone Q4 2018
Phases
vandalised pipe fittings.
Utility Services - Water & Sanitation
Replacement Of Sewers
9.711404.2.015
Upgrading of sewer nework
TBD City Wide
City Wide
Renewal
R0 R8,000,000 R8,000,000 R8,000,000 R0 TBD R8,000,000 TBD Construction
Utility Services - Water & Sanitation
Replacement of Sewers : Kaalplaasspruit and Rooiwal Sewer Siphon.
9.711404.2.015
Upgrading of sewer nework
TBD 2 0 Renewal
R0 R500,000 R500,000 R500,000 R0 TBD R500,000 TBD Construction
Utility Services - Water & Sanitation
Replacement Of Sewers
9.711404.2.016.A
To rehabilitate the existing sewer network to prevent sewer spillages due to structural deficiencies and hydraulic capacity constraints.
7958m of Sewer Pipe Replacement (structural deficient sewers)
City Wide
city Wide
New R20,000,000 R0 R20,000,000 R19,819,702 R5,445,839 2 462m of Sewer Pipe Replacement (structural deficient sewers) and Bid Committees.
R14,373,863 4 696m of Sewer Pipe Replacement (structural deficient sewers)
Project Complete
Utility Services - Water & Sanitation
Bronkhorstspruit Water Purification Plant Refurbishment
9.711921.1.015.B
the upgrading or replacement of mechanical and electrical equipment, civil structures and buildings to improve the operational aspects of the Works
Appointment of a Consulting Engineer, and Completion of the Inception report
7 102 New R15,000,000 R-14,200,000 R800,000 R800,000 R0 Bid Spec R800,000 Inception report
Procurement
116
53
Department
Project Name
Project Number
Project objective
Annual Delivery Target
Region
Ward
New Renewal
Budget 2017/2018
Adjustments Adjusted Budget 2017/2018
Remaining budget to be allocated
Adjusted Budget Q3 2018
Adjusted Milestone Q3 2018
Adjusted Budget Q4 2018
Adjusted Milestone Q4 2018
Phases
Utility Services - Water & Sanitation
Revitalisation of the City-Babelegi Reservoir 2 Completion
9.712142.1.001.A
Construction of a reservoir at Babelegi
Repair work to the damaged steel pipe, Tie-in to the existing network and Repair work to the steel tank
2 89 New R0 R12,000,000 R12,000,000 R12,000,000 R1,500,000 Site establishment
R10,500,000 Repair work to the damaged steel pipe, Tie-in to the existing network and repair work to the steel tank.
Construction
Utility Services - Water & Sanitation
Refurbishment of the Magaliesberg reservoirs
9.712534.1.015.
Refurbishment of the Magaliesberg reservoirs
Erecting of props for roof structures, testing of concrete and breaking of existing concrete structures and testing of concrete and 100% fixing of rebar for upstand beams around reservoir .
New 0 New R0 R4,200,000 R4,200,000 R4,200,000 R1,500,000 Site establishment
R2,700,000 Erecting of props for roof structures, testing of concrete and breaking of existing concrete structures and testing of concrete and 100% fixing of rebar for upstand beams around reservoir .
Project Complete
Utility Services - Water & Sanitation
Klip-Kruisfontein Bulk water pipeline
9.712534.1.015.
Provision of bulk water infrastructure
Submission of closeout report and as-built
New 0 New R0 R600,000 R600,000 R600,000 R600,000 Submission of closeout report, As-built
R0 No milestones planned Project complete
Project Complete
Utility Services - Water & Sanitation
Bronkhorstbaai: Refurbishment and upgrade of Water Purification Plant
9.712534.1.015.B
The 54Ml/day capacity Bronkhorstspruit WPP produces potable water for large parts of Region 7 as well as for the neighboring
Admin compliance, site handover, establishment, installation of 700KL tank.
7 102 New R15,000,000 R-12,500,000 R2,500,000 R2,500,000 R0 Tender evaluation
R2,500,000 Admin compliance, site handover, establishment, installation of 700KL tank.
Project Complete
117
54
Department
Project Name
Project Number
Project objective
Annual Delivery Target
Region
Ward
New Renewal
Budget 2017/2018
Adjustments Adjusted Budget 2017/2018
Remaining budget to be allocated
Adjusted Budget Q3 2018
Adjusted Milestone Q3 2018
Adjusted Budget Q4 2018
Adjusted Milestone Q4 2018
Phases
Thembisile Local Municipality. The plant also requires some Office and staff accommodation is required for efficient operation and monitoring.
Utility Services - Water & Sanitation
Installation of telemetry, bulk meters and control equipment at reservoirs (City Wide)
9.712534.1.015.C
Supply and storage deficiencies exist in Klipgat/Hospital Reservoir distribution zone; therefore a new 10ML additional reservoir is necessary to increase storage capacity and eliminate deficiencies in supply. A 400mm ø steel supply
main reinforcement is also required to increase supply to Mabopane Reservoir. The construction of the reservoir was
scheduled for the year 2003 and the Steel supply main
Completion of the Telemetry System and Control room at Proes Depot
City Wide
City Wide
New R10,000,000 R5,000,000 R15,000,000 R6,032,990 R6,032,990 Installation of Pressure Transducers
R0 Project Complete , Defects Liability Period
Project Complete
118
55
Department
Project Name
Project Number
Project objective
Annual Delivery Target
Region
Ward
New Renewal
Budget 2017/2018
Adjustments Adjusted Budget 2017/2018
Remaining budget to be allocated
Adjusted Budget Q3 2018
Adjusted Milestone Q3 2018
Adjusted Budget Q4 2018
Adjusted Milestone Q4 2018
Phases
pipe was scheduled for 2003 according to the CoT masterplan, however these were not implemented
Utility Services - Water & Sanitation
Doornkloof Reservoir
9.712534.1.015.D
The construction of a 10Ml/day reservoir.
Appointment of contractor, Bulk excavation and Construction of reservoir base and wall up to 1m.
4 65 New R20,000,000 R-10,000,000 R10,000,000 R10,000,000 R2,000,000 Site Handover; Site Establishment
R8,000,000 Steel fixing for concrete walls 1st lift, layer works for valve chamber.
Project Complete
Utility Services - Water & Sanitation
New Parkmore LL Reservoir
9.712534.1.015.L
The Parkmore LL Reservoir zone currently experiences high water demand due to current high density developments taking place in the area. The storage capacity of the reservoir has to be upgrade in order to meet future demand. Therefore, an additional 10Ml reservoir needs to be constructed to argument the existing one.
Appointment of the contractor and Site Establishment.
6 44 New R25,000,000 R-24,000,000 R1,000,000 R1,000,000 R0 Tender Technical evaluation
R1,000,000 Appointment of the contractor and Site Establishment.
Construction
Utility Services - Water &
New Klipgat Reservoir
9.712534.1.015.N
The construction of a 10Ml/day reservoir to
Completion of the reservoir
1 21 New R12,000,000 R4,000,000 R16,000,000 R10,153,344 R3,600,000 Reservoir completed, 90% Commissioning
R6,553,344 Project Complete , Defects Liability Period
Project Complete
119
56
Department
Project Name
Project Number
Project objective
Annual Delivery Target
Region
Ward
New Renewal
Budget 2017/2018
Adjustments Adjusted Budget 2017/2018
Remaining budget to be allocated
Adjusted Budget Q3 2018
Adjusted Milestone Q3 2018
Adjusted Budget Q4 2018
Adjusted Milestone Q4 2018
Phases
Sanitation
meet current and future demand
Utility Services - Water & Sanitation
Replace reservoir fencing (City Wide)
9.712534.1.015.T
Bulk Water facilities has equipment, when tampered with, can cause injury and death. The water supply to consumers must be protected, as contamination of the water source will affect the
health of these consumers. The current condition of fences will require replacement and upgrading within a few years.
Appointment of the contractor, contractual requirements and Site Establishment.
City Wide
city wide
New R5,000,000 R5,000,000 R10,000,000 R10,000,000 R0 Tender Technical evaluation
R10,000,000 Appointment of the contractor, contractual requirements and Site Establishment.
Construction
Utility Services - Water & Sanitation
Capital Movables
9.712762.1.007.C
Procurement of capital movables assets as requested
Purchase of movable assets (Furniture ) for the Divisional Heads
city wide
city wide
New R500,000 R0 R500,000 R500,000 R0 None R500,000 Procurement and delivery of movable assets
Procurement
Utility Services - Water & Sanitation
Water Conservation and Demand Management
9.712896.1.005.M
Conservation of water and management of water demand
Installation of 4800 water meters
city wide
0 New R80,000,000 R0 R80,000,000 R32,189,211 R22,189,211 2400 meters installed
R10,000,000 4000 meters installed
Construction
Utility Services - Water & Sanitat
Kudube Unit 8 - 1784 Housing Units - Water
9.712970.1.005.T
installation of water and Sanitation Services to newly formalised
Installation of water connection at Kudube unit 8
city wide
100 New R18,000,000 R0 R18,000,000 R8,886,533 R6,886,533 Issuing of Completion Certificate
R2,000,000 Project Complete , Defects Liability Period
Construction
120
57
Department
Project Name
Project Number
Project objective
Annual Delivery Target
Region
Ward
New Renewal
Budget 2017/2018
Adjustments Adjusted Budget 2017/2018
Remaining budget to be allocated
Adjusted Budget Q3 2018
Adjusted Milestone Q3 2018
Adjusted Budget Q4 2018
Adjusted Milestone Q4 2018
Phases
ion Provision (712970RAT03)
areas
Utility Services - Water & Sanitation
Hammanskraal Ext 2 Stand 3 505 - 61 Housing Units - Sewer Provision (712970RAT05)
9.712970.1.005.T
installation of water and Sanitation Services to newly formalised areas
the installation, Testing of pipeline, 61 house connections (including long and short connection, water meters and yard taps)
city wide
100 New R1,304,248 R0 R1,304,248 R1,304,248 R0 Revision of Township layout by Human Settlement Department
R1,304,248 Testing of pipeline, 61 house connections (including long and short connection, water meters and yard taps)
Construction
Utility Services - Water & Sanitation
Hammanskraal Ext 10 - 2 767 Housing Units - Water Provision (Bulk services) (712970RAT04)
9.712970.1.005.T
installation of water and Sanitation Services to newly formalised areas
Installation of bulk water pipeline and construction of chambers
city wide
100 New R10,000,000 R0 R10,000,000 R10,000,000 R0 Evaluation of bidder's quotations
R10,000,000 Installation of 300 m bulk water pipeline and construction of chambers
Construction
Utility Services - Water & Sanitation
Hammanskraal Ext 10 - 2767 Housing Units - Sewer Provision (Bulk Services) (712970RAT04)
9.712970.1.005.T
installation of water and Sanitation Services to newly formalised areas
Installation of bulk Sewers pipeline and construction of Manholes
city wide
100 New R5,000,000 R0 R5,000,000 R5,000,000 R0 Evaluation of bidder's quotations
R5,000,000 Installation of 300 m bulk sewer pipeline
Construction
Utility Services - Water & Sanitation
Atteridgeville Ext 19 - 900 housing units - Sewerage network (Upgrading of the existing sewer pump station and constructio
9.712970.1.005.T
installation of water and Sanitation Services to newly formalised areas
30% Construction, earthworks excavation and 1000m pipe laying.
city wide
100 New R35,292,700 R0 R35,292,700 R32,851,327 R13,000,000 Site establishment, site clearance and appointment of subcontractors
R19,851,327 30% Construction, earthworks excavation and 1000m pipe laying.
Construction
121
58
Department
Project Name
Project Number
Project objective
Annual Delivery Target
Region
Ward
New Renewal
Budget 2017/2018
Adjustments Adjusted Budget 2017/2018
Remaining budget to be allocated
Adjusted Budget Q3 2018
Adjusted Milestone Q3 2018
Adjusted Budget Q4 2018
Adjusted Milestone Q4 2018
Phases
n of the temporary sewer pump station) (712970RAT07)
Utility Services - Water & Sanitation
Mamelodi Ext 11 - Water network link for 1 859 stands (712970RAT10)
9.712970.1.005.T
installation of water and Sanitation Services to newly formalised areas
installation of 1500m of bulk
city wide
100 New R9,000,000 R0 R9,000,000 R8,660,000 R0 site briefing, appointment of contractor, admin compliance, site handover, site establishment and ordering of material.
R8,660,000 installation of 1500m of bulk
Construction
Utility Services - Water & Sanitation
Soshanguve South Ext 1 (Plot 67) - 398 housing units - water provision
9.712970.1.005.T
installation of water and Sanitation Services to newly formalised areas
Completion and commencement of defect liability period, defect liability, Close-out report and As built drawings
city wide
100 New R1,707,300 R0 R1,707,300 R500,000 R500,000 Completion and commencement of defect liability period, defect liability, Close-out report and As built drawings
R0 Defect liability period
Project Complete
Utility Services - Water & Sanitation
Soshanguve South Ext 1 (Plot 67) - 398 housing units - Sewer provision
9.712970.1.005.T
installation of water and Sanitation Services to newly formalised areas
Completion and commencement of defect liability period, Close-out report and As built drawings
city wide
100 New R3,000,000 R0 R3,000,000 R707,000 R707,000 Completion and commencement of defect liability period, Close-out report and As built drawings
R0 Defect liability period
Project Complete
Utility Services - Water & Sanitation
Mabopane water reticulation and bulk pipeline
New Provision of bulk water infrastructure
Completion of the outstanding pipework, Pipe jacking and Snag list items
1 12 New R0 R2,000,000 R2,000,000 R2,000,000 R0 None R2,000,000 Completion of the outstanding works, stag items and handing over. Construction progress at 50% complete. Pipe jacking and river crossing)
Project Complete
Utility Services - Water &
Formalisation of Informal Settlements
9.712970.1.015
Providing basic services to informal settlements
TBD City Wide
City Wide
New R0 R37,410,000 R37,410,000 R37,410,000 R0 TBD R37,410,000 TBD Construction
122
59
Department
Project Name
Project Number
Project objective
Annual Delivery Target
Region
Ward
New Renewal
Budget 2017/2018
Adjustments Adjusted Budget 2017/2018
Remaining budget to be allocated
Adjusted Budget Q3 2018
Adjusted Milestone Q3 2018
Adjusted Budget Q4 2018
Adjusted Milestone Q4 2018
Phases
Sanitation
Utility Services - Water & Sanitation
Bulk Water Pipeline Wonderboom
New Provision of bulk water infrastructure
Completion and commencement of defect liability period; Close-out report and As built drawings
2 96 New R0 R800,000 R800,000 R800,000 R800,000 Completion and commencement of defects liability period; Close-out report and As built drawings.
R0 Defect liability period
Project Complete
Utility Services - Water & Sanitation
Garsfontein pipe reinforcement
New Provision of bulk water infrastructure
Payment of Consulting engineer's professional fees and close reports
6 47 New R0 R3,140,000 R3,140,000 R3,140,000 R0 Approval of reports for revision of fees and contract amoun.t
R3,140,000 Project complete
Project Complete
Utility Services - Water & Sanitation
Annlin Reservoir Extension
New Extension of a reservoir at Annlin
Snag list (reservoir tightness test); Close-out report and As built drawings &Project Complete (defect liability)
2 50 Renewal
R0 R3,000,000 R3,000,000 R3,000,000 R2,100,000 Snag list (reservoir tightness test); Close-out report and As built drawings &Project Complete (defect liability)
R900,000 Project Complete (defect liability)
Project Complete
Roads and Transport - AP
Separation: Airside/Landside: Required legislative compliance with Civil Aviation Regulations, and the National Aviation Security Program (NASP)
9.711953.2.015.A
Requirement legislative compliance with Civil Aviation Regulations and National Aviation Security Program
Fence between Airside and Landside
2 50 New R3,000,000 R976,225 R3,976,225 R2,248,641 R1,000,000 Fencing Phase 1 R1,248,641 Fencing phase 2
Project Complete
Roads and Transport - AP
Main terminal Building, carousel and other mechanical baggage handling equipment upgrade to
9.712891.1.015.A
Requirement legislative compliance with Civil Aviation Regulations and National Aviation Security Program
Upgrading of main terminal building
2 50 New R2,000,000 R0 R2,000,000 R2,000,000 R2,000,000 Upgrading of main terminal building
R0 No activity No Budget
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Department
Project Name
Project Number
Project objective
Annual Delivery Target
Region
Ward
New Renewal
Budget 2017/2018
Adjustments Adjusted Budget 2017/2018
Remaining budget to be allocated
Adjusted Budget Q3 2018
Adjusted Milestone Q3 2018
Adjusted Budget Q4 2018
Adjusted Milestone Q4 2018
Phases
meet legislative compliance requirements
Roads and Transport - AP
Construct improved security accesses to restricted maintenance areas with CCTV system and upgraded control room to meet CAA compliance requirements
9.712998.1.015.A
Security access to meet legislative security requirements as per Civil Aviation Act, SACARS and NASP
Working CCTV system, Control Room
2 50 New R1,000,000 R-2,432 R997,568 R0 R0 No activity R0 No activity Project Complete
Roads and Transport - AP
Elevator/escalator for main terminal building
9.713000.1.015.E
To meet the building regulation requirement and to ensure that the building is disable compatible
Installed Elevator
2 50 New R3,000,000 R0 R3,000,000 R3,000,000 R2,500,000 Installation to commence
R500,000 Installation to be finalised
Project Complete
Roads and Transport - AP
Fire sprinklers and smoke detectors in the main terminal building required to meet legislative compliance requirements
9.713002.1.015.F
To meet fire prevention legislative requirements
Updated Fire Equipment in Main Terminal Building
2 50 New R1,000,000 R-3,146 R996,854 R0 R0 No activity R0 No activity Project Complete
Roads and Transport - AP
Additional carports and electronic parking payment equipment
9.713029.1.015.A
Required to accommodate airport passengers and visitors
Completed Parking Area
2 50 New R2,000,000 R54,179 R2,054,179 R651,902 R597,723 Phase 2 R54,179 Phase 2 Project Complete
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Department
Project Name
Project Number
Project objective
Annual Delivery Target
Region
Ward
New Renewal
Budget 2017/2018
Adjustments Adjusted Budget 2017/2018
Remaining budget to be allocated
Adjusted Budget Q3 2018
Adjusted Milestone Q3 2018
Adjusted Budget Q4 2018
Adjusted Milestone Q4 2018
Phases
Roads and Transport - AP
Arch metal detector and scanners to scan passenger, luggage and baggage
9.713030.1.015.A
To meet SACARS and NASP to improve airport security
1 x Arch Metal Detector installed between Airside / Landside
2 50 New R2,000,000 R0 R2,000,000 R2,000,000 R0 No activity R2,000,000 procurement of equipment
Project Complete
Roads and Transport - AP
Installation of biometric security system
9.713032.1.015.I
To meet SACARS and NASP legislative requirements
Biometric Security System installed at all Office and Security Buildings
2 50 New R1,450,000 R0 R1,450,000 R0 R0 No activity R0 No activity Project Complete
Roads and Transport - AP
Installation of temporary office structures (SARS, Immigration, Metro police, SAPS, Security Service Provider)
9.713033.1.015.I
To accommodate airport role players
Temporary Office and Storage structures installed
2 50 New R3,000,000 R-20,163 R2,979,837 R0 R0 No activity R0 No activity Project Complete
Roads and Transport - AP
Upgrade of Rescue and Fire fighting centre with additional office space
9.713034.1.015.U
To meet the requirements legislation of aviation rescue and fire fighting capacity at Wonderboom airport
Additional Office Space and upgrades installed
2 50 New R750,000 R-313 R749,687 R1 R0 No activity R0 No activity Project Complete
Roads and Transport - AP
Construction of a separate entrance for General Aviation passengers
9.713054.1.015.A
To meet the International status requirements
Entrance constructed
2 50 New R1,500,000 R-4,350 R1,495,650 R0 R0 No activity R0 No activity Project Complete
Roads and Transport - AP
Construction of new water and sewage system
9.713055.1.015.A
To meet the CAA instruction and SACARS requirements
Water and Sewer system constructed
2 50 New R10,000,000 R0 R10,000,000 R8,999,489 R2,000,000 Installation to commence
R6,999,489 Installation to commence
Project Complete
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Department
Project Name
Project Number
Project objective
Annual Delivery Target
Region
Ward
New Renewal
Budget 2017/2018
Adjustments Adjusted Budget 2017/2018
Remaining budget to be allocated
Adjusted Budget Q3 2018
Adjusted Milestone Q3 2018
Adjusted Budget Q4 2018
Adjusted Milestone Q4 2018
Phases
Roads and Transport - AP
Public Parking paved with CCTV coverage, carports and access control
9.713056.1.015.A
To meet accommodate airport passengers and visitors
Completed Parking Area
2 50 New R1,500,000 R0 R1,500,000 R1,500,000 R1,500,000 No activity R0 No activity Project Complete
Roads and Transport - AP
Storage facility for rescue and fire fighting foam and related equipment
9.713058.1.015.A
To meet the CAA instruction and SACARS requirements
Storage Facility completed
2 50 New R750,000 R0 R750,000 R750,000 R750,000 Construction of water, sewage and Stormwater, service road and taxiways, security access and electricity expansion
R0 No activity Project Complete
Roads and Transport - AP
Capital Movables
New To meet the CAA instruction and SACARS requirements
Scaffolding, Kitchen Equipment and Office Equipment Procured
2 50 New R0 R50,000 R50,000 R50,000 R40,000 Kitchen, Office and Site Equipment
R10,000 No activity Procurement
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Annexure “D” Reference No 26092/2 Fikile Rasmeni (1182) MAYORAL COMMITTEE:
OFFICE OF THE CITY MANAGER HOUSING COMPANY TSHWANE (HCT) REVISED BUSINESS PLAN 2017/18
1. PURPOSE
The purpose of the report is to request approval for the amendment/revision of the 2017/18 Business Plan for Housing Company Tshwane (HCT). The revised 2017/18 HCT's Business Plan is attached as Annexure A.
2. STRATEGIC PILLARS 2.1 A CITY THAT CARES FOR RESIDENTS AND PROMOTES INCLUSIVITY 2.2 A CITY THAT IS OPEN, HONEST AND RESPONSIVE 3. BACKGROUND
The Shareholder Operations Unit is concerned with reviewing, monitoring and “overseeing” the affairs, practices, activities, behaviour and conduct of municipal owned entities (MOEs) to ensure the City of Tshwane that the business of MOEs is being conducted in a manner expected in accordance with commercial legislative and other prescribed or agreed conventions. The unit is poised to assist the institution and its MOEs to comply with applicable legislation by providing regular advice and reports on compliance and recommending remedial action where required. The Division regulates the functions of MOEs and co-ordinates these with prevailing political imperatives, whilst ensuring alignment with departmental SDBIPs. In terms of Section 87(6) of the MFMA, the board of directors of a municipal entity may, with the approval of the Mayor, revise the budget of the municipal entity, but only for the following reasons:
To adjust the revenue and expenditure estimates downwards if there is material under-collection of revenue during the current year;
To authorise expenditure of any additional allocations to the municipal entity from the parent municipality;
To authorise, within a pre-scribed framework, any unforeseeable and unavoidable expenditure approved by the mayor of the parent municipality;
To authorise any other expenditure within a prescribed framework.
The City approved all the 2017/18 Business Plans in May 2017, all the business plans were interrogated intensively before they were finally approved by both the Mayoral Committee and Council.
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In terms of Section 87 of MFMA, municipal entities are allowed to revise their Business Plans to align them to the allocated or approved budget and performance indicators.
4. DISCUSSION
HCT revised its 2017/18 Business Plan and was approved by Council in May 2017. The entity's performance for the six (6) months has resulted in the entity revising its 2017/18 business plan. Below is a brief summary of proposed amendment on HCT's Strategic Objectives to ensure alignment with City’s IDP and SDBIP:
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Summary of adjustment budget on financial performance
RENTAL INCOME
The rental revenue decreased as compared to the original approved budget due to non- delivery of 100 units at Townlands and receiving 266 self-sufficiently units instead of 277 units from the City. There is a variance of 121 units and R1, 8 million on the revenue:
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INTEREST INCOME
The interest income on external investment has decreased due to reduced bank balance. The variance of R11, 127 has been recorded.
OPERATIONAL GRANT
The operational grant from the City remained constant as per the MTREF since no additional grant will be granted to the entity during the 2017/2018 Adjustment Budget.
OTHER INCOME
The other income decreased as compared to the original budget based on the bank recoveries from tenant’s deposit, the entity through the City has secured a 3 year banking contract with ABSA bank and bank charges has reduced drastically as compared to the previous financial year hence reduced bank recoveries. The bank levies bank charges for every deposit that the tenant makes on the entity’s bank and management ensures that this charges are recovered from tenants. The variance of R21, 398 has been recorded.
CAPITAL GRANT TRANSFER
The entity will receive capital grant from the Social Housing Regulatory Authority (SHRA), province and the City of Tshwane to deliver 250 social housing units on Townlands project, upgrade of bulk services on Chantelle x 39 and completion of detailed design and installation of bulk infrastructure and internal reticulation on Sunnyside. The table below shows the source of funding and amounts:
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EMPLOYEE RELATED COSTS
Management made provision for new salary adjustment on the vacant advertised positions. The decrease on the employee costs is due to the vacant CEO, COO and other junior positions during the six months period. The salary adjustment has been made for the following positions:
Chief Executive Officer
Chief Finance Office
Supply Chain Manager
Property Development Manager
Accountant
Clerk of Works
Receptionist/Office Assistant
REMUNERATION OF DIRECTORS
The number of board meetings has been reduced during the 2017/2018 financial year hence a decrease on director’s remunerations.
DEPRECIATION
Depreciation has been increased as a result of reclassification of investment property to property, plant and equipment which is carried at revaluation model less accumulated depreciation.
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FINANCE CHARGES
The capital portion of the loan with National Housing Finance Corporation (NHFC) has reduced hence decrease on the interest portion.
OTHER MATERIAL
The other material expenditure line item has been reduced due to reduction on cartridges bought and consumables for maintenance on properties under management. CONTRACTED SERVICES The contracted services increased due to the inclusion of Turn- around Strategy and Rental Strategy on the adjustment budget. OTHER EXPENDITURE Other expenditure decreased due to less maintenance or operating expenditures at Townlands, impacted by not delivering 100 social housing units at the end of the financial year due to the contractors non- performance. CAPITAL EXPENDITURE The entity will be constructing 250 social housing units on Townlands project, upgrade bulk services, installation of internal reticulation on Chantelle x 39, installation of bulk upgrade on Timberlands projects and detail design and internal infrastructure and internal reticulation on Sunnyside.
5. COMMENTS OF THE STAKEHOLDER DEPARTMENTS 5.1 COMMENTS OF THE CHIEF FINANCIAL OFFICER
Cognisance is taken of the contents of the report. There are no financial implications emanating as a result of this report for the City of Tshwane as the purpose of the report is to request approval for the amendment/revision of the 2017/18 Business Plan for Housing Company Tshwane (HCT). The proposed revised business plan should be aligned to the 2017/18 Medium-Term Revenue and Expenditure Framework.
5.2 COMMENTS OF THE GROUP HEAD: CITY STRATEGY & ORGANISATIONAL
PERFORMANCE
The adjusted Business Plan is noted by the CSOP. It is important to highlight the budget adjustment effected by Housing Company Tshwane. This adjustment should be reported to the board and should form part of the cover report The movement of funds in this regard should be illustrated in the body of the business plan and should be reported in the cover report.
Project Name Current Budget 2017/18
Adjustment Adjusted Budget
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Timberlands project - installation of bulk upgrade (road and storm water) Detail design
10,618,240 -5,296,063 5,322,177
Townlands detail design and internal reticulation
30,000,000 30,000,000
Chantelle detail design and bulk infrastructure upgrade
0.00 - -
Chantelle detail design and Installation of internal infrastructure
0.00 - -
Sunnyside detail design, bulk infrastructure and internal reticulation
0.00 7,000,000 7,000,000
Townlands project - construction of 1,200 social housing units
70,626,296.00 20,322,348 90,948,644
Housing company Tshwane should illustrate how it will spend this money in a form of Project cash flow and milestone which is termed capital works plan. 5.3 COMMENTS OF THE GROUP HEAD: GROUP LEGAL COUNSEL
The purpose of the report is to request approval for the amendment/revision of the 2017/18 Business Plan for Housing Company Tshwane (HCT). The report is in compliance with section 95 of the Finance Management Act 56 of 2003, which empowers the Accounting Officer of the general financial management functions of the municipality, and to further maintain an effective, efficient and transparent systems. Group Legal Services Department notes the revised 2017/18 Business Plan of Housing Company Tshwane.
5.4 COMMENTS OF THE GROUP HEAD: HOUSING AND HUMAN SETTLEMENT
Cognisance is taken of the contents and the recommendations of the Revised Business Plan of HCT for 2017/18. The Department has been involved and working closely with the Housing Company Tshwane in reviewing their multi-year business plan and setting of 2017/18 delivery targets and budget plan. The Department would like note the following, for consideration by the shareholder, the City: 1. Housing Company Tshwane is the entity of the City mandated to develop and manage
affordable rental housing including social housing. HCT has received conditional accreditation as a social housing institution, which renders it eligible to access grant funding from social housing funding like the Social Housing Regulatory Authority (SHRA) and Gauteng Partnership Fund, amongst others. The grant funding provided by these
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funders is not adequate for development of social housing units. Due to HCT’s size and its small current portfolio to collect revenue, HCT still relies on the shareholder for top-up funding (equity) in order to implement its first 2000 units. According to universal standards, a minimum of 2000 units allows a social housing entity to break even and progress towards self-sustainable trajectory.
2. The HCT has secured funding from SHRA and Province for implementation of the first phase of its flagship project i.e. Townlands in Marabastad. The project will yield a total of 1200 units over 3 years. The HCT achieved financial closure with the above-mentioned funders on the basis that the City will provide the required top-up (Capex grant funding) for the duration of the implementation of the project.
3. HCT is ready and has appetite to secure grant funding for more projects, however it remains reliant from the shareholder for equity/ top-funding to successfully implement its Greenfields projects.
Notwithstanding the comments above, the HCT plays a key role in contributing towards increased delivery of affordable housing rental, however with short-term support from the shareholder. The Department of Human Settlements has not objection to the content of the report and therefore supports its recommendation.
6. IMPLICATIONS 6.1 HUMAN RESOURCES
The report does not have human resource implications to the CoT. 6.2 FINANCES
There are no direct financial implications to the CoT. 6.3 CONSTITUTIONAL AND LEGAL FACTORS
The report is in accordance to the Municipal Finance Management Act. 6.4 COMMUNICATION
The Shareholder Unit, CSOP, and the department of Human Settlement have been consulted.
6.5 PREVIOUS COUNCIL OR MAYORAL COMMITTEE RESOLUTIONS
Council Resolution 25 May 2017.
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7. CONCLUSION
The envisaged approval of the revised Business Plan 2017/18 will enable HCT to allocate its resources on the areas that are measurable, achievable and reportable on quarterly bases, which have been funded either through CoT funding or alternative funding that the entity intends to access.
ANNEXURE: A. HCT - 2017-18 Business Plan (adjusted).docx
RECOMMENDED: That it be recommended to the Mayoral Committee: That the revised 2017/18 Business Plan of Housing Company Tshwane be noted and approved.
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HOUSING COMPANY TSHWANE
2017/18 Adjustment Business Plan
Dec 2017
Capturer:
Business Planner name and signature
Sign Off:
MD/CEO Signature: ……………………..………………………………
Board Chairperson Signature……………………………………………
Signature of SED from the Cluster: ………..……………………………
Signature of DCM: ………………………………………………………….
Date: …………………………………………………………………………..
Receipt & Review:
Signature of SHU Representative: ……………………………
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Contents 1. INTRODUCTION ........................................................................................................... 16
1.1 Vision ........................................................................................................................... 18
1.2 Mission ......................................................................................................................... 18
1.3Management and Organisational Structure ........................................................................ 18
2. DEPARTMENTAL MEASURES CONTRIBUTING TO TSHWANE CITY STRATEGY
FRAMEWORK ....................................................................................................................... 22
2.1 Alignment with Tshwane City Strategy Framework .................................................... 22
2.1.1 Contribution by departments towards achieving Vision 2030 during 2016/21 term of office
................................................................................................................................................. 22
2.1.2 Provide detailed contributing focus areas against priorities as illustrated in the example
below figure below is an illustration. ...................................................................................... 23
2.1.3 Aligning Transformation Areas with City Priorities & Focus ....................................... 28
2.1.4 KEY SERVICE DELIVERY SYSTEMS REENGINEERING ................................... 29
3. Capex and Opex project Budget Alignment ..................................................................................... 31
3.1 CAPEX PROJECTS ........................................................................................................ 31
3.2 OPEX PROJECTS ........................................................................................................... 32
3.3 CAPITAL PROJECT CONFIRMATION ........................................................................ 32
3.4 CAPITAL PROJECT OUTPUT ...................................................................................... 34
4. DEPARTMENTAL (SDBIP) SCORECARD ........................................................... 34
5. FINANCIAL IMPLICATION .................................................................................................................. 40
6. RISK ASSESSMENT ......................................................................................................... 43
7. CONCLUSION ................................................................................................................... 44
Annexure1: DETAILED MTREF FINANCIAL STATEMENT Annexure 2: DETAILED RISK REGISTER Annexure 3: EMPLOYMENT EQUITY PLAN Annexure 4: PROCUREMENT PLAN
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ABBREVIATIONS USED
AFS Annual Financial Statements
AGSA Auditor-General: South Africa
APC Audit and Performance Committee
APR Annual Performance Report
AR Annual Report
BoD Board of Directors
BPMC Budget and Performance Monitoring Committee
CAE Chief Audit Executive
CEO
Chief Executive Officer
COO
Chief Operations Officer
CFO Chief Financial Officer
CM City Manager
COGTA Cooperative Governance and Traditional Affairs,
CoT City of Tshwane
EM
Executive Mayor
GH
Group Head
GT Gauteng Treasury
HCT
Housing Company Tshwane (Municipal Entity)
KPAs
Key Performance Areas
ME Municipal Entity
MEC Member of Executive Committee of the Gauteng Provincial Government
MFMA Municipal Finance Management Act
MSA Municipal Systems Act
MTREF Medium-Term Revenue and Expenditure Framework
NT National Treasury
SDBIP Service Delivery and Budget Implementation Plan
SWA Sandspruit Works Association (Municipal Entity)
TEDA Tshwane Economic Development Agency (Municipal Entity
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DEFINITION OF TERMS
a) Business Plan:
A business plan is a document that gives the summary of the work of the Department /
Municipal Entity (ME). It highlights the functions of the ME, its organizational
arrangements, planned activities as well as the cost associated with delivering on its
mandate. The planned activities include the IDP Scorecard, SDBIP Scorecard,
Departmental / ME Scorecard and alignment of these planned activities to approved
budget.
b) Deliverables:
These are ME targets set for the financial year and they relate to the overall strategic
objectives of the city. The deliverables as required in this document need to be in line
with the 5 year targets as reflected in the 2016/21 IDP and should demonstrate a
progressive movement towards achieving the city’s goals.
c) IDP Scorecard:
This document identifies the strategic objectives for the term in line with the long term
vision. The IDP reflects the five year term of the City in line with the Tshwane Vision
2055.
d) SDBIP Scorecard:
This document seeks to drive service delivery using the municipal approved budget.
Departments / MEs are expected to align their KPIs to the approved budget and related
projects.
e) Departmental Scorecard:
The ME scorecard reflects the planned activities of the Department / ME in line with its
functions. Targets set in the departmental scorecard are broken down into quarterly
targets. This scorecard will be used to monitor departmental/ME performance on a
quarterly basis.
f) Strategic Focus Area:
These are areas of immediate importance supporting strategic priority areas and
Departmental / ME functional areas. The key focus areas represent the work of the ME
supporting organizational strategy.
g) Functional Area:
The functional areas of the ME are as per the approved organizational structure of the
city (micro structure). They reflect the various areas of work within the ME to which
targeted implementation and budgets are allocated.
h) Strategic / Priority Projects:
The strategic projects are those pronounced by the Executive Mayor. These are key
strategic programs and projects that are aimed at fast tracking the city’s social and
economic transformation and the progress thereof is monitored by the Office of the
Executive Mayor.
i) Incubating Projects:
These include those activities and work that are in their initial planning and research
stages.
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j) Indicators:
These are statements of measurement and are used to indicate whether progress is
being made in achieving the goals. Indicators provide a common framework for
gathering data for measurements and reporting; translate complex concepts into simple
operational measurable variables; enables the review of goals and objectives; assist in
policy review processes; and help provide feedback to the municipality and staff. The
approved IDP 2015/16 and its first review contain these indicators. Departments / MEs
are encouraged to improve these in line with their set targets.
k) Key Performance Area:
The key performance areas as reflected in the approved IDP are a translation of the
strategic objectives into areas of focus. Key performance areas aggregate the strategic
objectives into areas of focus such as water, energy, job creation in line with the
relevant strategic objectives.
l) Strategic Objectives:
The Performance Management Guidelines state that “All components of the IDP need
to be translated into a set of clear and tangible objectives. The statement of objectives
requires a tangible, measurable and unambiguous commitment to be made. In setting
objectives, a municipality needs to carefully consider the results desired; review the
precise wording and intention of the objective; avoid overly broad results statements;
be clear about the scope and nature of change desired and ensure that objectives are
outcome and impact focused. In the 2015/16 IDP, the city revised 6 Strategic Objectives
which are to guide the city’s development interventions for the mayoral term. The
strategic objectives highlight some of the key areas of work for the city and set a tone
for the city’s developmental interventions for the term. In this business plan, it is
proposed that these objectives be aligned to those of the City to reflect all the strategic
work of the city in line with the city’s desired long term objectives and to reflect entirely
the work that happens in the city. In line with the guidelines, the revised strategic
objectives (6), as per the 2015/16 IDP revision, are:
Economic; Spatial; Ecological; Human capital potential; and Institutional.
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1. INTRODUCTION
The Housing Company Tshwane (HCT), was established by the City of Tshwane Metropolitan Municipality (CoT) in 2001. It is a municipal entity as envisaged in section 9(2) of the Municipal Systems Amendment Act, 2000 (Act No. 32 of 2000), under the exclusive jurisdiction and ownership control of the CoT and is duly registered in terms of the Companies Act, (Act 71 of 2008).
The City of Tshwane (COT), its sole shareholder, established the HCT to develop and manage social housing, which is recognised as a pivotal tool in restructuring the CoT. It is mandated to act as a long -term institutional platform through which the CoT would promote the business of procuring, developing, owning, letting, maintaining and managing residential accommodation (primarily for the low and middle income brackets in terms of the National Housing Code).
In terms of Section 76(b) of the Municipal Systems Act, 2000 (Act No. 32 of 2000), the CoT must assist the HCT to achieve the aforesaid affordable housing development goals through HCT undertaking affordable housing developments, and making available to qualifying households affordable housing units and supporting infrastructure within the CoT's area of jurisdiction.
The CoT acknowledges that the HCT is a business entity, and as such requires a maximum degree of autonomy, to allow it to fulfill its business operations (subject to the checks and balances of the Municipal Finance Management Act, 2003 (Act No. 56 of 2003). To this end the parties agree that all financial obligations to the HCT by the CoT will be transferred within sixty (60) days of approval of the annual budget of the CoT.
The HCT also represents the vehicle that ensures the City stays focused on its agenda to offer accommodation to poorer communities who have been historically marginalised from the inner-city precincts, and business development districts, that have grown within the city. The overall objectives of the entity and assessment of its ability to deliver on its promises, the vision, mission and the organizational structure of the entity needs to be understood.
This document outlines the planning that will guide the growth and development trajectory of the HCT over the 2017/2018 Medium Term Revenue and Expenditure Framework (MTREF). Moreover, it analyses the strategic context within which the HCT operates, and articulates a strategic focus that is aligned to perform on its mandate. It is also alive to, and recognizes the opportunities that currently exist towards making the HCT the leading social housing institution within the CoT.
The Housing Company Tshwane Mandate
The HCT was established as a section 21 company by the CoT to implement the City of Tshwane’s institutional/social housing programme as per the Housing Act, 1997 (Act No. 107 of 1997). “Social Housing is one of the housing programs designed by the National Department of
Human Settlements to offer quality, affordable and easily accessible housing
opportunities within the Inner city and well-located areas. In the CoT, social housing is
seen as a vehicle to bring the less affluent people closer to the city center. The CoT is
conscious of the fact that the independent management of social and rental housing
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stock by HCT would relieve the pressure on municipal finances by dedicating the
collection or rentals to an entity without “municipal baggage”, and that the non-payment
culture and trends exhibited in municipal rental stock would be reversed.”
The Service Delivery Agreement through which the HCT is mandated is reviewed annually and the key aspects are listed below:
The role of the entity
The HCT’s vision and mission enunciated above are the foundation and framework that guides the company in providing rental/social housing services which is based on the City’s 2016/21 Integrated Development Plan:
Contributes to the implementation of the City of Tshwane’s approved spatial development framework;
Offers affordable social housing products to the targeted households and/or beneficiary community;
Promote the development of well-located, livable communities within easy reach of social and other amenities; and
Promote local economic development activities within areas earmarked for social housing.
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1.1 Vision
An excellent social housing provider of choice in the City of Tshwane.
1.2 Mission
To sustainably deliver and manage affordable social housing in the City of
Tshwane.
1.3 Values
Caring;
Responsiveness;
Transparency;
Integrity; and
Professionalism.
1.4 Management and Organisational Structure
The HCT is governed by an independent Board of Non-Executive and Executive Directors, in terms of the Companies Act, 2008 (Act No.71 of 2008 (as amended), and related legislation such as the Municipal Systems Act, 2000 (Act No. 32 of 2000), the Municipal Finance Management Act, 2003 (Act No. 56 of 2003, the Housing Act, 1997 (Act No. 107 of 1997, the Rental Housing Act, 1991 (Act No. 50 of 1991), the Social Housing Act, 2008 (Act No. 16 of 2008, the Municipal Structures Act, 1998 (Act No. 117 of 1998), the Prevention of Illegal Eviction from and Unlawful Occupation of Land Act, 1998 (Act No. 19 of 1998), the Skills Development Act, 1998 (Act No. 95 of 1998), the Promotion of Equality and Prevention of Unfair Discrimination Act, 2000 (Act No. 4 of 2000), the Broad-Based, Black Economic Empowerment Act, 2000 (Act No. 53 of 2000), and various Treasury Regulations. The HCT is bound by the City’s approved “Reporting Framework for Municipal Entities”, the Service Delivery Agreement (hereinafter referred to as “SDA”) concluded between HCT and CoT, and also abides by industry-specific legal and regulatory frameworks (e.g. the compliance and reporting regime of the Social Housing Regulatory Authority). The HCT’s constitutional-statutory-regulatory framework for planning, operation and compliance is also defined by the applicable City of Tshwane by-laws, judgments of the High Court, the Supreme Court of Appeal, and the Constitutional Court insofar as they relate to social housing.
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Organisational Structure /Organogram
Vacant Funded Positions Filled Positions New Positions
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Table 1: Staff Estimates
Executive Management
The Chief Executive Officer (CEO) is appointed by the Board of Directors and is accountable to them. The CEO is the accounting officer responsible for the planning, development, administration, management and monitoring of the company’s assets. Provision is made in the reviewed structure for the other following executive management positions:
Chief Finance Officer;
Client Service Manager.
Supply Chain Manager
The table below provides the current state to the human capital component of the entity with indication of vacancies to be filled.
Position Expected filling of vacancy Deficiency addressed
Chief Executive Officer 2017/18. Planning, development, administration, management and monitoring of the company’s assets, strategic leadership, business leadership and management, oversight leadership of all business units of the organization.
Personal Assistant to CEO
Filled Personal Assistant in the Office of the CEO
Chief Finance Officer 2017/18 Strategic Finance, Corporate Governance
Property Development Manager
2017/18 Project management, project management and property development skills
Project Support Officer Filled Greenfields project development and management support
Chief Operations Officer Filled General management, strategic business planning, corporate support services and risk management within the organization
PA to COO Filled Personal assistance and administration to the Office of the COO
Client Services Manager 2018/19 Customer/ tenant relations and service
PA to CFO 2018/19 Personal assistance and administration to the Office of the CFO
Supply Chain Manager 2017/18
Supply Chain Officer Filled Adherence to approved and legislated supply chain management processes and procurement practices
Supply Chain Assitant 2018/19 support to the SCM Manager
Finance Manager Filled Financial management (including the monitoring of the control environment across the organization)
Accountant 2017/18 Financial management
Bookkeeper Filled Financial management
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Accounts Debtors Clerk Filled Financial management
Senior Human Resource Officer
2018/2019 Human Resorce Management
Human Resources Officer
Filled Corporate support services and human resources development
Compliance Officer 2018/2019 Tenant management
Property Manager Filled Appropriate property management skills for the current and future social housing stock.
Leasing / Office Admin Officer
Filled Tenant Liaison, Lease and Office Administration
Maintenance Officer Filled (Internal Staff deployment) Building Maintenance (property and facilities management operational)
Housing Supervisor x 6 3 Filled (Internal Staff deployment) & 3 vacant – 2017/2018
Tenant management (property management operational)
Security Supervisor Filled Provide Safety and Security Services for Tenanted buildings, Asset protection
Security Guards x10 Filled Provide safety and security services of all the rental stock/buildings (property management operational)
General Workers x6 Filled Provide cleaning services and minor maintenance of the buildings (property management operational)
General Worker (Office Cleaner)
Filled Office Cleaner / Tea-Lady / Messenger
Company Secretary Filled Advisory role to the Board of Directors
Clerks of Works 2017/2018 Coordinating social community projects activities within the entity.
Tenant Portfolio Officer 2018/2019 Tenant management
Community Development Officer
2018/2019 Socio-economci uplifting programmes Corporate socal responsibility programmes
Senior Credit Controller 2018/2019 Financial management Revenue collection Credit control and management
Credit Controller 2018/2019 Financial management Revenue collection Credit control and management
Marketing Officer 2018/19 Marketing, Advertising and Promotions Management
Office Assistant/Receptionist
2017/18 General Office Administration
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Table 2: Staff Estimates
DEPARTMENT : Housing Company Tshwane
DESIGNATION
ESTABLISHMENT
Approved
Posts as
per the
structure
Posts
filled Vacancies
Proposed
vacancies
to be filled
in 2018/19
onwards
Chief Executive Officer 1 0 1 Moratorium
Office of the Chief
Executive Officer 5 4 1 Moratorium
Office of Chief Finance
Officer 8 4 4 Moratorium
Office of the Chief Operations
Officer 5 3 3 Moratorium
Office of the Property
Development Manager 2 1 1 Moratorium
Office of the Property
Manager 24 21 3 Moratorium
Office of the Client Service
Manager 8 3 5 Moratorium
Totals 54 36 18
2. DEPARTMENTAL MEASURES CONTRIBUTING TO TSHWANE CITY STRATEGY FRAMEWORK
2.1 Alignment with Tshwane City Strategy Framework
The HCT, has taken the City’s priorities into consideration and have aligned and listed its focus areas as indicated hereunder:
2.1.1 Contribution by the entity towards achieving Vision 2030 during 2016/21 term of office
Table 3: Transformation Area Alignment
Transformation Areas
Goal Objectives HCT Focus Areas towards achieving the Goal
Economic Transfromation
Available opportunities for economic self-actualisation
Promote and provide effective support to SMME’s
Revitalise( Urban growth/dismantling poverty and inequality.Stabilize (maintaining transparent procurement processes as required by the SCM Regulations)
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Transformation Areas
Goal Objectives HCT Focus Areas towards achieving the Goal
Revitalising township and nodal economies
Revitalise economic nodes (City centre - Marabastad)
Spatial transformation
Sustainble human settlements that are acceble and liveable. Refurbishment of transferred rental stocks
Provision of quality services and infrastructure
Deliver /Provide social housing development (Greenfield and Brownfield projects, closer to economic and social amenities. Deliver an effective and efficient management of HCT’s rental stock
Human capital potential
1. A safe, healthy environment, conducive to learning and development 2. Integrated Cosmopolitan Tshwane
Improved education outcomes and Social inclusion
Empowerment such as mentoring, training seminars, workshops, internship programs and formal courses Bringing people closer to work, economic and other social amenities. Contributing towards urban regeneration and revitalization through provision of affordable renatl accommodation in the inner city
Institutional transformation
Responsive leadership to manage and enhance service delivery
Building a financialy sustainable sound city
Stabilize (Enhance processes to ensure increase in rental and levies revenue.
2.1.2 Detailed contributing focus areas against priorities
Focus Areas Detailed Action Capital
Projects Operational Projects
Administration, organization and governance
• Build requisite capacity and streamline processes & systems
• Stakeholder engagement (Tenant education and management plan)
• Compliance with SHRA
All capital projects
Tenant education workshops
Finances • Enhance processes to ensure increase in rental revenue.
• Affordability assessment of tenants.
• Regularization policy development.
• Improved property management systems
Social housing development projects
Rental housing stock
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• Infrastructure development to increase revenue generation (rates & taxes)
Infrastructure services
• Development of social housing (Greenfield and Brownfield developments)
• Maintenance of existing brownfields projects
Greenfield and Brownfield
Feasibility studies, planning, detailed designs, project management, operations and maintenance
Focus Area
Detailed Action
Capital Projects Operational Projects
Economic nodes (Centurion Lake, Silverton, City Center)
• Development of affordable rental units in the city centre
Townlands (Pretoria Ext. 14 – 1200 social housing units) Sunnyside Erf 708 & 709 - 308 social housing units. (Private Investor partnership)
Timberlands (Erf 1113, Arcadia – 574 social housing units)
Industrial nodes (Rosslyn, Babelegi, Ekandustria, Odi / Garankuwa)
• Development of affordable rental units
Chantelle Ext. 39 (1079 units)
-
Focus Areas
Detailed Action Capital Projects
Operational Projects
Reliable services / Investor confidence
Infrastructure development (social housing development projects):
• Water and sewer reticulation • Bulk infrastructure (where required) • Roads and storm water • Effective and efficient management
of HCT’s rental stock
Towlands social housing project (1200 units over 3 years) Chantelle Extension 39 social housing project –internal reticulation
Maintenance of Eloff , Clarina, Silwerkroon etc
REVITALIZE
DELIVER
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and bulk infrastructure upgrade (1079 units over 2 years)
Sustainable services
Infrastructure development (mixed development, in-situ upgrading and infill projects):
• Water and sewer reticulation • Bulk infrastructure • Roads and storm water
All capital projects
Upgrading of bulk infrastructure improve the capacity to support the new social housing developments Maintainance of existing rental stock (brownfields):
- Eloff - Clarina - Silverskroons - Capital Park
S&D - Oosmoot - Claremont - Danville S&D
Integrated human settlements (closer to economic and social amenities)
• Social housing development (Greenfield and Brownfield projects):
• Water and sewer reticulation • Bulk infrastructure • Roads and storm water
All capital projects
Projects under planning & detailed designs:
- Timberlands (detailed designs)
The City’s Strategic Pillars: In support of the above priorities; the City has also developed five Strategic Pillars, ie Pillar 1: A City that facilitates economic growth and job creation Pillar 2: A City that cares for residents and promotes inclusivity Pillar 3: A City that delivers excellent services and protects the environment Pillar 4: A City that keeps residents safe Pillar 5: A City that is open, honest and responsive
Priorities & Focus Areas
The entity has developed the Strategic Objectives below to give effect to the
execution of its mandate. The HCT’s strategic goal is to provide social housing
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to meet the needs of the City of Tshwane residents and as such is supported by
the following objectives:
Strategic Objective 1:
Provision of new Social Housing units on a sustainable basis.
Strategic Objective 2:
Effective and efficient management of HCT and Social Housing portfolio.
Strategic Objective 3:
Strive for Financial sustainability by 2019.
Strategic Objective 4:
Promote and practice sound governance.
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City Priorities
Departmental Focus Areas
Departmental Objective Key Performance Indicator
Stabilise Stabilise service delivery through the development and implementation Integrated Affordable Rental Housing Strategy
Stabilize processes to ensure increase in rental revenue.
Building a financialy sustainable sound entity
Increase rental collection
Increase levies collection
Maintaining entity asset liquidity to an acceptable level
Manage budget processes of the entity in accordance with regulatory frameworks velopment of BEE & SMME’s
Revitalise
Revitalise brownfield structures, provision of infrastructure services, and targeting of identified spatial economic zones.
Revitalise Urban growth/dismantling poverty and inequality
Safe and well maintained buildings.
Promote and provide effective support to SMME’s
Turnaround in resolving tenant maintenance requests
Turnaround in resolving tenant complaints
Development of BEE & SMME’s
Deliver Deliver services by developing and managing affordable rental housing in the City of Tshwane. Acquisition of the viable brownfields rental stocks from the CoT
Provide new Social Housing units on a sustainable basis and receive a transfer of CoT rental units on a piecemeal approach
Increase in number of new social housing units built (Townlands, Timberlands & Chantelle x 39) Acquire and Increase brownfields rental stocks by 266 units( transfer from COT)
Promote effective and efficient management of HCT and Social Housing portfolio (manage social housing stock in accordance with industry norms, and standards as defined by the social housing regulator from time to time).
Occupancy level in units under management
Turnaround in resolving tenant maintenance requests
Turnaround in resolving tenant complaints
Review and approval of Internal Governance Structures and Processes
Policy review and approval i.e. Supply Chain, Delegations of Authority, Human Resources, Marketing & Communication, Management , Financial and Internal control
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2.1.3 Aligning Transformation Areas with City Priorities & Focus
Table 2: Transformation & Priority Areas Alignment
2.1.3 Aligning Transformation Areas with City Priorities & Focus Programs/projects linked to the Strategic Outcomes of the City
Transformation Areas Focus Area City Priorities Key Performance Indicators
Economic Transfromation Revitalise urban growth/dismantling poverty and inequality.Stabilize (maintaining transparent procurement processes as required by the SCM Regulations) Revitalise economic nodes (City centre - Marabastad)
Economic growth and creation of jobs
Development of BEE & SMME’s Increase in number of new social housing units built (Townlands, Timberlands & Chantelle x 39)
Spatial transformation Deliver and provide social housing development (Greenfield and Brownfield projects, closer to economic and social amenities. Deliver an effective and efficient management of HCT’s rental stock
Service delivery excellence and innovation
Promoting a safe and healthy City
Increase in number of new social housing units built (Townlands, Timberlands & Chantelle x 39) Turnaround in resolving tenant maintenance requests Turnaround in resolving tenant complaints
Human capital potential Empowerment such as mentoring, training seminars, workshops, internship programs and formal courses Bringing people closer to work, economic and other social amenities.
Participation, collaboration and partnership
Tenant education
Institutional transformation Stabilize and enhance processes to ensure increase in rental and levies revenue.
Service delivery excellence and innovation
Increase rental collection Increase levies collection Maintaining entity asset liquidity to an acceptable level Manage budget processes of the entity in accordance with regulatory frameworks
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2.1.4 KEY SERVICE DELIVERY SYSTEMS REENGINEERING
The following processes and systems have been identified as areas requiring value chain improvement towards efficient and effective service delivery.
Property Development
Process/ System
Application of the Property Development Policy on all HCT Greenfield Projects.
Fast track development of existing social housing projects.
Purpose To ensure effective and efficient planning and execution of the
social housing projects
To deliver affordable social housing units.
Status Quo
Maintaining and improving the property development plan.
Development process is going slow due to lack of funding.
Desired Process Outcome
Only financially viable and sustainable Greenfield Projects must be executed in terms of the SHRA.
Fast track development of existing social housing projects.
System Needs for 2017/18
Analysing various alternative development methods and methodologies and their current economic status.
Ensure effective procurement processes.
Funding
Property Management
Process/ System
Application of the tenant management
Policy on the HCT Rental stock.
Rental application system.
Complaints management system.
Tenant billing.
Building management System
Purpose
To ensure only qualifying tenants are accommodated to improve revenue collection.
To enable verification of an application at time of application and indicate credit worthy of a potential tenant.
To ensure tenant are satisfied with the services provided
To ensure effective accurate billing
To ensure effective maintenance record and life cycle of buildings
Status Quo
Establish and maintain the property management plan.
No system to verify, but reliability on documents submitted by potential tenant.
Manual system in place
Pastel and manual system
No system
Desired Process Outcome
Only qualifying tenants must be allocated in the HCT’s rental stock in terms of the SHRA.
Procure a system/ subscribe to a web based system to verify and vet potential applicants.
Electronic ticketing system for efficiency
Automated billing system
Building management system that can intergrate into property management
System Needs for 2017/19
Screening of tenants and their current economic status.
Review legibility of tenants status.
New system to assist in qualified verification of applicants.
Electronic automated CRM system intergrated into property management
Intergrated property management system
Intergrated BIS system
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Finance Management
Process/ System
Application of the Tenant Management Policy on the HCT Rental stock.
Rental application system.
Purpose
To ensure only qualifying tenants are accommodated to improve revenue collection.
To enable verification of an application at time of application and indicate credit worthy of a potential tenant.
Status Quo
Establish and maintain the property management plan.
No system to verify, but reliability on documents submitted by potential tenant.
Desired Process Outcome
Only qualifying tenants must be allocated in the HCT’s rental stock in terms of the SHRA.
Procure a system/ subscribe to a web based system to verify and vet potential applicants.
System Needs for 2017/20
Screening of tenants and their current economic status.
Review legibility of tenants status.
New system to assist in qualified verification of applicants.
Human Resources
Process/ System
Empowering members of staff, by means of:
Mentoring, attendance of workshops, seminars, lectures, enrolment for post-matric and post-graduate courses where applicable.
Purpose To enable the HCT to function more effectively and efficiently in order to
deal with the challenges and to deliver on the mandate as an SHI.
Status Quo
Seminars and workshops presented by SHRA and NASHO and were attended by senior and middle management.
Desired Process Outcome
Better skilled and empowered members of staff. Retention of existing staff and attraction of potential employees with the apposite skills.
System Needs for 2017/20
Identifiying and targeting those members of staff who could benefit from further training and education. Also, identifying institutions and organisations that can offer training and education in this regard.
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3. Capex and Opex project Budget Alignment
3.1 CAPEX PROJECTS
The following section seeks to align budget with proposed projects.
Table 5: Project alignment with draft MTREF
Focus Area City Priority
Project Name Project Number
Capex/Opex 2017/18 Approved 2017/18 projected deliverables
2018/19 Budget
2019/20 Budget
Spatial Transformation Area
Deliver: 1200 social housing units
Townlands Capex R82 438,376 250 social housing units
R95,990,687
Spatial Tranformation Area
Deliver: 1074 social housing units
Chantelle X 39 Capex R 34,000,000 20% installation of bulk services
R37,000,000
Spatial Tranformation Area
Deliver: 1074 social housing units
Chantelle X 39 Capex R 13,256,025 100% completion of the internal reticulation
Spatial Tranformation Aarea
Deliver: 574 social housing units
Timberlands Capex R5,322,177 Approved detailed designs
R30,000,000
Spatial Tranformation Area
Deliver 264 social
Sunnyside Capex R7 000 000 Upgrading bulk infrastructure services
R5,000,000
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housing units
3.2 OPEX PROJECTS
The table below lists operational budget funding operational projects costed at R5m and above.
Table 6:Operational Projects
Project Name CAPEX project supported if applicabel
2017/18 Approved Budget
2017/18 projected deliverables
2018/19 Budget indicative
2018/19 projected deliverables
2019/20 Budget 2019/20 projected deliverables
Timberland Social Housing
- R 1 480 317.00 Approval on Pre-planning studies
0 0 0 0
3.3 CAPITAL PROJECT CONFIRMATION
This section provides a list of projects approved in the 2017/18 MTREF.
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33
Table 7: 2017/18 Provisioned Projects per ward / region
Project Name Project
Number
Budget 2017/18
Budget Source (list)
Area of implementation Benefiting Areas
Region Ward Region Ward
Chantelle X 39 R 34 000 000
CoT internal funds (Department of Human Settlements & Priority Projects in CM’s office)
Region 1
04 Pretoria North
Ward 04
Chantelle X 39 R 13 256 025
USDG Region 1
04 Pretoria North
Ward 04
Townlands R82 438 376
SHRA; HSDG; CoT Internal funds(Department of Human Settlements & Priority Projects in CM’s office
Region 3
58 Pretoria Central
Ward 58
Sunnyside Erf 708 & 709 R7 000 000
CoT Internal funds(Department of Human Settlements & Priority Projects in CM’s office
Region 3
92 Pretoria Central
92
Timberland R 5,322 177
HCT – Internal funds
Region 3
81 Pretoria Central
Ward 81
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3.4 CAPITAL PROJECT OUTPUTS
The following are Capital Projects Outputs which will reflect in the approved SDBIP. The Capital Project Output will also be used to monitor and evaluate project performance.
Table 8: Capital Project Output
Project Name
Project Number
Budget 2017/18 Capital Output Measure / Indicator
Annual Delivery Target
Quarter 1 Quarter 2 Quarter 3 Quarter 4
Townlands R82 438,376 Number of new units developed
Provision of 250 social housing units
0 completed units
0 completed units
100 completed units
150 completed units
Chantelle X39
R13 256 025 Installation of internal reticulation
100% completion of the internal reticulation
0 0 Internal reticulation 100% Complete
Chantelle X 39 (bulk infrastructure upgrade)
R34 000 000 Bulk infrastructure upgraded
20% installation of bulk services
Conclusion of the specification and scope of works
Apponintment of professional team.Tender process and appointment
Site establishment and trenching
Pipe laying, bedding
Sunnyside Erf 708 & 709
R7 000 000 Number of new units developed
Upgrading bulk infrastructure services
Project handover from the City
Appointment of engineer
Appointment of the professional team, Tendering & appointment of the main contractor
Site establishment and trenching
Timberlands
R5 322,177 Number of new units developed
Approved detailed designs
Finalisation of the Town Plannin processes
Designs 100% completed and submitted to City
Submission to City Departments
Approved detailed designs
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Project Name
Project Number
Budget 2017/18 Capital Output Measure / Indicator
Annual Delivery Target
Quarter 1 Quarter 2 Quarter 3 Quarter 4
Departments for approval
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Departmental Division
Departmental Focus Area
Key Performance Indicator
2017/18Target Baseline Project Name
Budget Quarterly Targets
Quarter 1
Quarter 2 Quarter 3
Quarter 4
Property Development
Deliver and provide new affordable rental units
Number of new social housing units developed
250 units Site Clearance &
Platforms
Townlands
R82,438,376
0 completed units 0 completed units 100 completed
units
150 completed
units
Approved detailed
designs
Detailed design 20%
completed
Timberland
R5,322,177
Detailed design
25% completed
Detailed design 90%
completed
Submission to City
Departments
Approved detailed
designs
20% installation of bulk
services
New
Chantelle
X39
R34,000,000 0 Tendering and award Site establishment
and trenching
Pipe laying,
bedding
100% completion of the
internal reticulation
Tendering & Award
Chantelle
X39
R13,256,025 Site establishment
and trenching
Pipe laying, bedding
and backfilling
Internal
reticulation 100%
Complete
N/A
Upgrading bulk
infrastructure services
Detail design Sunnyside Erf 708 &
709
R7,000,000 0 0 Appointment of the
professional team,
Tendering &
appointment of the
main contractor
Site Establishment
and trenching
Property Management
Acquisition of brownfields rental stocks from the CoT
Number of rental units transferred from CoT to HCT
284 Self-sufficient Elderly Rental stock units transferred
121 rental units transferred
4
Capital Park S & D – 69 units Oosmoot (Villeria)– 60 units Claremont –(BetersWag) 50 units Danville S & D – 87 units
Danville Flats – 18
units
R7,516,939
maintenance provision
50 units
transferred
60 units transferred
174 units
transferred
N/A
Deliver services by developing and managing affordable rental housing in the City of Tshwane.
Occupancy level in units increased
96% 95% Eloff
R3,427,313
revenue
96% 96% 96% 96%
97% 95% Clarina
R983,880
revenue
97% 97% 97% 97%
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96%
95% Silwerkroon
R1,350,938
revenue
96% 96% 96% 96%
96% 95% Capital Park R532,164
revenue
n/a n/a 96% 96%
96% 95% Oosmoot (Villeria) R656,156
revenue
n/a n/a 96% 96%
96% 95% BeterWag (Claremont
50)
R539,667
revenue
n/a n/a 96% 96%
96% 95% Danville S & D and
Danville Flats
R877,931
revenue
n/a n/a 96% 96%
Turnaround in resolving tenant maintenance requests increased
80 % of the tenant maintenance requests are resolved within agreed turnaround time.
75%
Eloff, Clarina &
Silwerkroon
R755,782
76% 78% 79% 80%
Turnaround in resolving tenant maintenance requests increased
70 % of the tenant maintenance requests are resolved within agreed turnaround time.
35% Capital Park, Oosmoot
(Villeria), BeterWag
(Claremont 50),
Danville S & D and
Danville Flats
R755,782
n/a n/a 65% 70%
Turnaround in resolving tenant complaints increased
90% of the tenant complaints are resolved within agreed turnaround time.
80% Eloff, Clarina &
Silwerkroon
R655,782.10
Staff costs
84% 86% 88% 90%
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Turnaround in resolving tenant complaints increased
75% of the tenant complaints are resolved within agreed turnaround time.
35% Capital Park, Oosmoot
(Villeria), BeterWag
(Claremont 50),
Danville S & D and
Danville Flats
R655,782.10
Staff osts
n/a n/a 70% 75%
Finance & SCM
Revitalise Urban growth/dismantling poverty and inequality
Development of BEE & SMME’s
40% of total expenditure to be spent on procurement from BEE and SMME’s
31%
R65,767,869
33% 35% 37% 40%
Stabilise service delivery through the development and implementation Integrated Affordable Rental Housing Strategy
Manage budget processes of the entity in accordance with regulatory frameworks
95% of the annual budget spent
90% Budget management R342,619.28 Staff costs
25%
50%
70%
95%
Stabilize processes to ensure increase in rental revenue.
Rental revenue collected as a percentage of amount billed
Increase rental collection rate of billed units by 6% = 96%
90% Eloff R3,290,220 Cash flow
6% 6% 6% 6%
Increase rental collection rate of billed units by 6% = 96%
90% Silwerkroon R1,296,800 Cash flow
6% 6% 6% 6%
Increase rental collection rate of billed units by 6% = 95%
89% Oosmoot (Villeria) R623,348 Cash flow
n/a n/a 6% 6%
Increase rental collection rate of billed units by 6% = 95%
89% Capital Park R505,556 Cash flow
n/a n/a 6% 6%
Increase rental collection rate of billed units by 6% = 95%
89% BeterWag (Claremont
50)
R495,761 Cash flow
n/a n/a 6% 6%
Increase rental collection rate of billed units by 6% = 95%
89% Danville S & D and
Danville Flats
R834,040 Cash flow
n/a n/a 6% 6%
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Stabilize processes to ensure increase in levies.
Increase levies collection
rate of billed units by 8%
=30%
22% Clarina R295,164
Cash flow
8%
8% 8% 8%
Stabilise service delivery through the development and implementation Integrated Affordable Rental Housing Strategy
Entity asset liquidity maintained to an acceptable level
Achieving Liquidity Ratio of 1:1
Liquidity ratio of 1:1
R307,801
Staff costs
Liquidity ratio of
1:1
Liquidity ratio of 1:1 Liquidity ratio of
1:1
Liquidity ratio of
1:1
Governance Promote effective and efficient management of HCT and Social Housing portfolio
Internal Governance Structures and Processes reviewed and approved Policy review and approval i.e. Supply Chain, Delegations of Authority, Human Resources, Marketing & Communication, Management , Financial and Internal control
Entity annual strategic review and approval.
N/A Strategic review R355,612
Staff costs
N/A N/A Reviewed and
approved
N/A
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4. FINANCIAL IMPLICATION
Table 9: Summary of the Department’s MTREF
The financial information presented in this section is directly linked to the approved Programmed Budget for operational expenditure, as well as a proposed capital expenditure approved annually by the HCT board and the City of Tshwane
Budget Item Budget 2017/2018
Budget 2018/2019
Budget 2019/2020
Revenue by Source
Rental revenue 8,373,799 20,754,346 29,850,313
Interest earned - external investments
14,073 14,886 15,779
Interest – outstanding debtors
145,200 153,912 163,147
Transfers recognized - operating
31,275,090 36,275,090 38,161,395
Other revenue 65,553 69,358 75,296
Total revenue (excluding capital transfers and contributions)
39,873,715 57,267,592 68,265,930
Expenditure by Type
Employee costs 11,882,249 16,900,759 17,914,806
Directors remuneration
1,297,633 2,056,780 2,195,678
Other materials 749,037 1,769,223 1,895,740
Depreciation 971,944 1,001,053 1,022,019
Finance charges 239,811 195,717 151,561
Other expenditures
6,812,514 13,838,415 14,377,437
Contracted services
13,802,063 22,746,105 27,067,776
Total Expenses 35,755,250 58,508,051 64,625,017
Surplus/(Deficit) for the year
4,118,465 -1,240,459 3,640,913
Transfers recognised - capital
131,948,644 167,990,687 0
Surplus/ (Deficit) for the year 136,067,109 166,750,228 3,640,913
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Table 10: Summary Capital Expenditure
BUDGET ITEMS 2017/18 2018/19 2018/19
CAPEX 142,016,578 167,990,687 0
OPEX 1,039,480 500,000 500,000
TOTAL 143,056,058 168,490,687 500,000
Table 11: Detailed Capital Expenditure
Expenditure Budget 2017/2018
Budget 2018/2019
Budget 2019/2020
Townlands project (1,200 units)
82,438,376 95,990,687
Timberlands project (574)
5,322,177 30,000,000
Sunnyside (264) 7,000,000 5,000,000
Chantelle (1,074) 47,256,025 37,000,000
IT Equipment 100,000 100,000 100,000
Furniture & Office Equipment
200,000 250,000 250,000
Other FA 739,480 150,000 150,000
Total Budget 143,056,058 168,490,687 500,000
Contribution towards Financial Turnaround
Financial Objectives
Strategic Levers
Baseline Proposed intervention
Details of intervention
Target by the end of 2017/18
Increase Revenue
Collection R 3.4 Million (gate takings)
Improve credit control and debt management mechanisms
Improve collection on monthly rental payments through implementation of debt management
6% increase
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and credit control policy
Increase in the rental Stock
158 Units
Increasing the Entity’s property portfolio
Development of new rental properties and the transfer of the City’s self sufficient elderly stock
328 Units
5.2 Contribution towards Financial Turnaround
Table 11: Revenue Generation streams
Financial Objectives
Strategic Levers
Baseline
Proposed intervention
Details of intervention
Target by the end of 2017/18
Increase Revenue
Collection
90%
• Improve credit control and debt management mechanisms
• Improve collection of monthly rental payment through implementation of debt collection and credit control measures
6% increase
Stock Increase
100 Units
• Increasing the property potfolio of the entity.
• Construction of new units.
• Transfer of the all the self sufficient elderly rental stock from the
500 Units
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City to the entity.
5.3 Resources Planning and Financial Requirements Table 12: Staff vs Contracted Services Expenditure
TOTAL STAFF EXPENDITURE
Previous Financial
year (2016/17)
Next Financial
Year (2017/18)
Next Financial
Year (2018/19)
Projected Percentage
Growth/Decrease
Salaries and wages( etc. directors remunerations)
12,094,371 18,957,538
20,110,484
57%
Contracted services
3,072,503 22,746,105
27,067,776
640%
Totals 15,166,874 41,703,643 47,178,260 175%
The contrated services reflect high amount as compared to the previous financial year due to MSCOA mapping but if the previous financial year had to be mapped that will be lower due to planning phase of both Townlands and Timberlands projects that was completed in 2015/2016.
6. RISK ASSESSMENT
The entity will liaise with the risk enterprise department of the City to review the risk register on a quarterly basis. All the departments of the HCT underwent training which was offered by the risk enterprise department. The entity is improving in risk management and risk is a standing item in the Board, Committee and Management meetings. Table 13: Risks and Mitigation Actions
Risk High/
Medium/Low impact
Current Controls to mitigate risk
Actions to improve management of risk
Time frame
Inability to provide social housing units and affordable housing units
Low Maintaining of Conditional Accreditation with the SHRA in order to access grant funding for construction of social housing units.
Submission of funding proposals to the SHRA, GPF and NHFC.
On-going
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44
Risk High/
Medium/Low impact
Current Controls to mitigate risk
Actions to improve management of risk
Time frame
Non-compliance with MFMA, Social Housing Act and Rental Housing Act
Medium The HCT now has a Supply Chain Management Policy and submits a Quarterly Reporting Tool to the SHRA.
Authority to deviate from procurement processes is now vested in the CEO only, and HCT observes and implements consequence management.
On-going
Inadequate levies collection
High Levies defaulters have been handed over. The HCT hold tenant meetings to motivate & encourage payment of levies. Letters of demand are sent to levies defaulters.
The HCT has established a satellite client service office in Clarina for improved collection of levies and management of arrears. Also, levies defaulters now face eviction.
30-Jun-18
Lack of IT Governance
High IT Governance is a standing item at Board and Committee meetings.
The HCT will adopt the CoT’s IT Governance Framework and Policies.
30-Jun-18
Fraud and Corruption
High The HCT has a Fraud and Anti-Corruption Policy.
Suspicion of fraud and risk to be investigated by an HCT ad hoc Disciplinary Committee as well as the Forensic Unit of Internal Audit Division of the CoT.
30-Jun-18
7. CONCLUSION
The HCT’s strategic objectives include the provision of new social housing units on a sustainable basis, the effective and efficient management of the HCT’s and Social Housing portfolio, as well as ensuring the financial sustainability of the company. To achieve this, the HCT needs to achieve the following targeted 2017/18 outputs:
Completion of the construction of 200 units in Townlands;
Completion and approval of the detail design process in the Timberlands project;
Installation of internal reticulation and bulk services for the 1074 units for Chantelle’s social housing project;
Retention of the Conditional Accreditation status with Social Housing Regulatory Authority (SHRA).
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45
Successfull take-on and management of all the City’s self sufficient elderly units. The achievement of the HCT’s set objectives is dependent on the co-operation of and collaboration with specific Departments of the City. The table below summarizes these dependencies:
Challenges Interventions implemented Assistance required
1 HCT / CoT SDA. Escalated to the Head od Department: Housing and Huamn Settlements
Signing of the new HCT / CoT SDA
2 Planning approvals.
Meetings with CoT Service Departments.
Improvement of turnaround times of city planning approvals.
3 Project Funding. Adjusting of budget to put some social housing projects on hold.
A Council resolution granting HCT permission to raise loan funding for construction of social housing projects
4. Transfer of CoT-owned rental stock.
Residents / Tenants of Nuwe Stalshoogte, Ou Stalshoogte and JJ Bosmanshuis made it clear to the Housing and Human Settlements Department that they refuse to be managed by the HCT.
CoT to assist HCT with consultation with residents / tenants and Secondment of CoT staff.
5 Allocation of unemployed and Indigent ex-Schubart Park residents in the Clarina Building which is managed by HCT. These tenants are not paying the levies agreed upon.
The HCT engaged the Housing and Human Settlements Department apropos this issue.
Approved and registered Indigent tenants must be excluded from the calculation of levies collection rate. HCT to implement its debt management and credit control policies.
6 Lack of sufficient Maintenance / Refurbishment funds of the CoT transferred buildings
The HCT will engage the CoT for additional maintenance funds to cover the shortfall of the historical maintenance
Sufficient Maintenance / Refurbishment funds
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Annexure1: DETAILED DRAFT DEPARTMENTAL BUDGET 2017/18
Housing Company Tshwane - Table E2 Adjustments Budget - Financial Performance (revenue and expenditure) -
Description Ref
Budget Year 2017/18 Budget Year +1
2018/19 Budget Year +2
2019/20
Original Budget
Other Adjusts.
Total Adjusts.
Adjusted Budget
Adjusted Budget Adjusted Budget
5 6 7
R thousands A E F G
Revenue By Source Rental of facilities and
equipment 10,176 (1,802)
(1,802) 8,374 20,754 29,850
Interest earned - external investments 25 (11)
(11) 14 15 16
Interest earned - outstanding debtors 106 40
40 145 154 163
Transfers and subsidies 31,275 – – 31,275 36,275 38,161
Other revenue 87 (21) (21) 66 69 75
Gains on disposal of PPE
– –
Total Revenue (excluding capital transfers and contributions)
41,669 (1,795)
(1,795)
39,874 57,268 68,266
Expenditure By Type
Employee related costs 14,594 (2,711)
(2,711) 11,882 16,901 17,915
Remuneration of Directors 1,377 (79)
(79) 1,298 2,057 2,196
Debt impairment – –
Depreciation & asset impairment 324 648
648 972 1,001 1,022
Finance charges 240 (0) (0) 240 196 152
Other materials 1,452 (703) (703) 749 1,769 1,896
Contracted services 11,191 2,611 2,611 13,802 22,746 27,068
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Other expenditure 9,046 (2,234)
(2,234) 6,813 13,838 14,377
Loss on disposal of PPE – –
Total Expenditure 38,224 (2,468)
(2,468) 35,755 58,508 64,625
Surplus/(Deficit) 3,445 673 673 4,118 (1,240) 3,641
Transfers and subsidies - capital (monetary allocations) (National / Provincial and District) 110,626 21,322
21,322 131,949 167,991
Transfers and subsidies - capital (in-kind - all)
– –
Surplus/(Deficit) before taxation
114,072 21,996 21,996
136,067 166,750 3,641
Taxation – –
Surplus/ (Deficit) for the year 114,072 21,996
21,996 136,067 166,750 3,641
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48
Housing Company Tshwane - Table E4 Adjustments Budget - Financial Position -
Description Ref
Budget Year 2017/18 Budget Year +1
2018/19 Budget Year +2
2019/20
Original Budget
Other Adjusts. Total
Adjusts. Adjusted Budget
Adjusted Budget
Adjusted Budget
5 6 7
R thousands A E F G
ASSETS
Current assets
Cash 1 11,892 (160) (160) 11,732 5,026 2,507
Consumer debtors 241 11 11 252 852 1,052
Other debtors 167 52 52 219 234 248
Total current assets 12,300 (97) (97) 12,203 6,112 3,807
Non current assets
Long-term receivables – –
Investment property 13,500 (13,500) (13,500) –
Property, plant and equipment 194,943 17,873 17,873 212,815 380,806 549,297
Intangible 5 (0) (0) 5
Other non-current assets – –
Total non current assets 208,448 4,373 4,373 212,821 380,806 549,297
TOTAL ASSETS 220,748 4,276 4,276 225,024 386,918 553,104
LIABILITIES
Current liabilities
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Bank overdraft 1 – –
Borrowing 315 – – 315 315 315
Consumer deposits 527 – 527 977 2,402
Trade and other payables 953 (76) (76) 877 929 985
Provisions 577 68 68 645 678 719
Total current liabilities 2,372 (8) (8) 2,363 2,899 4,421
Non current liabilities
Borrowing 1,227 – 1,227 911 596
Provisions – –
Total non current liabilities 1,227 – – 1,227 911 596
TOTAL LIABILITIES 3,599 (8) (8) 3,590 3,811 5,017
NET ASSETS 2 217,149 4,284 4,284 221,433 383,107 548,087
COMMUNITY WEALTH/EQUITY
Accumulated Surplus/(Deficit) 212,536 (4,739) (4,739) 207,797 369,470 534,451
Reserves 9,023 9,023 9,023 9,023 9,023
Share capital 4,614 – – 4,614 4,614 4,614
TOTAL COMMUNITY WEALTH/EQUITY 2 217,149 4,284
4,284 221,433 383,107 548,087
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50
Housing Company Tshwane - Table E5 Adjustments Budget - Cash Flows -
Description Ref
Budget Year 2017/18 Budget Year +1 2018/19
Budget Year +2 2019/20
Original Budget
Other Adjusts.
Total Adjusts.
Adjusted Budget
Adjusted Budget
Adjusted Budget
5 6 7
R thousands A E F G
CASH FLOW FROM OPERATING ACTIVITIES
Receipts
Property rates 8,008 (506)
(506) 7,503 15,298 22,462
Service charges – –
Other revenue 87 (21)
(21) 66 69 75
Government - operating 31,275 – – 31,275 36,275 38,161
Government - capital 110,626 21,322
21,322 131,949 167,991
Interest 131 28
28 159 169 179
Payments
Suppliers and employees (24,225) (103)
(103) (24,328) (57,507) (62,429)
Finance charges (240) 0
0 (240) (196) (152)
Dividends paid – –
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Transfers and Grants – –
NET CASH FROM/(USED) OPERATING ACTIVITIES 125,662
20,721
20,721 146,383 162,100 (1,703)
CASH FLOWS FROM INVESTING ACTIVITIES
Receipts
Proceeds on disposal of PPE – –
Payments
Capital assets (122,175) (20,882)
(20,882) (143,056) (168,491) (500)
NET CASH FROM/(USED) INVESTING ACTIVITIES (122,175)
(20,882)
(20,882) (143,056) (168,491) (500)
CASH FLOWS FROM FINANCING ACTIVITIES
Receipts
Borrowing long term/refinancing – –
Payments
Repayment of borrowing (315) – – (315) (315) (315)
NET CASH FROM/(USED) FINANCING ACTIVITIES (315)
– – (315) (315) (315)
NET INCREASE/ (DECREASE) IN CASH HELD 3,172 (160)
(160) 3,012 (6,707) (2,518)
Cash/cash equivalents at the year begin: 8 8,720 – 8,720 11,732 5,026
Cash/cash equivalents at the year end: 8 11,892 (160)
(160) 11,732 5,026 2,507
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Housing Company Tshwane - Supporting Table SE6a Adjustments capital expenditure on new assets by asset category -
Description Ref
Budget Year 2014/15 Budget Year +1 2015/16
Budget Year +2 2016/17
Original Budget
Other Adjusts.
Total Adjusts. Adjusted Budget
Adjusted Budget
Adjusted Budget
12 13 14
R thousands 1 A F G H
Capital expenditure on new assets by Asset Class/Sub-class
Other assets 121,825
20,882
20,882
143,056
168,141
150
Operational Buildings 580
159 159
739
150
150
Municipal Offices 580
159 159
739
150
150
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53
Capital Spares – –
Housing 121,245
20,772
20,772
142,017
167,991
–
Staff Housing –
–
Social Housing 121,245
20,772
20,772
142,017
167,991
Capital Spares – –
Computer Equipment 100
– –
100
100
100
Computer Equipment 100 –
100
100
100
Furniture and Office Equipment 250
(50)
(50)
200
250
250
Furniture and Office Equipment 250
(50)
(50)
200
250
250
Total Capital Expenditure on new assets to be adjusted 1
122,175
20,882
20,882
143,056
168,491
500
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54
Annexure 2: DETAILED RISK REGISTER
180
55
No
Strategic and Business Objectives
Date Risk Identified
Risk Description
Root Cause
Consequence
Imp
act
Lik
eli
ho
od
Inh
ere
nt
Ris
k
Existing Control
Control Type
Perceived Control effectiveness
Resi
du
al
Ris
k
1 Provide new Social Housing units on a sustainable basis
08-Jul-16
Inability to provide social housing
1. Delays in obtaining approved plans and designs from the relevant authorities. 2. Inadequate funding. 3. Lack of Capacity in Supply Chain/Procurement of Professional Teams and Main Contracts.
1. Non accreditation from Social Housing Regulatory Authority (SHRA). 2. Poor service delivery. 3. Reputational damage.
Severe/Catastrophic
5 Almost Certain
5 Critical
25
1. Property development policy. 2. SLA with developers. 3. Service Delivery Agreement with CoT. 4. Detailed designs. 5. Conditional accreditation on level 2 have been granted by SHRA. 6. Funding secured for 100 units for 2016/17 Financial year. 7. Supply Chain Policy 8.SDA with CoT.
Preventative
Good
0.30
Low
8
181
56
No
Strategic and Business Objectives
Date Risk Identified
Risk Description
Root Cause
Consequence
Imp
act
Lik
eli
ho
od
Inh
ere
nt
Ris
k
Existing Control
Control Type
Perceived Control effectiveness
Resi
du
al
Ris
k
units and affordable housing units
182
57
No
Strategic and Business Objectives
Date Risk Identified
Risk Description
Root Cause
Consequence
Imp
act
Lik
eli
ho
od
Inh
ere
nt
Ris
k
Existing Control
Control Type
Perceived Control effectiveness
Resi
du
al
Ris
k
2 Promote effective and efficient management of HCT and Social
11-Jul-17
Non-compliance with MFMA, Social H
1. Non-adherence to Financial Procedures and Processes. 2. Non-adherence to Supply Chain Policy. 3. Non-existance of Finance and Supply Chain templates 4. Critical Finance Posts not filled. 5. Non-adherence to Tenant and Property Management Processes, Procedures and Good Practices. 6. Lack of knowledge and competence in rental and social housing by middle and senior managers.
1. Adverse audit opinions. 2. Loss of accreditation from SHRA.
Severe/Catastrophic
5 Likely
4 Critical
20
1. Finance Policies and Processes 2. Supply Chain Policy 3. Tenant Management Policy, Processes and Procedures 4. Organisational Performance Management System 5. Quarterly Compliance Checklist
Detective
Satisfactory
0.50
Medium
10
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58
No
Strategic and Business Objectives
Date Risk Identified
Risk Description
Root Cause
Consequence
Imp
act
Lik
eli
ho
od
Inh
ere
nt
Ris
k
Existing Control
Control Type
Perceived Control effectiveness
Resi
du
al
Ris
k
Housing Portfolio
ousing Act and Rental Housing Act
3 Strive
08-
In
1. Delay in construction of Social
1. Over-reliance on CoT
Sev
5 Alm
5 Cri
25
1. Service Level Agreements
Cor
We
0.
Hi
18
184
59
No
Strategic and Business Objectives
Date Risk Identified
Risk Description
Root Cause
Consequence
Imp
act
Lik
eli
ho
od
Inh
ere
nt
Ris
k
Existing Control
Control Type
Perceived Control effectiveness
Resi
du
al
Ris
k
for Financial sustainability by 2019
Jul-16
adequate levies and rental revenue.
housing projects in order to increase number of Greenfields units. 2. Delay in transfer of rental stock from CoT to HCT in order to increase number of brownfields units. 3. Poor levies collection by HCT because of low levies payment rate by Clarina residents.
Operational Grant. 2. Non-achievement of break-even point.
ere/Catastrophic
ost Certain
tical
with Project Teams. 2. Council Resolution for transfer of Silverkroons ( units), Ou/Nuwe Stalshoogte ( units) and Bosmanshuis ( units). 3. Rent Collection Policy. 4. Arrears Management Policy. 5. Rental Housing Tribunal.
rective
ak
70
gh
185
60
No
Strategic and Business Objectives
Date Risk Identified
Risk Description
Root Cause
Consequence
Imp
act
Lik
eli
ho
od
Inh
ere
nt
Ris
k
Existing Control
Control Type
Perceived Control effectiveness
Resi
du
al
Ris
k
4
Promote sound governance
08-Jul-16
Lack of IT governance
1. The HCT Board has not been responsible for IT Governance as required by Chapter 5 of King III.
1. Non-compliance to relevant Regulations, Acts and Codes of
Severe/Catastrophic
5 Almost Certain
5 Critical
25
1. Quarterly ICT Governance report. 2. Quarterly Compliance Checklist.
Preventative
Satisfactory
0.50
High
13
08-Jul-16
Possible Frau
Lack of adequate control systems
Real time information on corrupt activities
Major
4 Moderate
3 Medium
12
None Preventative
Weak
0.70
Low
8.4
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61
No
Strategic and Business Objectives
Date Risk Identified
Risk Description
Root Cause
Consequence
Imp
act
Lik
eli
ho
od
Inh
ere
nt
Ris
k
Existing Control
Control Type
Perceived Control effectiveness
Resi
du
al
Ris
k
d and corruption
187
62
Management perceived control effectiveness
No Management Action plan
Q1 Progress Inception Date of
Plan
Risk Owner
Action Owner
Target Date
1 1. To develop 100 units for town lands. 2. Development of Project Development Strategy [that includes greenfields, i.e. Social housing and CRU; refurbishments; transfer of rental stock from CoT; FLISP and student accommodation]. 3. Proper costing and budgeting for projects 4.Development of Project Development Plans 5. Training of Property Development Staff in Contract Management and Construction Contract Management. 6. Building of credible pipeline of projects 7. Lobbying for more funding for social housing.
1. The tender for the procurement of the main contractor for the construction of the 100 units had been advertised and closed on the 30th of September 2016. The appointment of the successful bidder is expected during October 2016 and the construction will commence November 2016. 2. The project development strategy for the development of greenfield projects has been drafted. 3. The preliminary investigations and analysis of services required and cost estimates for projects has been undertaken for all the greenfield projects. 4. The project development plans has been compiled. 5. The training for Engineering and construction contract management has been attended between the 25th to 30th of September 2016. 6. The project pipeline for greenfield projects and CRU has been established. 7. The City of Tshwane, the Provincial Department of Human Settlements through (GPF) and Social Housing Regulatory Authority (SHRA) has been engage for funding the developments.
30-Sep-16 CEO Property Development Manager
30-Jun-17
2 1. Authority to deviate now rests with Accounting Officer. 2. Stickler Implementation of Consequential Management. 3. Development of Finance Templates. 4. Development of Supply Chain Templates. 5. Appointment of a CFO. 6. Workshop on Tenant and Property Management. 7. Workplace Skills Plan to include training and development for Leasing officer, Credit Controller, Caretaker, Maintenance officer and Property Manager in Tenant Management and Property Management. 8. Senior Managers to attend Municipal Finance Course.
2. In place 3. In progress 4. In progress 5. Envisaged in the 3rd quarter of 2016/16 6. The property management unit is working on this 7. The SCM tea m is sourcing out quotation, will be done soon 8. In The CEO, is enrolled for this.
30-Jun-16 CEO COO 30-Jun-18
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63
Management perceived control effectiveness
No Management Action plan
Q1 Progress Inception Date of
Plan
Risk Owner
Action Owner
Target Date
3 1. Acceleration of bulk installation and construction of 100 units in Townlands. 2. Acceleration of bulk installation and construction of 130 units in Sunnyside. 3. Acceleration of detailed designs of 574 unit’s social housing projecting Timberland. 4. Acceleration of detailed designs of 1,131 units social housing project in Chantelle Extension. 5. Consultations with residents/tenants of Ou/Nuwe Stalshoogte and Bosmanshuis to be facilitated and concluded. 6. Stricter credit control and stringent levies arrears management processes to be followed. 7. Decentralize client service. 8. Eviction of tenants who refuse to pay levies.
1. The installation of the sewer pipeline has started and expected to be completed November 2016. 2. The tender for the procurement of the main contractor for the construction of 130 units has been advertised and close on the 3rd of October 2016. The installation of the bulk services has been incorporated in to the scope of works for the main contractor and it will start November 2016. 3. The preliminary design report and cost estimates for the Timberland project has been completed. The report indicated that the project is feasibly for the construction of 574 units and this will now inform the detailed design development 4. The detailed design for Chantelle has been completed. Approval of the design drawings is expected March 2017 and construction will commence on July 2017. 5. Consulting with the residents of Stalshoogte and Bosmanhuis to be facilitated and concluded. According to a Council resolution, the properties are to be handed over to the HCT for Management thereof. HCT’s Management has attempted to “facilitate” the handing over process. The effort was rewarded with success as far as Silwerkroon is concerned. However, the Stalshoogte and Bosmanhuis residents were most uncooperative and unreceptive to the takeover by the HCT. The HCT Management has no locus stand and was not supposed to, or empowered to negotiate with the afore-mentioned residents in the first place. It is crystal clear that the Department of Human Settlements and Housing must hand over the above-mentioned properties in the fashion as they did with the Silwerkroon properties. Within that, the HCT is awaiting the official, formal handing over of Stalshoogte, Bosmanhuis and others as per the Council resolution. 6. Stricter credit control and stringent levies arrears management to be followed. The HCT agrees that levies should be collected form Clarina residents. However, the HCT is faced with some serious challenges in this regard as enunciated hereunder: A number of Clarina residents are unemployed and do
30-Dec-16 CEO COO 30-Jun-17
189
64
Management perceived control effectiveness
No Management Action plan
Q1 Progress Inception Date of
Plan
Risk Owner
Action Owner
Target Date
not have any sustainable income. Some of the residents are in fact employed, but are not paying their levies. After intervention by the HCT, most of these employed residents are now paying the levies. Importantly, some of them have even made arrangements to pay off the arrears. The PIE Act, however, makes it extremely difficult to evict defaulting residents. Worse still, the City tenants the units and the HCT is not allowed to do the vetting and the tenanting. 7. A satellite office has been established at Clarina to give effect to the decentralization of client services. 8. The short answer to this conundrum apropos residents, who refuse to pay levies, is eviction. However, eviction is a long outdrawn, onerous, costly and uncertain process. The PIE Act makes it almost impossible to evict defaulters. It is instructive to note that this is the reason why the ex-Schubert residents are at Clarina and other properties in the City in the first place. Moreover, mechanism and strategies are being investigated on the issue on why residents are not paying their levies and the consequences of non-payment.
190
65
Management perceived control effectiveness
No Management Action plan
Q1 Progress Inception Date of
Plan
Risk Owner
Action Owner
Target Date
4 1. To appoint IT personnel. 2. Development of ITS Governance Framework (IT Governance Charter, IT Strategy, IT Policy, IT Plan). 3. Appointment of an IT Officer. 4. Board IT Report (on IT Investment and IT Expenditure). 5. Development of IT Risk Register. 6. Development of Information Management System. 7. Development of ITS Business Continuity Plan. 8. Development of Information Security Strategy. 9. Finance and Risk Committees Terms of Reference to include carrying out IT responsibilities on behalf of the Board.
1. Envisaged in 3rd quarter of 2016/17 2. in drafting stage 3. Appointed in the 1st quarter of 2016/17 4. in drafting stage 5. in drafting stage 6. in drafting stage 7. in drafting stage 8. in drafting stage 9. done
30-Mar-17 COO HR June 2018
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66
Annexure 3: EMPLOYMENT EQUITY PLAN
Current Employment Equity Profile
Black Indian White Coloured Total
Males 18 0 0 1 19
Females 19 0 1 0 20
Total 37 0 1 1 39
0
5
10
15
20
25
Ris
k e
xpo
sure
pe
r id
en
tifi
ed
str
ate
gic
risk
Identified strategic risks by the workshop participants
Inherent vs. Residual exposure per identified strategic risk
Inherent risk exposure
Residual risk exposure
Employment Equity Plan 2021
Black
Indian
White
Coloured
Total
Males 14 1 2 1 11
Females
16 1 2 2 11
Total 30 2 4 3 39
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1
Annexure “E” Reference No 82951/1 Fikile Rasmeni (1182) MAYORAL COMMITTEE:
OFFICE OF THE CITY MANAGER TSHWANE ECONOMIC DEVELOPMENT AGENCY (TEDA) REVISED BUSINESS PLAN 2017/18
1. PURPOSE
The purpose of the report is to request approval for the amendment/revision of the 2017/18 Business Plan for Tshwane Economic Development Agency (TEDA). The revised 2017/18 TEDA's Business Plan is attached as Annexure A.
2. STRATEGIC PILLARS 2.1 A CITY THAT FACILITATES ECONOMIC GROWTH AND JOB CREATION 2.2 A CITY THAT CARES FOR RESIDENTS AND PROMOTES INCLUSIVITY 2.3 A CITY THAT IS OPEN, HONEST AND RESPONSIVE 3. BACKGROUND
The Shareholder Operations Unit is concerned with reviewing, monitoring and “overseeing” the affairs, practices, activities, behaviour and conduct of municipal owned entities (MOEs) to ensure the City of Tshwane that the business of MOEs is being conducted in a manner expected in accordance with commercial legislative and other prescribed or agreed conventions.
The unit is poised to assist the institution and its MOEs to comply with applicable legislation by providing regular advice and reports on compliance and recommending remedial action where required. The Division regulates the functions of MOEs and co-ordinates these with prevailing political imperatives, whilst ensuring alignment with departmental SDBIPs.
In terms of Section 87(6) of the MFMA, the board of directors of a municipal entitymay, with the approval of the Mayor, revise the budget of the municipal entity, butonly for the following reasons:
To adjust the revenue and expenditure estimates downwards if there is material under-collection of revenue during the current year;
To authorise expenditure of any additional allocations to the municipal entity from the parent municipality;
193
2
To authorise, within a pre-scribed framework, any unforeseeable and unavoidable expenditure approved by the mayor of the parent municipality;
To authorise any other expenditure within a prescribed framework.
The City approved all the 2017/18 Business Plans in May 2017, all the business plans were interrogated intensively before they were finally approved by both the Mayoral Committee and Council.
In terms of Section 87 of MFMA, municipal entities are allowed to revise their Plans to align them to the allocated or approved budget and performance indicators.
4. DISCUSSION
TEDA revised its 2017/18 Business Plan, which was approved by Council in May 2017. The entity's performance for the six (6) months has resulted in the entity revising its 2017/18 business plan. Entity had nineteen (19) KPIs and have been reduced to seventeen (17) for the remaining quarters: 3 & 4 for 2017/18 financial year.
Below is a brief summary of proposed amendment on TEDA's Strategic Objectives to ensure alignment with City’s IDP and SDBIP:
Strategic Objective 2 “To identify, design, develop and manage projects with strategic economic and social benefits for the greater Tshwane community
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3
CAPEX AND OPEX PROJECT ALIGNMENT
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4
Expenditure be increased due to inflationary adjustments and filling of vacancies as well increases in investment promotion and project management portfolio budget allocation as follows
It should be noted that there are no financial implications to the City of Tshwane. It is therefore that once the entity's revised business plan is approved the entity will be able to meet its performance targets at the end of this financial year.
5. COMMENTS OF THE STAKEHOLDER DEPARTMENTS 5.1 COMMENTS OF THE CHIEF FINANCIAL OFFICER
Cognisance is taken of the contents of the report. The Group Financial Services Department has no objection to the revised Business Plan 2017/18 as it will enable TEDA to allocate its resources on the areas that are measurable, achievable and reportable on quarterly bases. There are no financial implications emanating as a result of this report for the City of Tshwane. The proposed business plan should be aligned to the 2017/18 Medium-Term Revenue and Expenditure Framework.
5.2 COMMENTS OF THE GROUP HEAD: CITY STRATEGY & ORGANISATIONAL
PERFORMANCE
The City of Tshwane as the parent municipality funds entities to which entities are held accountable. It is with this context that CSOP proposes that all entities be measured on both CAPEX and OPEX [projects funded from OPEX] and that such plans be approved and be reported on the same way as CAPEX projects are reported on. TEDA's CAPEX for 2017/18 financial year is R450 after adjustments for furniture and equipment but OPEX is R3 437 396 according to the attached adjusted business plan. This amount of opex accounts for all main projects executed by
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TEDA and these should be accounted for to the parent municipality. A reporting template has been developed for this purpose and captured in the attached business plan for the entity to illustrate to the parent municipality how it will utilise all its grants as received from the City. TEDA is requested to balance all its financial figures under Financial Implications & CAPEX and OPEX budget alignment tables CAPEX and OPEX figures to be aligned with the proposed City of Tshwane budget Adjustment, - proposed adjusted CAPEX is R375 TEDA business plan illustrates a CAPEX projection of R0. - Two OPEX project figures are found in the same adjusted business plan. R4 936 396 & R3 650 981 this must be corrected - There must be alignment and balance between: Operational Projects & Detailed Project Plans and Capital Project tables, Capital Project confirmation and Capital Project output TEDA Mandate and Mission Statement In terms of the entities mandate, emphasis is made on the functions of the entity with specific reference to the Property Management portfolio. This function is boldly captured under the Entities Mission which strongly directs how it will achieve its vision. However this function does not manifest under the Entitie's strategy nor function. Please see note on page 28 under conclusion where the entity refers to permission to be granted to facilitate the commercial aspect of property management. CSOP proposes that this matter be attended to with the urgency it requires to allow the entity to plan properly. Until then, CSOP proposes that the property and management function be removed from the Mission statement of TEDA.
5.3 COMMENTS OF THE GROUP HEAD: ECONOMIC DEVELOPMENT &
SPATIAL PLANNING
None 5.4 COMMENTS OF THE GROUP HEAD: GROUP LEGAL COUNSEL
The purpose of the report is to request approval for the amendment/revision of the 2017/18 Business Plan for TEDA. Note is taken of the contents of the report and annexure thereto.
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In accordance with section 93B (a) and (b) of the Municipal Systems Act, 32 of 2000 a parent municipality, which has sole control of a municipal entity, or effective control in the case of a municipal entity which is a private company -
˃ must ensure that annual performance objectives and indicators for the municipal entity are established by agreement with the municipal entity and included in the municipal entity’s multi-year business plan in accordance with section 87(5) (d) of the MFMA, 2003, and;
˃ must monitor and annually review, as part of the municipal entity’s annual budget process as set out in section 87 of the MFMA, the performance of the municipal entity against the agreed performance objectives and indicators.
The envisaged approval of the revised Business Plan 2017/18 will enable TEDA to allocate its resources on the areas that are measurable, achievable and reportable on a quarterly basis, which have been funded either through CoT funding or other that the entity intends to access. The recommendation is supported.
6. IMPLICATIONS 6.1 HUMAN RESOURCES
The report does not have human resource implications to the CoT. 6.2 FINANCES
There are no direct financial implications to the CoT. 6.3 CONSTITUTIONAL AND LEGAL FACTORS
The report is in accordance to the Municipal Finance Management Act. 6.4 COMMUNICATION
The Shareholder Unit, CSOP, and the department of Economic Development and Spatial Planning have been consulted.
6.5 PREVIOUS COUNCIL OR MAYORAL COMMITTEE RESOLUTIONS
Council Resolution 25 May 2017.
7. CONCLUSION
The envisaged approval of the revised Business Plan 2017/18 will enable TEDA to allocate its resources on the areas that are measurable, achievable
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and reportable on quarterly bases, which have been funded either through CoT funding or alternative funding that the entity intends to access.
ANNEXURE: A. TEDA Business Plan Framework Revised 2017-18 Business Plan upd 18 Jan
2018.docx
RECOMMENDED: That it be recommended to the Mayoral Committee: That the revised 2017/18 Business Plan of Tshwane Economic Development Agency be noted and approved.
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TSHWANE ECONOMIC DEVELOPMENT AGENCY
BUSINESS PLAN
REVISED 2017/18
Sign Off:
Mr. Solly Mogaladi
Head of Operations Signature:
……………………..……………………………………………………………………………
………………………………………………………….
Date: …………………………………………………………………………..
Receipt & Review:
Name of CSPM Representative: ………………………………
Signature………………………………………….
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Contents
1. INTRODUCTION ......................................................................................................... 11
1.1 Vision ....................................................................................................................... 12
1.2 Mission .................................................................................................................... 12
1.3 Management and Organisational Structure .............................................................. 14
2. DEPARTMENTAL MEASURES CONTRIBUTING TO TSHWANE CITY STRATEGY FRAMEWORK ................................................................................................................... 17
2.1 Alignment with Tshwane City Strategy Framework .................................................. 17
2.1.1 Contribution by departments towards achieving Vision 2030 during 2016/21 term of office 18
2.1.4 Key Service Delivery Systems Reengineering .................................................. 22
3 CAPEX AND OPEX PROJECT BUDGET ALIGNMENT .............................................. 23
3.1 Capex Projects ........................................................................................................ 23
3.2 OPEX Projects ......................................................................................................... 23
3.3 Capital Project Confirmation .................................................................................... 24
3.4 Capital Project Output .............................................................................................. 25
4 ENTITY SCORECARD ................................................................................................ 26
4.1 TEDA’s Scorecard ................................................................................................... 26
4.2 Operational Projects ................................................................................................ 44
5 FINANCIAL IMPLICATION .......................................................................................... 46
5.1 Summary of the Department’s MTREF .................................................................... 46
5.2 Contribution towards Financial Turnaround .............................................................. 48
5.3 Resources Planning and Financial Requirements .................................................... 49
6 RISK ASSESSMENT .................................................................................................. 50
7. CONCLUSION ............................................................................................................... 51
Annexure1: DETAILED MTREF FINANCIAL STATEMENT Annexure 2: DETAILED RISK REGISTER Annexure 3: EMPLOYMENT EQUITY PLAN Annexure 4: PROCUREMENT PLAN
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DEFINITION OF TERMS
a) Business Plan: a business plan is a document that gives the summary of the work of the
department. It highlights the functions of the departments/ME, its organisational
arrangements, planned activities as well as the cost associated with delivering on its
mandate. The planned activities include the IDP Score card, SDBIP score card,
Departmental Scorecard and alignment of these planned activities to approved budget.
b) Deliverables: these are departmental set targets for the financial year and they relate to
the overall strategic objectives of the city. The deliverables as required in this document
need to be in line with the 5 year targets as reflected in the 2011/16 IDP and should
demonstrate a progressive movement towards achieving the city’s goals.
c) Departmental SDBIP/Scorecard: The departmental scorecard reflects the planned
activities of the department in line with its functions. Targets set in the departmental
scorecard are broken down into quarterly targets. This scorecard will be used to monitor
departmental performance on a quarterly basis.
d) Functional Area: the functional areas of the department are as per the approved
organizational structure of the city (micro structure). They reflect the various areas of work
within the department to which targeted implementation and budgets are allocated.
e) Indicators: these are statements of measurement and are used to indicate whether
progress is being made in achieving the goals. Indicators provide a common framework
for gathering data for measurements and reporting; translate complex concepts into simple
operational measurable variables; enables the review of goals and objectives; assist in
policy review processes; and help provide feedback to the municipality and staff. The
approved IDP 2011/16 and its first review contain these indicators. Departments are
encouraged to improve these in line with their set targets.
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1. INTRODUCTION
Tshwane Economic Development Agency (TEDA) is an entity of the City of Tshwane
(CoT) and was established on the 2nd November, 2006. TEDA was formed to be a key
driver in accelerating economic growth and job creation within the Tshwane area. The
mandate of TEDA has been translated and clustered into the following current strategic
business areas:
• Project Portfolio Management; and
• Investment, Promotion and Funding;
There is a natural nexus between the two focus areas as projects are ordinarily informed
by the outcomes of research work geared towards investment attraction. In the current
situation in the City this information is derived mainly from the City’s strategic units like
the Economic Intelligence Office part of whose mandate is the production of research
work in key sectors of Tshwane’s economy.
Benchmarking insights derived from the other Cities nationally which have had
successes in attracting Foreign Direct Investment (FDI) and Local Direct Investment
(LDI) such as the City of Cape Town, point to the option of locating this mandate
elsewhere in the City such as the Office of the Executive Mayor whilst TEDA continues
to look after projects to the required levels of quality and scale whilst maintaining
strategic links with the OEM: Investment Promotion to ensure synergy. This point is
made in this business plan against the backdrop of the pronounced approach by the new
administration to dealing with businesses and investors. This delineation of scope for
TEDA will not only allow the agency to be focused as per the advice given in the NDP’s
Diagnostic Report on SOEs – relevant to MOEs too, but also ensure an uncluttered and
specialist project management agency for the whole of the City.
The report approved by Council on 29 November 2012 sets out the envisaged role of
TEDA along with an amended mandate. “TEDA is an implementation agent of the
City and as such, its related functions and implementation projects are only
related to those as and when identified by the City…. Furthermore, the City will
also identify the relevant projects to be handed over to TEDA for implementation
and the City will determine the point at which these projects are handed over to
TEDA.”
In addition, project management role often requires that those responsible for its
execution should also have access to assets such as strategic land parcels needed for
Area-based Development (strategic nodal / precinct development) projects.
The underlying principle and rationale is that TEDA is to become a totally project focused
and based entity. This means that everything that TEDA embarks on is to be project-
based including in giving concrete expression to its investment promotion agenda.
As a project-based agency, TEDA will find its connection or link to the Plan of Action of
the City’s strategic framework where from time to time the City will allocate high-impact
projects to TEDA, ideally off the Integrated Development Plan (IDP) for implementation
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as envisaged in the Service Delivery Agreement between TEDA and the City of Tshwane
besides projects that TEDA will conceptualise on its own for the benefit of City as well
as those the Agency with facilitate working in partnership with the private sector. In this
way, TEDA could succeed in effectively fulfilling its mandate and grow towards becoming
a premium entity of the City of Tshwane
It is important that there is consensus regarding the focus and modus operandi
of TEDA among all stakeholders especially the City of Tshwane as Shareholder and
its department on whose behalf TEDA will be implementing these projects. This focus
and modus operandi (TEDA’s mission) is encapsulated as follows;
To centralise and integrate the programme and project management within the city. The
centralisation and integration is meant to ensure proper leverage and coordination of City’s
resources;
To create a dedicated, suitably qualified project management unit that would implement
significant projects with a clear economic development benefits; and
To create a mechanism that would enable the city to accelerate the project delivery
process and free it from bureaucratic processes. In this regard TEDA undertakes to
become an agile entity with swift administrative and business solutions whilst paying heed
to the imperatives of quality, prudent management of scope and budgets.
The Business Plan for the financial year 2017/18 is against this background, a departure
from the previous business plans especially in its advocacy for TEDA’s direct
involvement in the execution of the City’s strategic development programme. In the past
the agency for various reasons had limited role in being the implementation vehicle for
the municipality. The 2017/18 Business Plan takes an orientation of reversing this
anomaly thereby asserting its identity as the implementation vehicle for the City of
Tshwane in relation to high impact projects in particular.
Another new feature of TEDA’s Business Plan is pro-activeness in the form of identifying
precincts for programme-based development
NB: TEDA is however cognisant of the current process towards the reddfinition of its
mandate following the decision by the City to retain the entity. It is envisaged that part of
what has been stated above will have to change in order to resonate with the new
mandate. At the same time, the imperative to continue with the current business until the
new mandate ins unveiled is compelling and requires that the changes suggested in this
mid-term review are in relation to those targets that require reviewing to avoid a
worsening trend than an attempt at pre-empting the outcome of the mandate
assessment.
1.1 Vision
The vision of Tshwane Economic Development Agency is:
“TEDA strives to be a catalyst for economic growth and development to position
the City of Tshwane as a globally competitive Capital City”.
1.2 Mission
The mission of Tshwane Economic Development Agency is:
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“To provide integrated and innovative economic development solutions through
investment promotion and funding, programme management and property
management.”
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1.3 Management and Organisational Structure
The following diagram represents TEDA’s new Organisational Structure which was
approved by the Board in April 2015. The diagram only depicts only the macro structure:
Figure 1: Approved Organisational Structure
BUSINESS UNIT:
FINANCIAL SERVICES
OFFICE OF THE CHIEF EXECUTIVE
OFFICER
BUSINESS UNIT:
OFFICE OF THE COMPANY SECRETARY
SUB-BUSINESS UNIT:
INTERNAL AUDITEXECUTIVE SUPPORT
TEDA BOARD
1 X CHIEF FINANCIAL OFFICER
1 X COMPANY SECRETARY
1 X INTERNAL AUDITOR 1 X EXECUTIVE SECRETARY
1 X CHIEF EXECUTIVE OFFICER
SUB-BUSINESS UNIT:
RISK & COMPLIANCE
1 X RISK OFFICER
1 X EXECUTIVE MANAGER: PROJECTS PORTFOLIO
MANAGEMENT
1 X EXECUTIVE MANAGER: PROPERTIES & ASSET
MANAGEMENT
BUSINESS UNIT:
PROJECTS PORTFOLIO MANAGEMENT
BUSINESS UNIT:
PROPERTIES & ASSET MANAGEMENT
AUDIT COMMITTEE
BUSINESS UNIT:
CORPORATE SERVICES
1 X EXECUTIVE MANAGER: CORPORATE
SERVICES
SUB- BUSINESS UNIT: INVESTMENT CENTRE
SUB- BUSINESS UNIT: MARKETING &
COMMUNICATIONS
SUB- BUSINESS UNIT: PROPERTY ASSETS
PORTFOLIO
SUB- BUSINESS UNIT: PROPERTY ASSETS
FEASIBILITY
SUB-BUSINESS UNIT: PROJECT
MANAGEMENT
SUB- BUSINESS UNIT: PROJECT
DEVELOPMENT FACILITATION
SUB- BUSINESS UNIT: HUMAN RESOURCE
MANAGEMENT & DEVELOPMENT (HRM&D)
SUB- BUSINESS UNIT: INFORMATION &
COMMUNICATION TECHNOLOGY (ICT)
SUB- BUSINESS UNIT: LEGAL &
ADMINISTRATION SERVICES
STRATEGY & PERFORMANCE MONITORING
1 X EXECUTIVE MANAGER: STRATEGY &
PERFORMANCE MONITORING
SUB-BUSINESS UNIT: STRATEGIC SERVICES
SUB-BUSINESS UNIT: PERFORMANCE &
REPORTING
BUSINESS UNIT:
INVESTMENT PROMOTION & FUNDING
SUB- BUSINESS UNIT: EXPORT DEVELOPMENT
& PROMOTION
1 X EXECUTIVE MANAGER: INVESTMENT
PROMOTION & FUNDING
SUB- BUSINESS UNIT: FINANCIAL
MANAGEMENT
SUB- BUSINESS UNIT: SUPPLY CHAIN
MANAGEMENT (SCM)
SUB- BUSINESS UNIT: BOARD SECRETARIAT
SUB- BUSINESS UNIT: ADMINISTRATIVE
SUPPORT
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Table 1: Staff Estimates
BUSINESS
UNIT/ SUB-
BUSINESS
UNIT
Approved
posts as
per the
structure
Posts
filled
Vacant
positions
Proposed
vacancies
to be
filled in
2017/18
Office of the CEO
7 3 4 1
Company Secretary
3 3 - -
CFO 8 6 2 1
Corporate Services
13 9 4 -
Asset Management
6 - 6 1
Investment Promotion & Funding
10 6 4 1
Internal Audit 2 - 2 -
Risk and Compliance
1 - 1 -
Projects Portfolio
10 3 7 -
TOTAL 60 30 30 4
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This structure is the result of the Organisational Design (OD) project undertaken by
TEDA and concluded and approved by the TEDA Board in 2015. The distinguishing
feature of this new structure compared to the one before OD is the strengthening of the
core business units in TEDA namely Project and Programme Portfolio (PPM) and
Investment Promotion and Funding (IPM) at this stage. Properties and Asset
Management within the context of commercially viable assets, is still considered as a
strategic function for TEDA in light of its natural linkage to economic development
through projects and investment promotion. Despite the fact that the Board approved
Properties and Asset Management (PAM) is entirely vacant due mainly to a parallel
business unit in the City and moratorium on the filling of posts, TEDA has appetite for
this function given its interwovenness with other functions currently performed by the
agency.
In addition, the PAM function is still a feature of the Council approved TEDA mandate
and resultant Service Delivery Agreement (SDA).
Whilst the above is the Board approved organisational structure it will remain flexible
whilst ensuring that only posts that are deemed critical to advance implementation of the
Business Plan in the core business areas receive priority, as well as exploring alternative
capacity creation options like procurement of expert labour as and when needed.
The following are the critical posts that were identified for delivery of the 2017/18 financial
business plan albeit still below the required organization-wide human resource capacity.
These were:
a) Senior Manager: Project Development Facilitation for managing the interface and
transactions between external projects and the City’s approval processes.
b) Senior Manager: Financial Management. This is funded vacant post that whose
existence is due to resignation of previous incumbent. Acting arrangenets have been put
in place to ensure that the functions are performed at the required seniority level.
c) Senior Manager: Legal and Administration Services. Taking Project/programme
management to scale will require availability of resident legal expert for timely responses
to legal demands in this regard. These include but are not limited to drafting of legal
documents like MoU’s SLA as well as provision of legal advice from time to time
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NB: Should TEDA’s role in property and asset management be permitted, it will be
necessary to fill the post of Executive Manager responsible for this portfolio
TEDA has since approved the appointment of three senior manager posts in Projects,
Finance, and Investment Promotion. The fourth in Strategy and Performance Monitoring
will be filled in Quarter 3
2. DEPARTMENTAL MEASURES CONTRIBUTING TO TSHWANE CITY STRATEGY FRAMEWORK
2.1 Alignment with Tshwane City Strategy Framework
The strategic orientation of the organisation in the medium to long term is to adopt
concentrated growth strategy. The strategy entails the following:
• Embarking on high impact projects responding to the economic and growth needs of the
City
• Maintaining and expanding relationships with traditional trading partners (Europe, North
America and Japan) and BRIC countries with reference to investments.
• Identifying market opportunities for exports in Africa, Asia and BRIC countries.
• Establishing and maintaining relationships with strategic partners
• Deriving optimal value from the property portfolio.
• Playing a programme management role towards integrating existing and proposed
projects.
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2.1.1 Contribution by departments towards achieving Vision 2030 during 2016/21 term of office
Table 2: Transformation Area Alignment
Transformation Areas
Goal Objectives Departmental Focus Areas towards achieving the Goal
Economic Transformation
A highly productive economy based on entrepeneurship, innovation and one that is diversified and accessible to to all
1. To conceptualise
strategic projects
towards changing the
economic landscape
of the City of
Tshwane.
1. Establishement of the Tshwane Agro-processing Hub
2. Establishment of the Tshwane Clothing and Textile Hub
3. Establishment of the Tshwane Bio-energy facility linked to the agro-processing
2. To promote infrastructure to stimulate economic growth and development
1. Development facilitation for the establishment of the “Super Terminal” – Tshwane Freight and Logistics Terminal in Region 2
3. To promote and provide effective support to SMMEs
1. Hosting of capacity building workshops to empower Tshwane companies
2. Promotion of Tshwane exports through facilitating participation of Tshwane companies on National Pavilions and outward selling missions
4. To attract both foreign and local direct investment in Tshwane
1. Attracting foreign direct investmentand Investment expansion existing corporations into City of Tshwane
2. Facilitating job opportunities via investment attraction and development projects
Spatial Transformation
Accessible, liveable areas which integrate urban life with nature
To promote revitalization of economic centres through collaboration with the private sector
1. Facilitation of Area Based Development (ABD) through solicitation and mobilization of proposals and private capital respectively
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Table 3: City Priorities & Focus Areas
City Priorities Departmental Focus Areas Departmental Objective Key Performance Indicator
Economic growth and job creation 1. Establishement of the Tshwane Agro-processing Hub
2. Establishment of the Tshwane Clothing and Textile Hub
3. Establishment of the Tshwane Bio-energy facility linked to the agro-processing
Stimulating the rural and agricultural economy
Develop clusters of activity in specialized centre and support emergence of new economic sectors
1. Launch and construction of the Tshwane Agroprocessing Hub
2. Feasibility studies completed for the Clothing & Textile Hub
3. Feasibility studies completed for the Bio-Energy Facility
4. Development facilitation for the establishment of the “Super Terminal” – Tshwane Freight and Logistics Terminal in Region 2
To promote infrastructure to stimulate economic growth and development
1. Detailed feasibility study completed
2. Investment attraction finalized
5. Hosting of capacity building workshops to empower Tshwane companies
6. Promotion of Tshwane exports through facilitating participation of Tshwane companies on National Pavilions and outward selling missions
To promote Tshwane exports
To support and empower Tshwane SMMEs for export readiness and participation in foreign markets
1. 3 capacity building workshops held for Tshwane companies
2. 4 foreign trade missions facilitated by TEDA
7. Attracting Investment into City of Tshwane
8. Facilitating job opportunities via investment attraction and development projects
To attract both foreign and local direct investment in Tshwane
1. Attracting R1.5 billion worth of Investment into City of Tshwane
2. Facilitating 350 job opportunities via investment attraction and development projects
Promoting economic opportunities close to where people live, play and work (Spatial transformation)
9. Facilitating Area Based development through partnerships with private sector
To promote revitalization of economic centres through collaboration with the private sector
1. Facilitation of one Area Based Development (ADB) through solicitation and
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mobilization of proposals and private capital respectively
2.1.3 Aligning Transformation Areas with City Priorities and Focus Table 4: Transformation and Priority Areas Alignment
Transformation Areas Focus Areas City Priorities Key Performance Indicators
Economic transformation 1. Establishement of the Tshwane Agro-processing Hub
2. Establishment of the Tshwane Clothing and Textile Hub
3. Establishment of the Tshwane Bio-energy facility linked to the agro-processing
Economic growth and job
creation
1. Launch and construction of the Tshwane Agroprocessing Hub
2. Feasibility studies completed for the Clothing & Textile Hub
3. Feasibility studies completed for the Bio-Energy Facility
4. Development facilitation for the establishment of the “Super Terminal” – Tshwane Freight and Logistics Terminal in Region 2
1. Detailed feasibility study completed
2. Investment attraction finalized
5. Hosting of capacity building workshops to empower Tshwane companies
6. Promotion of Tshwane exports through facilitating participation of Tshwane companies on National Pavilions and outward selling missions
1. 3 capacity building workshops held for Tshwane companies
2. 4 foreign trade missions facilitated by TEDA
7. Attracting Investment into City of Tshwane
1. Attracting R1.5 billion worth of Investment into City of Tshwane
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8. Facilitating job opportunities via investment attraction and development projects
2. Facilitating 350 job opportunities via investment attraction and development projects
9. Facilitating Area Based development through partnerships with private sector
1. Facilitation of one Area Based Development (ABD) through solicitation and mobilization of proposals and private capital respectively
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2.1.4 Key Service Delivery Systems Reengineering
Process/ System
Purpose Status Quo
Desired Process Outcome
System Needs for 2017/18
• Integration to the city SAP system
To align finanacial management between the entity and City
TEDA has no financial system.
SAP system for the the entity.
SAP
• MSCOA Legislative requirement
Awaiting the outcome of the review process for entities.
MSCOA compliance by TEDA
SAP
• Business Planning, budgeting and reporting
Streamlining planning and reporting
Fragmented Business planning, budgeting and reporting
Adherence to the SDA (review of SDA is an urgent priority)
Review of the SDA, sign off by TEDA and City and establishment of contract management committee to monitor implementation of SDA
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3 CAPEX AND OPEX PROJECT BUDGET ALIGNMENT
The Capex projects are those that the City needs to take a favourable decision on regarding which of those will be handed over to TEDA for implementation as per service delivery agreement and TEDA’s mandate.
3.1 Capex Projects
Table 4: Project alignment with draft MTREF
Focus Area City Priority
Project Name
Project Number
Capex/Opex 2017/18 Approved
2017/18 projected deliverables
2018/19 Budget
2019/20 Budget
N/A N/A N/A N/A N/A N/A N/A N/A N/A
3.2 OPEX Projects
Table 5:Operational Projects
Project Name
CAPEX project supported if applicabel
2017/18 Approved Budget
2017/18 Adjustments
2017/18 Adjusted Budget
2017/18 projected deliverables
2018/19 Budget indicative
2018/19 projected deliverables
2019/20 Budget
2019/20 projected deliverables
Tshwane Agro-processing hub Project
N/A R 2 million
(R500,000)
R1,500,000 Solicitation of Prequalification proposals
R 2 million
CoT Council Report approval on Land alienation and Request for proposal (RFP) including development of long term lease agreement
R 8 million Statutory
compliance (EIA, WULA etc.) applied and Technical Design Development
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Tshwane Clothing and Textile hub project
N/A R 1 million
(R197,947)
R802,053 Detailed market and technical feasibility study
R 1 million
Locality analysis and suitability study
R 10 million
Detailed Infrastructure feasibility and Business Plan development
Tshwane Bio-Energy Facility
N/A R 1 million
(R390,882)
R609,118 Detailed feasibility study
R8 million [R 2
million (TEDA)
R 6 million (GIFA)]
Detailed Infrastutcure feasibility
R 8 million Statutory
compliance (EIA, WULA etc.) applied and Technical Design Development
Area Based Development Plans
N/A R 1 million
(R4,575) R,995,425 Precinct Plan Update/Development (Groenkloof Nature reserve)
R 2 million
Two Precinct Plan Update/Development (Precincts to be confirmed)
R 2 million
Two Precinct Plan Update/Development (Precincts to be confirmed)
Development of Vertical Agriculture within City of Tshwane
N/A R 0 R1,029,800
R1,029,800 Detailed Feasibility Study
R1 miilion
Locality analysis and suitability study
R 10 million
Implementation of Vertical Agriculture
3.3 Capital Project Confirmation
This section requires only the list of projects approved in the 2017/18 MTREF and should be included in this table.
Table 6: 2017/18 Provisioned Projects per ward / region
Project Name Project Number
Budget 2017/18
Budget Source (list)
Area of implementation
Benefiting Areas
Region Ward Region Ward
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N/A N/A N/A N/A N/A N/A N/A N/A
NOTE: The projects information required in terms of table 7, are subject to projects allocation by City in alignment to Table 8.
3.4 Capital Project Output
This section is not applicable to TEDA. Table 7: Capital Project Output
Project Name
Project
Number
Budget 2017/18
Capital Output Measure // Indicator
Annual Delivery Target
Quarter 1
Quarter 2
Quarter 3
Quarter 4
N/A N/A N/A N/A N/A N/A N/A N/A N/A
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4 ENTITY SCORECARD
4.1 TEDA’s Scorecard
Table 8: Departmental Scorecard Strategic Objective 1: To develop, facilitate and promote viable foreign and local investments into City of Tshwane
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Departmental Focus Area
Key Performance Indicator
2017/18Target
Baseline
Quarterly Targets Medium-term targets
Quarter 1
Quarter 2
Quarter 3
Quarter 4
2018/19
2019/20
2020/21
Attracting foreign direct investment and investment expansion existing corporations into CoT
Investment Intelligence acquired
Two intelligence reports acquired for planning
1 - 1 1 - 2 2 2
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Departmental Focus Area
Key Performance Indicator
2017/18Target
Baseline
Quarterly Targets Medium-term targets
Quarter 1
Quarter 2
Quarter 3
Quarter 4
2018/19
2019/20
2020/21
Number of new, quality investment projects attracted into the pipeline
10 investment pipeline projects attracted
New
2 3 2 3 12 14 16
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Departmental Focus Area
Key Performance Indicator
2017/18Target
Baseline
Quarterly Targets Medium-term targets
Quarter 1
Quarter 2
Quarter 3
Quarter 4
2018/19
2019/20
2020/21
Attracting foreign direct investment and investment expansion existing corporations into CoT
Rand value of landed investment projects into the City of Tshwane
R1.5 billion rand value of landed investment facilitated by TEDA
R1 billion
- - - R1.5 billion
R1.7billion
R1.8billion
R2billion
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Departmental Focus Area
Key Performance Indicator
2017/18Target
Baseline
Quarterly Targets Medium-term targets
Quarter 1
Quarter 2
Quarter 3
Quarter 4
2018/19
2019/20
2020/21
Faclitating job opportunities via investment attraction and development projects
Number of job opportunities facilitated in Tshwane
350 job opportunities facilitated by TEDA via investment attraction
300
- - - 350
400
450
500
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Departmental Focus Area
Key Performance Indicator
2017/18Target
Baseline
Quarterly Targets Medium-term targets
Quarter 1
Quarter 2
Quarter 3
Quarter 4
2018/19
2019/20
2020/21
Number of new, quality investment projects realised
2 Investment projects realised
new
- - - 2 3 4 5
Trade Intelligence acquired
2 trade intelligence reports acquired
2 1 - 1 - 2 2 2
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Departmental Focus Area
Key Performance Indicator
2017/18Target
Baseline
Quarterly Targets Medium-term targets
Quarter 1
Quarter 2
Quarter 3
Quarter 4
2018/19
2019/20
2020/21
Hosting of capacity building workshop to empower Tshwane companies
Number of capacity building workshops held for Tshwane companies
3 capacity building workshops held for Tshwane companies
2 - 1 1 1 4 5 6
224
33
Promotion of Tshwane investment and exports through facilitating participation of Tshwane companies on National Pavilions and outward selling missions
Number of foreign outward missions facilitated by TEDA
4 foreign outward missions facilitated by TEDA
3 1 1 1 1 6 8 10
225
34
226
35
Strategic Objective 2: To identify, design, develop and manage projects with strategic economic and social benefits for the greater Tshwane community
Key Performance Indicator
2017/18Target
Baseline
Quarterly Targets Medium-term targets
Quarter 1
Quarter 2
Quarter 3
Quarter 4
2018/19 2019/20 2020/21
Development of the Agro-processing Hub
Solicitation of Prequalification proposals of the Agro-processing Hub
New
Solicitation of Prequalificati
CoT Council Report approval on Land alienation and Request for proposal (RFP) including development of long term lease agreement
Statutory compliance (EIA, WULA etc.) applied and Technical Design Development
Statutory compliance (EIA, WULA etc.) achieved
227
36
Key Performance Indicator
2017/18Target
Baseline
Quarterly Targets Medium-term targets
Quarter 1
Quarter 2
Quarter 3
Quarter 4
2018/19 2019/20 2020/21
on proposals
Development of Tshwane Clot
Detailed market and technical feasibility
New
- - Detailed market and technical feasibility study
Locality analysis and suitability study
Detailed Infrastructure feasibility and Business Plan development
Investment attraction and marketing
228
37
Key Performance Indicator
2017/18Target
Baseline
Quarterly Targets Medium-term targets
Quarter 1
Quarter 2
Quarter 3
Quarter 4
2018/19 2019/20 2020/21
hing and Textile Hub
study of Clothing and textile hub
Development of Tshwane Bio-en
Detailed feasibility study of Tshwane Bio-ene
New
- - Detailed feasibility stu
Detailed Infrastructure Feasibility
Statutory compliance (EIA, WULA etc.) applied and Technical Design Development
Business plan and Capital Investment
229
38
Key Performance Indicator
2017/18Target
Baseline
Quarterly Targets Medium-term targets
Quarter 1
Quarter 2
Quarter 3
Quarter 4
2018/19 2019/20 2020/21
ergy Facility
rgy Facility
dy
Number of Area Based Development st
One Area Based Development studies produced, reviewed or
New
- - - Precinct Plan Update/Development (Groenkloof Nature reserve)
Two Precinct Plan Update/Development (Precincts to be confirmed)
Two Precinct Plan Update/Development (Precincts to be confirmed)
Two Precinct Plan Update/Development (Precincts to be confirmed)
230
39
Key Performance Indicator
2017/18Target
Baseline
Quarterly Targets Medium-term targets
Quarter 1
Quarter 2
Quarter 3
Quarter 4
2018/19 2019/20 2020/21
udies produced, reviewed or updated
updated (non-cumulative)
Facilitation of
Quarterly Project
Quarte
Projec
Projects
Projects re
Projects report
Facilitation of Tshwane Freight Terminal and
No. of infrastructure projects facilitated
No. of infrastructure projects facilitated
231
40
Key Performance Indicator
2017/18Target
Baseline
Quarterly Targets Medium-term targets
Quarter 1
Quarter 2
Quarter 3
Quarter 4
2018/19 2019/20 2020/21
Tshwane Freight Terminal and Logistics Hub
reports
rly projects reports
ts report
report
port
Logistics Hub
232
41
Key Performance Indicator
2017/18Target
Baseline
Quarterly Targets Medium-term targets
Quarter 1
Quarter 2
Quarter 3
Quarter 4
2018/19 2019/20 2020/21
Development of Vertical Agriculture within City of Tshw
Detailed Feasibility Study
New
- - - Detailed Feasibility Study
Locality analysis and suitability study
Implementation of Vertical Agriculture
N/A
233
42
Key Performance Indicator
2017/18Target
Baseline
Quarterly Targets Medium-term targets
Quarter 1
Quarter 2
Quarter 3
Quarter 4
2018/19 2019/20 2020/21
ane
Strategic Objective 3:To promote Tshwane as a viable investment destination through the implementation of an integrated marketing and communication
234
43
Key Performance Indicator
2017/18Target
Baseline
Quarterly Targets Medium-term indicators
Quarter 1
Quarter 2
Quarter 3
Quarter 4
2018/19
2019/20
2020/21
Production of Quarterly newsletters to promote City as preferred investment destination published
4 editions produced
4 1 1 1 1 4 4
Promoting and positioning the City of Tshwane as viable investment destination.
Exhibitions and Trade Shows facilitated by TEDA
4 trade and exhibition shows
3 1 1 1 1 4 4
235
44
Strategic Objective 4: To establish and build TEDA as a strong and effective organization in the context of good governance best practice
Key Performance Indicator
2017/18Target
Baseline
Quarterly Targets Medium-term indicators
Quarter 1
Quarter 2
Quarter 3
Quarter 4
2018/19
2019/20
2020/21
Clean Audit opinion by AG achieved
Clean Audit Opinion achieved at end of audit
Unqualified Audit Opinion
Submission of MLAP report
Submission of MLAP report
Submission of MLAP report
Submission of MLAP report
Clean Audit Opinion achieved at end of audit
Clean Audit Opinion achieved at end of audit
Clean Audit Opinion achieved at end of audit
4.2 Operational Projects
This section is not applicable to TEDA.
236
45
Table 9: Operational Projects
Project Name Budget 2017/18
Budget Source (list)
Area of implementation
Benefiting Areas
Region Ward Region Ward
N/A N/A N/A N/A N/A N/A N/A
N/A N/A N/A N/A N/A N/A N/A
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46
5 FINANCIAL IMPLICATION
5.1 Summary of the Department’s MTREF
Table 11: TEDA’s MTREF
Approved
budget
Rollover
2016-17Adjustment Adjusted Budget
REVENUE
Transfers from CoT 56,008,241 53,895,848 -4% 54,150,000 4,282,180 58,432,180 8% 54,150,000 -7% 56,965,800 5%
Professional fees: Project management fees - - 0% 6,650,000 -6,650,000 0 - 18,913,996 100% 27,787,996 47%
Rental Income 3,587,893 1,155,116 -68% 0 0 -100% - -
External Funding: Donations/Sponsorships 394,737 0 -100% - 0 - - -
Interest income 518,005 374,606 -28% 213,075 180,901 393,976 5% 234,382 -41% 540,000 130%
Sale of tenders 14,211 11,404.00 -20% - 20,000 20,000 75% - -
Other revenue^ - 2,659,988 2,659,988 - 1,980,004 -26% 2,108,004 6%
Total 60,523,087 55,436,974 -219% 61,013,075 4,282,180 -3,789,111 61,506,144 11% 75,278,382 22% 87,401,800 16%
EXPENDITURE
Remuneration of Board Members 1,786,483 1,337,783 -25% 1,908,000 0 -500,000 1,408,000 5% 1,582,029 12% 1,676,951 6%
Salaries and Wages 29,123,053 30,670,377 5% 34,512,120 0 -749,062 33,763,058 10% 36,249,530 7% 40,537,990 12%
General Opex* 12,244,453 9,575,523 -22% 15,261,693 1,050,800 -3,210,061 13,102,432 37% 13,881,449 6% 14,541,083 5%
Depreciation 3,073,345 2,132,265 -31% 0 0 2,805,015 2,805,015 32% 2,975,000 6% 3,825,250 29%
Investment Promotion and Funding Opex 1,489,081 4,169,807 180% 4,019,051 69,540 238,068 4,326,659 4% 6,881,163 59% 5,503,481 -20%
Projects Opex 13,166,859 4,842,260 -63% 3,900,000 244,383 1,006,598 5,150,981 6% 12,855,483 150% 17,931,088 39%
Projects Capex 0 0 0% 1,112,211 -1,112,211 0
Taxation 17,944 758,508 4127% 0 500,000 500,000 -34% 535,000 7% 765,050 43%
Totals 60,901,218 53,486,523 -12% 60,713,075 1,364,723 -1,021,654 61,056,144 14% 74,959,654 23% 84,780,893 13%
Accounting Surplus/(Deficit) -378,131 1,950,451 -207% 300,000 2,917,457 -2,767,457 450,000 -3% 318,729 0% 2,620,907 3%
CAPITAL EXPENDITURE
Operating Capex 476,879 1,983,569 316% 300,000 0 150,000 450,000 -77% 318,729 -29% 2,620,907 722%
TOTAL EXPENDITURE 61,378,097 55,470,092 -10% 61,013,075 1,364,723 -871,654 61,506,144 11% 75,278,382 22% 87,401,800
Budget Surplus/(Deficit) -855,010 -33,118 0 2,917,457 -2,917,457 0 0 0
^Includes VAT and Service SETA refunds as at 30 November 2017
*Including items such as; expenses on loss of assets, interest charges and debtors impaired
Budget items
2015/16
(Audited
outcome)
2016/17
(Audited
outcome)
%
Change
2017/18%
Change%
Change
2018/19%
Change2019/20
238
47
5.1.1 Budget adjustment
i. Basis for the budget adjustment
TEDA’s adjusted budget is primarily based on the Municipal Budget and Reporting Regulations 49 which states that an adjustment budget referred to in section 87(6)of the Act may only be used-: a. To adjust the revenue and expenditure estimates downwards if there is material
under-collection of revenue during the current year;
b. To authorise the roll-over of funds that were unspent at the end of the previous
financial year;
c. To correct any errors in the annual budget of the municipal entity.
ii. Principles employed in preparing the adjustment budget
The entity embarked on a resource reallocation process by evaluating the probability of collecting the budgeted revenue and reassessing its plans for the year to ensure that all planned goals will be achieved. The resource reallocation process was limited to the entity’s anticipated revenue. The resource reallocation process included the following: a. Revenue analysis, particularly the envisaged project management, as part of
implementing the Financial Sustainability Model (FSM) where deviations from the
model without alternative revenue streams pose a direct threat in ensuring that the
entity is financially sustainable,
b. Appropriation of unplanned revenue such as interest income, tender document sales,
refund from SARS and Service SETA.
c. Review of the business plan, where plans not attainable are deferred into future
financial years and emerging plans are catered into the business plan,
d. Savings identified from various areas, mainly from employee cost due to vacancies
filled later than planned and natural staff attrition,
e. Identified savings re-allocated to critical areas that are experiencing budget
pressures.
5.1.2 Revenue The operational grant revenue from the City of Tshwane is the blood line for TEDA, where the grant constitute 89% (R 54, 150 million)of the total budgeted revenue. In addition to the grant revenue the entity has an unspent grant from the previous financial year of R4,282,180 where 32% of the unspent grant is for commitments as reported in the 2016-17 audited annual financial statements, with the remainder allocated to other business plan activities . The grant allocation has been the same year on year and thus an indication that the entity will not be getting a sizable increase on the grant in future , hence the drive towards other means of income generation. The envisaged revenue from the project management fees will not be realised during the financial year attributed to the review of the entities mandate, thus prompting the budget to the revised down by R6,650 million. The non-collection of envisaged revenue from project fees on the implementation of capital projects on behalf of CoT as per the Service Delivery Agreement (SDA), derived from the Financial Sustainability Model (FSM) will further affect TEDA’s ability to achieve its future objectives in the outer MTERF as outlined.
239
48
The entity managed to collect other revenue from various sources totalling (R2,860 million) to cushion the project management fees not collected.
5.1.3 Expenditure
The resource reallocation of the approved 2017/18 budget resulted in adjustments in operational expenditure with a total increase of R343,000 whilst capital expenditure increased by R150,000. General increase in expenditure items such as employee cost are due to inflationary adjustments and filling of vacancies. The business plan has been adjusted which resulted in increases in investement promotion and funding and project management portfolio budget allocation. The charts below give a breakdown of expenditure by category.
Table 12: Budget Summary
BUDGET ITEMS
Approved 2017/18 R’000
Adjustment 2017/18 R’000
Adjusted 2017/18 R’000
2018/19 R’000
2019/20 R’000
CAPEX
R 300 R 150 R 450 R 319
R 2,621
OPEX
R 60,713 R 343 R 61,056 R 74,959
R 84,781
TOTAL
R 61,013 R 493 R 61,506 R 75,278
R 87,402
5.2 Contribution towards Financial Turnaround
240
49
Table 13: Revenue Generation streams
Financial Objectives
Strategic Levers
Baseline
Proposed intervention
Details of intervention
Target by the end of 2017/18
Adjusted target by the end of 2017/18
Increase Revenue
Management of COT assets.
- Projects handed over to TEDA by COT
- Contract management function rescucitated.
- Projects to manage identified.
- Hand over of projects by COT and SLA sign off.
R6.6 m
Ro
5.3 Resources Planning and Financial Requirements
Contracted services largely refers to the utilisation of legal services which cannot be sourced internally. Table 14: Staff vs Contracted Services Expenditure
TOTAL STAFF EXPENDITURE
Previous
F/Y(2016/17)
R’000
Required
Budget
F/Y
(2017/18)
R’000
Approved
Budget
FY
(2017/18)
R’000
Projected
Percentage
Growth
Salaries and
wages
R 32,008 R 35,171 R 35,171 10%
Service
Providers
R 721 R 1,101 R 1,101 53%
TOTALS R 32,729 R 36,272 R 36,272 11%
241
50
6 RISK ASSESSMENT
Refer to Annexure 2
242
51
7. CONCLUSION
The TEDA 2017/18 Revised Business Plan hinges on the outcome of the review of the
mandate of entities . This business plan is the product of the resolve by TEDA board
to continue with the normal business of the organization until advised otherwise.
The entity has noted with appreciation the City’s decision to continue with some entities
of th municipality including TEDA. Whilst the revision of the the mandate is still work
inprogress, this process does nevertheless provide an opportunity for the entity to play
its role as a strategic service delivery implementation vehicle for the city of Tshwane
The expected new Service Delivery Agreement will enable this through its well crafted
institutional arrangements that will will help drive in part, the performamce of the entity
on the basis of clearly defined roles and responsibilities between parties to the
Agreement.
One feature of this Business Plan is the ambitious re-entry of the function of Property
and Asset Management into the scope of TEDA’s work. This is whilst appreciating that
this function also resides in the newly established department of Group Property
Management. TEDA does not regard the existence of this department as suggesting
a duplication of function as the entity has appetite only for commercial assets in line
with its economic development mandate. In this regard it is envisagd that following the
segmentation of City properties and assets by GPM, those related to economic
development will be migrated to TEDA to manage on behalf of the City.
The same rationale applies to high impact projects inclined towards changing the
economic landscape of the city of Tshwane - that these will as espoused in the SDA,
be migrated incrementally to TEDA taking into account its current Project Management
capacity and future projections in this regard.
In terms of challenges, the main challenge remains that of duplicated mandates
between TEDA and some City Departments. To this end, TEDA believes that the
review of its mandate, along with the review of the SDA will ameliorate this challenge
towards a more streamlined performance and reporting.
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52
Annexure1: DETAILED DRAFT DEPARTMENTAL BUDGET 2017/18
Approved
budget
Rollover
2016-17Adjustment Adjusted Budget
REVENUE
Transfers from CoT 56,008,241 53,895,848 -4% 54,150,000 4,282,180 58,432,180 8% 54,150,000 -7% 56,965,800 5%
Professional fees: Project management fees - - 0% 6,650,000 -6,650,000 0 - 18,913,996 100% 27,787,996 47%
Rental Income 3,587,893 1,155,116 -68% 0 0 -100% - -
External Funding: Donations/Sponsorships 394,737 0 -100% - 0 - - -
Interest income 518,005 374,606 -28% 213,075 180,901 393,976 5% 234,382 -41% 540,000 130%
Sale of tenders 14,211 11,404.00 -20% - 20,000 20,000 75% - -
Other revenue^ - 2,659,988 2,659,988 - 1,980,004 -26% 2,108,004 6%
Total 60,523,087 55,436,974 -219% 61,013,075 4,282,180 -3,789,111 61,506,144 11% 75,278,382 22% 87,401,800 16%
EXPENDITURE
Remuneration of Board Members 1,786,483 1,337,783 -25% 1,908,000 0 -500,000 1,408,000 5% 1,582,029 12% 1,676,951 6%
Salaries and Wages 29,123,053 30,670,377 5% 34,512,120 0 -749,062 33,763,058 10% 36,249,530 7% 40,537,990 12%
General Opex* 12,244,453 9,575,523 -22% 15,261,693 1,050,800 -3,210,061 13,102,432 37% 13,881,449 6% 14,541,083 5%
Depreciation 3,073,345 2,132,265 -31% 0 0 2,805,015 2,805,015 32% 2,975,000 6% 3,825,250 29%
Investment Promotion and Funding Opex 1,489,081 4,169,807 180% 4,019,051 69,540 238,068 4,326,659 4% 6,881,163 59% 5,503,481 -20%
Projects Opex 13,166,859 4,842,260 -63% 3,900,000 244,383 1,006,598 5,150,981 6% 12,855,483 150% 17,931,088 39%
Projects Capex 0 0 0% 1,112,211 -1,112,211 0
Taxation 17,944 758,508 4127% 0 500,000 500,000 -34% 535,000 7% 765,050 43%
Totals 60,901,218 53,486,523 -12% 60,713,075 1,364,723 -1,021,654 61,056,144 14% 74,959,654 23% 84,780,893 13%
Accounting Surplus/(Deficit) -378,131 1,950,451 -207% 300,000 2,917,457 -2,767,457 450,000 -3% 318,729 0% 2,620,907 3%
CAPITAL EXPENDITURE
Operating Capex 476,879 1,983,569 316% 300,000 0 150,000 450,000 -77% 318,729 -29% 2,620,907 722%
TOTAL EXPENDITURE 61,378,097 55,470,092 -10% 61,013,075 1,364,723 -871,654 61,506,144 11% 75,278,382 22% 87,401,800
Budget Surplus/(Deficit) -855,010 -33,118 0 2,917,457 -2,917,457 0 0 0
^Includes VAT and Service SETA refunds as at 30 November 2017
*Including items such as; expenses on loss of assets, interest charges and debtors impaired
Budget items
2015/16
(Audited
outcome)
2016/17
(Audited
outcome)
%
Change
2017/18%
Change%
Change
2018/19%
Change2019/20
244
53
Annexure 2: DETAILED DEPARTMENTAL RISK REGISTER
245
54
No
Strategic and Business Objectives
Date Risk Identified/ Reviewed
Risk Description
Root Cause
Consequence
Inherent Risk
Residual Risk
Management
Action plan
Risk Owner
Action Owner
Target Date
246
55
1 To develop, facilitate and promote viable foreign and local
10-May-17
Failure to attract catalytic investments
1. Changes in government policies (i.e. relating to macro economic policies, tax regime ) 2.
1. Failure to meet investment targets. 2. Inability to transform
Medium
12
Low
4
1. Resubmit the motivation to fill Three 3 vacant posts 2. To meet with the City to discuss the
CEO
Executive Investment, Promotion and Fun
30-Jun-18
247
56
investments into City of Tshwane
Unfavourable Global Economic climate 3. Inadequate human resources necessary for invest
economic landscape of the CoT 3. Inability to create/est
issue of incentives 3. To undertake both inbound and outbound trade missions to attract inv
ding
248
57
ment attraction 4. Unavailability of database of land and/or property for strategic investme
ablish foreign market opportunities 4. Lack of growth and
estments and identifying foreign markets 4.To target investors for particular sectors (investor
249
58
nt. 5. Inadequate incentives structure , both local and national, to attract investments
job opportunities
targeting) using both country and company analyses and investment seminar 5. Increase
250
59
d lead generation (10), facilitation and follow-up, company visitations as part of investment ex
251
60
pansion and after care. 6. Information sharing on investing in CoT (assistance with busines
252
61
s permits, access to opportunities, skills availability, etc.)
2 To establish and maint
10-May-17
Inability to implement the financial
1. Non fulfilment of SDA undertakings
1. Continued over relia
Critical
20
High
14
1. Review of the SDA towards securing
CEO
CEO
1. 30 December 20
253
62
ain an economic Infrastructure Investment Vehicle
sustainability model
2. Failure to generate alternative/ own revenue streams
nce on CoT funding 2. Inability to establish an econom
CoT support to TEDA 2. Continued mobilisation of funding from external partners
17 2. 30 June 2018
254
63
ic Infrastructure Investment Vehicle.
255
64
3 To identify, design, develop and manage projects with st
10-May-17
Delays in implementation of projects
1. Shareholder not meeting its SDA obligation in terms of project handover. 2. Lack of proje
1. Inability to realise strategic, economic and social benefit
Critical
20
Low
6
1. Facilitate the establishment of the Contract Management Committee as per SDA provisions. 2. De
CEO
Executive PPM
30-Jun-18
256
65
rategic economic and social benefits for the greater Tsh
ct oversight and monitoring 3. Failure to adequately manage risks related to interdepend
s for the CoT. 2. Incomplete projects 3. Cost overruns
velopment of SLAs and/or Project Charters for business plan linked projects which are specific on
257
66
wane community
encies
deliverable and timelines for delivery. 3. Establish project specific committee with various int
258
67
ernal and external stakeholder as a project management committee providing oversight and mo
259
68
nitoring of interdependencies.
4 To develop, facilitate and
10-May-17
Inadequate marketing of the CoT as an inv
1. Limited targeted marketing and commu
1. Limited foreign and dom
High
16
Low
8
1. The Marketing and Communication str
CEO
Executive : market
30-Jun-18
260
69
promote viable foreign and local investments into City of Tsh
estment destination.
nication strategies 2. Limited investment opportunities available to be marketed 3. Limited
estic investment inflow into the CoT. 2. Failure to position C
ategy will be revised to respond to Trade and Investment Functional Strategy. 2. Liaise with relev
ing and Comms Executive : Trade & Investme
261
70
wane
outward missions due to moratorium on international travelling.
oT as a viable investment destination. 3, Limited exports
ant departments of CoT for confirmed incentives for investors.
nt
262
71
opportunities
5 To establish and build TEDA as a st
10-May-17
Inadequate compliance with governance framework
1. None compliance with mSCOA 2. Lack of underst
1. Qualified audit report 2. Reputat
High
16
Low
5
1. Monitoring of OPCA action plan to address identified weakne
CEO
Company Secretary Office
30-Jun-18
263
72
rong and effective organisation in the context of good gov
anding of full scope of governance. 3. Limited compliance with governance protocols
ional damage
sses. 2. Compilation of a full list of compliance indicators, norms and standards against all ap
of the CEO
264
73
ernance best practice
plicable legislative and regulatory framework.
6 To establish and build TEDA
10-May-17
Disestablishment of the entity
1. Review of the Entity2. Non-approval of Busin
Closure of the Entity
Critical
25
Critical
23
To liaise with CoT for approval of budget and bu
CEO
CEO
30-Jun-18
265
74
as a strong and effective organisation in the context of goo
ess Plan and Budget for 2017/2018
siness plan
266
75
d governance best practice
7 To identify, design, develo
21-Sep-17
Delays in issuing of long-term lease over
Lack of progress by Group Property Mana
Delayed investment solicita
Critical
20
High
18
Awaiting the fast tracking of the long-term lease
CEO
Executive PPM
31-Dec-17
267
76
p and manage projects with strategic economic and soci
farm portion 337 Elandshoek 137Jr
gement within the CoT
tion Delayed construction commencement
process
268
77
al benefits for the greater Tshwane community
269
78
8 Implementation of mSCOA
18-Sep-17
Failure to implement MSCOA
Delays in procuring an MSCOA Integrated Financial System Lack of an implementation pla
Non compliance with the Treasury Circular 80 Non approv
Critical
25
Critical
23
Acquisition of an mSCOA compliant SAP system
CEO
CFO
30-Jun-18
270
79
n for MSCOA Lack of funds to implement MSCOA
al of the 2017 2018 Budget by the CoT, thus delays in tra
271
80
nsferring the grant to TEDA
272
81
273
82
Annexure 3: EMPLOYMENT EQUITY
274
83
Annexure 4: PROCUREMENT PLANS
275